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International Journal of Physical Distribution & Logistics Management

A systems perspective on supply chain measurements


Stefan Holmberg
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Stefan Holmberg, (2000),"A systems perspective on supply chain measurements", International Journal of
Physical Distribution & Logistics Management, Vol. 30 Iss 10 pp. 847 - 868
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A systems perspective on Perspective on


supply chain
supply chain measurements measurements
Stefan Holmberg
Division of Logistics, Lund University, Sweden 847
Keywords Supply chain, Measurement, Systems integration, Performance measurement
Received April 1999
Abstract Both practitioners and research scientists have noted a number of problems regarding Revised February 2000,
measurement activities during the past decade. The problems reported suggest that measurement June 2000
activities are fragmented both within and across organizations. Expands on a systems perspective
on supply chain measurements and describes how problems can be communicated, understood
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and managed by developing methods and tools for describing interrelationships within supply
chains. Empirical evidence from a case study of a Swedish home furnishing business supply chain
provides data suggesting that firms within a supply chain cannot simply be categorized as either
having adopted systems thinking or not. Rather, both structured models indicating a high degree
of systems thinking, and problems showing fragmentation, are present. A performance model,
which is used to reflect the systemic structure of an underlying supply chain and a potential
integrator, is introduced and suggested as the focus of future research initiatives within supply
chain measurements.

Introduction
Background
The interest in managing supply chains is growing rapidly among companies
around the world. Major forces behind this development are increasing
competitive pressure and a belief that working cooperatively in supply chains
can create a competitive advantage. Firms abandon the old antagonistic
approach to doing business in favor of a more integrative management style
focused on coordinating activities along the supply chain in order to attain or
sustain their competitive position.
Coordinating activities in a supply chain, however, is difficult. The
difficulties are partly due to the complexity induced by the large number of
related and interdependent activities in the supply chain. The fact that the
effects of certain actions are separated from their cause both in time and place
increases complexity, and is made even worse by the functional division of
responsibility along the supply chain. Understanding the interdependencies
and the complex causal relationships in a supply chain is therefore crucial to
the successful management of these activities. It is important to realize that
what you do not understand, you cannot manage.
Systems thinking offers a method for describing and analyzing problems in
such contexts, and is therefore well suited to solving the complex and dynamic
socioeconomic problems found in logistics systems today. However, the
problems reported by many organizations show that the use of systems
thinking is insufficiently developed, although it has been with us for several International Journal of Physical
Distribution & Logistics
decades. Senge (1992) elaborates on this theme, and claims that firms seem Management,
Vol. 30 No. 10, 2000, pp. 847-868.
more concerned with detail ± as opposed to dynamic ± complexity. If firms deal # MCB University Press, 0960-0035
IJPDLM only with detail complexity, they are obstructed from seeing how relations of
30,10 different kinds reach beyond their own firms and change over time. The nature
of the problems reported indicates that many organizations act as autonomous
units instead of components of a larger system, and thus neglect the width and
scope of their interdependencies with other firms.
Unfortunately, the lack of systems thinking also influences how firms
848 approach another important area: the design of performance measurement
systems. A performance measurement system plays an important role in
managing a business as it provides the information necessary for decision
making and actions. Although this area has been pointed out many times as
strategically important, it still is not sufficiently understood (Keebler et al.,
1999; Atkinson et al., 1997; Vitale and Mavrinac, 1995; Eccles, 1991). The lack of
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systems thinking becomes especially disturbing when measurement systems


are applied to supply chains.

Purpose
The purpose of this article is to explain supply chain performance
measurement problems from a systems perspective. One important
objective is to show if and how the problems are a result of insufficient systems
thinking. Given the exploratory nature of this article, areas for future
research are suggested in order to contribute to the body of knowledge within
logistics.

Method
This article is based on an extensive literature review across disciplines such as
management, quality and logistics, in addition to observations from a case
study of six firms composing part of a supply chain in the home furnishing
business in Sweden. IKEA, a multinational company in the home furnishing
business, acted as host, providing access to organizations within IKEA as well
as to suppliers of finished goods. Several echelons of the supply chain were
included, ranging from retail outlet stores to manufacturers' plants. The
following organizations were included in the study:
. a sales organization;
. a wholesaler;
. a product development organization;
. a purchasing organization; and
. two key suppliers.
Each organization within IKEA was a separate legal entity dedicated
exclusively to IKEA operations. The fact that several echelons of the supply
chain were included promised that problems and phenomena related to
collaboration beyond dyadic relationships were examined.
Validity has been gained mainly by using triangulation of data sources and
research methods, but also by adopting member checks and debriefing by
peers. Regarding the collection of data, both semi-structured interviews and Perspective on
documents were used in addition to a questionnaire. Each of the three data supply chain
collection methods is presented in greater detail below: measurements
(1) A total of 33 semistructured in-depth interviews were conducted by a
single researcher, preceded by a test of the interview guide on three
respondents from IKEA. The interviews were conducted with
respondents at various levels within each of the organizations until 849
saturation was reached. The interviews, lasting between one and three
hours, were recorded and transcribed, leading to more than 250 pages of
single-spaced data. A manual method for the categorization, clustering
and analysis of interview data was used.
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(2) Documents showing such things as strategic business plans, financial


reports, performance reports, supplier evaluation criteria and worker
compensation criteria were collected when available. The purpose was
to collect information that could be used to complement, contrast or
verify the information provided through interviews.
(3) A questionnaire was used to assess the extent to which the actors in the
supply chain had a consistent view of priorities, and whether the
respondents found that they were measuring the right things or not. The
questionnaire was designed to follow the ideas of the Performance
Measurement Questionnaire developed by Dixon et al. (1990).

Outline of the article


In the following section, ``Supply chain fundamentals'', a brief description of
supply chain fundamentals is presented. The next section, ``Typical measurement
problems'', encompasses a discussion of common measurement problems. The
section ``Adopting systems thinking to measurements'' provides an introduction
to systems thinking and its application to supply chain performance
measurement, which is further developed in the following three sections ±
``Fragmented supply chain measurement activities'', ``Behavioral patterns'', and
``Structure determines behavior''. Some insights are presented in ``A new view of
measurement systems'' before the final section, ``Concluding discussion'', which
provides concluding remarks and suggestions for future research.

Supply chain fundamentals


In the following discussion a supply chain is viewed as a number of
organizations ± at least three ± working cooperatively with at least some
shared objectives. To understand how these firms interact, it is important to
notice how the management of such supply chains differs from classical
materials and manufacturing control. Oliver and Webber (1982) have described
the fundamentals of supply chain management as follows:
. The supply chain is viewed as a single entity, not fragmented areas of
responsibility for functional areas such as purchasing, manufacturing,
distribution, etc.
IJPDLM . A direct consequence of the first statement is that supply chain
30,10 management calls for ± and depends upon ± strategic decision making.
. Supply chain management includes a different perspective on
inventories, which are used as a balancing mechanism of last, not first,
resort.
850 . Supply chain management requires a new perspective on systems.
Organizations must be integrated, not simply interfaced.
The result of a study covering more than 100 manufacturers, distributors and
retailers conducted by Andersen Consulting and presented in 1997 (Anderson
et al., 1997) supported the concept presented above. The study showed that
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companies that have successfully implemented supply chain management


have two things in common. First, they think about the supply chain as a
whole. Overcoming the inward-looking, self-focused attitude is thus a crucial
element in supply chain management. Second, they pursue tangible outcomes
focused on revenue growth, asset utilization and cost reduction.
In order to succeed, the firms adopted a number of principles that required
them to look at the supply chain from their suppliers' suppliers to their
customers' customers. The segmentation of customers, the customization of the
logistics network, the cross-functional planning process, the postponement of
product customization, and development of enterprise-wide systems for control
and monitoring all required the supply chain members to adopt a holistic view
of the supply chain. Neither of these initiatives would have been possible
without viewing the supply chain as one entity.
However, the firms in the study reported difficulties in a number of areas.
Assessing customer profitability was hard, partly because they lacked the
adequate tools to understand both their own and their customers' costs.
Furthermore, the independent, self-centered forecasting routine applied by
firms was identified as incompatible with excellent supply chain management,
and was replaced by cross-functional planning systems and processes. In order
to deal with high inventory levels and out-of-stock situations, distributors
started sharing information with the manufacturer, leading to improved fill
rates, asset turns, and cost metrics for all concerned.
Unsuccessful companies had an equally consistent profile. Those companies
were functionally oriented and narrowly focused. The problem was not a lack
of ideas about what to do, but instead about how to coordinate the efforts in
order to avoid ``dying the death of a thousand initiatives''. The functional
orientation and narrow focus that obstruct the coordination of activities for
those companies suggest that they lack a holistic perspective, and that systems
thinking in those supply chains is underdeveloped. In essence, the study shows
that those firms that have succeeded have adopted a holistic view of the supply
chain, recognizing that the outcome that counts is that of the entire supply
chain, not that of single organizations.
Typical measurement problems Perspective on
Research scientists have shown an increasing interest in improving the supply chain
measurement systems design during the last few years (Keebler et al., 1999; measurements
Vitale and Mavrinac, 1995; Caplice and Sheffi, 1995; Kaplan and Norton, 1992;
Eccles, 1991). They have questioned traditional performance measurement for
several good reasons, not least because of its inability to allocate resources to
areas important to future success, e.g. the development of employees' 851
competency, capabilities and skills (Vitale and Mavrinac, 1995). A few
important problems are briefly described in the following paragraphs.

Strategy and measurements are not connected


One problem that deserves attention is the lack of connection between strategy
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and measurements. Adams et al. (1995) report that many measurement


initiatives are not derived from strategy and are therefore not supporting the
business. Although it seems obvious and natural to base a measurement
system on the company's strategy, Eccles (1991) claims that a surprising
number of companies do little to measure the variables described in their
strategies. Because of the missing connection, measures and measurement
activities seem focused on internal functions instead of overall company
performance and customer needs. For instance, a firm may measure
productivity throughout its own facility and closely track that goods are
shipped on time, but pay little or no attention to whether the goods actually
arrive at the customers' facilities when promised or needed.
Furthermore, because of the weak link to strategy, different divisions and
functions have developed their own metrics in isolation and linked local reward
incentives to those measures. This might lead them in different directions.
Thus, the missing connection between strategy and measurements promotes
an internal focus, which becomes an obstacle to developing supply chain
measurement systems. However, not all strategies are successful. Regardless of
how well a measurement system is connected to strategy, it will not turn a
losing strategy into a winning one.

A biased focus on financial metrics


Many companies still rely too heavily on financial figures as their key
performance indicators, which unfortunately are better at showing the result of
yesterday's actions than indicating tomorrow's performance. Financial metrics
have served as a tool for comparing firms and evaluating a firm's behavior over
time, and the information was primarily designed to meet external evaluators'
needs.
Today the situation is quite different. People inside the organizations have
more responsibility, and financial information is not decision-relevant to them
(Atkinson et al., 1997). The lagging nature of financial metrics makes them less
useful for proactive actions. What meaningful actions to manage a situation
can be taken when the report finally arrives two weeks after the event?
IJPDLM Furthermore, the usefulness of financial information is reduced by the
30,10 aggregation of data over time and place, which makes it even more difficult to
understand.
Success in business today is not solely determined by a strong cash flow
or meeting a financial budget. Instead, developing competency, capabilities
and skills in areas such as team-based problem solving and innovation are
852 much more important, yet not easily measured in financial terms (Vitale
and Mavrinac, 1995). Some firms have started to regularly report how much
time and other resources are invested in employee development programs, or
how well the firm's competency profile meets future demands. Therefore,
describing the complex and dynamic characteristics of a supply chain in
financial terms alone is no longer sufficient, as it provides too simplified a view
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of the supply chain. Nonetheless, accounting-based information plays an


important role in strategic planning and for monitoring financial results,
although it is less suitable for controlling and improving activities (Johnson,
1990).

Too many isolated and incompatible measures


The number and variety of metrics used in organizations tend to increase
over time, and require more and more resources to produce. Because metrics
once introduced are too seldom removed, they soon become obsolete as strategy
and underlying activities continue to change. For instance, why do firms
continue giving top priority to goods handling efficiency and fill rate in
trucks, when what the customers really need are timely and accurate
shipments of goods? A common conclusion is that measurement systems have
measured too many things and the wrong things. The negative impact of
insufficient measurement systems can be severe. For example, Baldwin and
Clark (1992) claim that a major cause of the USA's competitive decline is due
directly to the managers' use of inappropriate performance measurement
systems.

The problems in a supply chain context


The problems described earlier are mainly those reported by single
organizations. However, it seems reasonable to assume that similar problems
will occur and negatively affect management actions in supply chains
(Holmberg, 1997). This assumption is based on the prevailing lack of systems
thinking, and the increased complexity in supply chains encompassing several
organizations with different corporate cultures, different policies and different
routines. Using a single-firm management style when managing a supply chain
is therefore likely to obstruct supply chain integration.
The idea proposed in this article is that the measurement activities in supply
chains are not managed as one system, but as several independent systems (see
Figure 1). To make this point clearer, the next section will deal with some of the
basic ideas in systems thinking and discuss measurement activities from that
perspective.
Adopting systems thinking to performance measurement Perspective on
Logisticians often claim to use systems thinking when managing the flow of supply chain
goods and information from point of origin to end consumers, but few authors measurements
explain why or how the concept is used. Perhaps the lack of openness and
clarity is unintentional. Nevertheless, it obstructs both research scientists and
practitioners from developing a deeper understanding of how complex
problems can be approached, understood, and solved. 853
The systems concept
The idea of a system is generally expressed as encompassing inter-connected
components separated from their environment by a system border. Checkland
(1993) provides the following definition:
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The central concept system embodies the idea of a set of elements connected together, which
form a whole, this showing properties which are properties of the whole, rather than
properties of its component parts.

The rationale for using systems thinking is that it provides a method for
describing, analyzing and planning complex systems of different kinds
(Gustafsson et al., 1982). This method offers a way of understanding problems
and communicating this understanding to others. Systems analysis helps us
depict real world systems by using a structured way of building models. The
general approach is to define components (rules, policies, phenomena,
machines, people, etc.), decide what components should be included in the
system, and define how the components are related.
A simple systems analysis could be to look at the order fulfillment process,
including the ordering of products, the picking of orders, and the shipment of
goods to the customers. If we decide to look only at what happens in the
warehouse, we would optimize the routines for the consolidation of goods on
pallets so that the handling of goods in the warehouse becomes as efficient as
possible. That would improve the productivity of that isolated unit. If, on the
other hand, we were to consider what happens to the goods once they arrive at
the customer's plant, the decisions and actions would perhaps look different.
The customer may want to have the goods sorted in a specific manner, because
they are sent to different locations in the customer's plant. Not sorting the
goods may make the distributor's operations efficient, but it induces increased
costs for the customer. Consequently, viewing the wholesaler's and the
retailer's operations as one entity provides opportunities for improvements not
possible if each were analyzed separately.

Figure 1.
Fragmented
measurement activities
IJPDLM Thus, within systems thinking, qualitative data and metaphors can be used to
30,10 depict what the components look like and how they are related. Because not
every possible component can be included in the system for practical reasons
(see example above), only closely related components relevant to the issue at
hand are chosen. For example, although handling equipment plays an
important role in the warehouse, describing how this equipment is serviced and
854 maintained does not necessarily add much value to the discussion of order
fulfillment.

Analyzing measurement problems from a systems perspective


Checkland's statement captures the problems in supply chain measurements
quite well. Because measurement activities are generally not considered as a set
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of connected components, the properties on the whole are not recognized. The
total cost concept may serve as an example. If, for instance, the cost of
transportation and the cost of inventory in a firm were managed separately
instead of jointly, the entity ``total cost'' encompassing both components would
not exist. Thus, we would, for example, not be able to discuss the trade-off
between the two cost components, which means that an important opportunity
for improvement is lost.
One important shortcoming of many firms is their inability ± or
unwillingness ± to widen the scope of their measurement activities. When
limiting their focus to a single organization and neglecting to consider local
measurement activities as part of a greater whole, they miss an opportunity to
capitalize on how the measurement system could contribute to improving
supply chain performance by taking waste out of the supply chain, not just
moving it somewhere else.
For example, when firms use sales to intermediate customers as a measure
of performance and actively try to maximize sales, they delimit the perspective
and cut themselves off from the ones setting the pace in the supply chain.
Because sales to intermediate customers does not show whether a final
consumer pays for the product or not, it may lead to increased inventory build-
up and higher costs. Measuring local productivity and local costs has the same
effect, i.e. an increased risk of sub-optimization of the supply chain. Again, it is
important to adopt a wide enough scope of measurement activities to remove ±
or at least reduce ± inefficiencies in the supply chain.

A systems analysis framework


The following discussion is aimed at positioning measurement problems and
initiatives in a framework based on systems thinking, suggesting that adopting
a systemic view of the supply chain can assist in improving performance. The
framework is based on Senge's (1992) ideas about what kinds of explanations
to phenomena firms use, depending on how well they have adopted systems
thinking.
Firms not recognizing the relationships between phenomena within the
context in which they operate characterize the first and lowest level of
adoption. Those firms turn to event explanations, which means that they Perspective on
generally (re)act on single events, and find themselves victims of supply chain
circumstances. Whatever happens to them is perceived as resulting from measurements
external factors, which they assume cannot be controlled or influenced. This
kind of firm tends to develop a self-centered and inward looking attitude, partly
due to an insufficient exchange of information with its trading partners.
Because the firms perceive the components (people, resources, phenomena, etc.) 855
as independent units, their operations become fragmented and their behavior
reactive, partly because the firms look only within their own organizations for
explanations or solutions.
Firms at level two are concerned with describing behavioral patterns, i.e.
how phenomena change over time and place, e.g. seasonal variations over a
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year and the fluctuations in demand across a supply chain. Thus, the firms
recognize some kinds of relationships between phenomena, and do not consider
them as being totally independent. Consequently, it becomes important for
them to collect information although it cannot always be fully utilized or
understood. Because they know from experience what may happen ± albeit not
exactly when it will happen ± they can plan better to cope with things bound to
happen. Yet, they generally do not know how to prevent them from happening
because they do not understand the underlying engines of change.
At the third level, which is considered the most developed one, firms deal
with how structure determines behavior. Those readers familiar with the Beer
Game may remember that the problems people experienced in supplying beer
throughout the supply chain were not caused by people wanting things to go
wrong. Instead, the problems were largely caused by the isolation of each
echelon in the supply chain. No information except orders was provided, which
forced each member of the supply chain into a reactive behavior. The structure
that determines behavior is composed of both tangible things, e.g. computers
and communication equipment, and intangible things such as policies, culture
and values. Understanding how structure determines behavior is crucial to the
successful restructuring of supply chain measurement systems leading to a
predicted and desired outcome.
The following three sections are intended to illustrate how typical
measurement problems and activities can be positioned in the framework
presented above. This is done in order to argue that adopting a systemic view
of supply chain activities may induce desired behavior. The description of
typical firms is sometimes quite categorical for the purpose of clarity. In reality,
firms are likely to be less ``typical''.

Fragmented supply chain measurement activities


Many activities and tasks are carried out in a firm's daily operations. For
instance, goods are received from suppliers and put into warehouses, customer
orders are registered, products are picked and shipped, and invoices are sent.
Sometimes it all works well and customers receive the products they have
ordered when they expected to, but sometimes it does not.
IJPDLM Managers in charge of the operations sometimes introduce metrics to allow
30,10 them to be in control. When a specific problem or activity has received
management attention for a while, it is usually corrected. Attention is then
automatically focused on other and more urgent problems. While new metrics
are defined to monitor the new problems, the old metrics are kept because the
problem might turn up again. Consequently, the number of metrics increases
856 while consuming more and more resources, but adding little value.
Understanding what goes on in a firm or in a supply chain can be quite
difficult, which to some extent can be explained by the flow of information
being delimited and fragmented both within and across firms. Not to add to the
confusion, fragmentation within a firm will henceforth be called ``internal
fragmentation'', whereas fragmentation across firms will be called ``external
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fragmentation''.

Internal fragmentation
Understanding the meaning of a single metric might be easy, but the meaning
of the metrics in combination and their effect on overall company performance
is hard to intuitively understand. One problem is that ``controller figures'' based
on financial accounting systems, and expressed in financial terms, are not
easily compared with ``engineering figures'' focused on the movement of bits
and pieces resulting in volumes and flows. For example, it is not obvious how
the loading or unloading of goods or the productivity in order picking influence
the operational result of a distribution center. Other factors such as goods
handling damages, delivery quality or inventory accuracy greatly influence the
performance of the operations as a whole. Furthermore, the use of financial
accounting information promotes a functional perspective within an
organization, mainly because resources are allocated from the top down,
whereas goods and services flow horizontally through the firm.
The fragmentation is reinforced by different conceptions of performance,
which negatively influence communication between people. Top management
and controllers ± being affected by external stakeholders ± often use financial
information for assessing the performance of the firms, while people on the
shop floor prefer other kinds of information. The concept of performance
clearly varies between different levels in an organization, which causes
difficulties in integrating measurements across the operational, tactical and
strategic levels.

External fragmentation
Fragmentation across firms, for example in supply chains, means that not
much information is shared. The self-centered attitude of firms and their
unwillingness to look beyond their own firms creates a barrier to improving
performance. The following example from IKEA may illustrate the point.
Starting at the retail end of the supply chain, a retail outlet manager claimed
to be ``squeezed'' between the customers and the supplying organization, and
claimed that both costs and sales were given equal (top) priority in his
organization. The message he received from the top management was ``. . . Perspective on
focus on sales, sales, sales to 100 percent and focus on cut, cut, cut (costs) to 100 supply chain
percent''. Because each store had a fixed budget (in absolute figures, not as measurements
share of revenues), it was difficult to improve sales by e.g. hiring more sales
personnel. The only way to free resources was to focus on productivity in the
store, which reinforced the focus on internal matters.
The supplying wholesale organization, being under constant pressure to 857
reduce costs, had an equally strong focus on productivity. Operating on a
margin of a few percent of revenues did not allow for extravagant service to the
retailers. A request from a retailer to have tailored shipments encompassing
unique mixtures of products and lower than normal delivery quantities was not
received well by the wholesale organization. One reason the request did not
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lead to a meaningful discussion was the lack of (comparable) performance


figures. Each party, for example, measured productivity in their own way.
Because the retailer's request was not accompanied by an estimate of expected
savings, no trade-off calculation could be made.
At the procurement side of the supply chain, the purchasing organization
was focusing on keeping the purchase price low as it was driving costs
throughout the supply chain. Aside from measuring purchase price
development, suppliers' delivery performance was also closely monitored. Due
to a complex order system, delivery plans were not very well coordinated with
real customer demands, which forced suppliers to deliver goods according to
plan whether IKEA needed the products or not. Behind this strange behavior
was a measure of supplier delivery performance linked to a bonus system in the
purchasing organization. Thus, individual interests negatively influenced
supply chain performance. This counterproductive connection was later
identified and removed.
Although the main part of the IKEA supply chain was controlled by IKEA
itself, firms within the supply chain adopted a self-centered behavior, which
was reinforced by the way performance was monitored. The retail outlet
manager being ``squeezed'', the wholesaler having his hands tied by a small
operating margin and the purchasing organization driven by purchase price, all
to some degree point at event explanations to their situation. In order to break
up this state of affairs in the IKEA supply chain, it is necessary to widen the
scope of their perspectives. Otherwise, the retailer will continue to look for
solutions to his problems within his own organization, the wholesaler will
remain focused on internal operational efficiency without considering the effect
on the retailer, and suppliers will continue fighting unsuccessfully for ideas
which make sense and which might improve supply chain efficiency.

Behavioral patterns
Understanding what happens in a supply chain and why it happens can be
difficult for firms with limited information about what is going on in other
parts of the supply chain. One way of reducing this problem without changing
the underlying causes is to exchange more and other kinds of information.
IJPDLM With sufficient and carefully selected information provided by measurement
30,10 systems, it becomes possible for firms to understand better what is going on
and what is about to happen. As mentioned in the framework, firms cannot
prevent it from happening, but can plan and act to reduce its negative effects.
Consequently, within supply chain management literature, information
exchange is viewed as an absolutely necessary and indisputable component in
858 any successful supply chain, having a tremendous impact on firms' operations.

Coordination through information exchange


Information sharing is without question important, but depending on what
information is shared, when and how it is shared and with whom, information
seems to have different functions in the supply chain. The literature reports
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that firms usually start sharing sales information such as point-of-sales (POS)
information in order to coordinate activities. The case study at IKEA showed
that information used for coordination purposes was generally captured in one
part or firm of the supply chain ± most often downstream ± and distributed to
the other parts of the supply chain (see Figure 2). Such information can, when
provided in a timely fashion, make it possible for one process to respond to the
needs and limitations of another process, which is an important part of the
integration process (Alter, 1996).
POS data were shared among IKEA organizations in the case study, whereas
suppliers received POS data only occasionally and often too late to be useful. For
the majority of suppliers, sales information came indirectly in the form of orders,
which more often than not were distorted from the journey through IKEA's
order system. Unmotivated fluctuations in order quantities, which showed no
similarity with the fluctuations in real consumer demands, forced suppliers to
alternate between high and low capacity utilization of plants. Consequently,
suppliers were obstructed from running their operations as efficiently as they
knew was possible, partly due to the way information was shared.

Recognition of relationships
Relationships between phenomena, e.g. between goods availability in retail
outlets and delivery lead-time, are seldom explicitly described or explained.
Instead, those measures are presented in the same performance report with no
explanation as to how they are related. The ``logic'' connecting them, which is
not openly or widely communicated, is ``owned'' by a few people within the

Figure 2.
Measurements
supporting coordination
organization who have the necessary training, knowledge and understanding Perspective on
of the organization. The rest of the users of the information are thrown upon supply chain
their own resources to interpret it and turn it into actions. measurements
The one organization in the IKEA case study possessing the overall
responsibility of the supply chain developed a performance model called ``the
product management model''. This model consisted of measures within five
different areas: 859
(1) product range;
(2) cost;
(3) quality;
(4) availability; and
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(5) service.
The areas of measurement were identified as important to the consumers
during the buying process, which in turn represented the logic connecting the
five areas. Consumers were assumed to fancy a wide and attractive product
range, assess whether the products offered value for money or not, and whether
the product was available in stock to take home. Although the measures were
logically related, no explicit descriptions of how they were connected were
provided, i.e. no cause-and-effect relationships were explicitly or widely
described or communicated. This meant that each manager had to develop
his/her own idea of what created business success.
The product management model illustrates an organization's ambition to
make explicit the priorities of the supply chain. Still, the model was only
moderately well received and used by managers, who instead turned to
self-developed tools and reports. An inherent weakness of the model was that it
did not manage ± or was never intended ± to make explicit the relationships
between the different dimensions of performance.
One important thing to notice is that the scope of measurement activities
encompassed several organizations, and IKEA no longer viewed the
phenomena as isolated, but as interrelated. Although no relationships were
made explicit, the different dimensions of performance were considered part of
a greater whole, which is fundamental in systems thinking. For instance,
inventory levels in different parts of the supply chain were monitored and
reported, which made it possible to reduce the total amount of inventory in the
supply chain. Instead of clear definitions of the relationship between, e.g.
customer service measures and measures of inventory levels and the like, IKEA
relied on safety stock calculations, rules of thumb and experience.
The view of measurement activities presented earlier (see Figure 1) has
developed into a new measurement structure illustrated in Figure 3.

Structure determines behavior


Firms that have moved beyond event explanations and descriptions of
behavioral patterns have expressed an ambition to do better, to get ahead of the
IJPDLM problems. They have experienced a need to describe how the different activities
30,10 in the firm ± or across firms ± are related. What they intuitively know about
their business may have been discussed before, but not explicitly described.
They know that they want to use the information derived from the
measurement system to induce behavior that is supportive of a strategy
(Adams et al., 1995). Furthermore, they have realized that they still lack a
860 crucial and often ignored step in developing a useful measurement system: the
definition of a business performance model that contains the often-implicit
relationships between management actions and results (Eccles and Pyburn,
1992).

A new understanding of relationships


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Some interesting things have happened recently in measurement system


design. First, firms have started using their strategy as a base, as strategy
determines the scope and focus of the measurement system (Adams et al.,
1995). Second, firms are balancing different dimensions of performance, e.g.
service quality, innovation skills and costs to reduce the negative impact and
reactive behavior induced by financially oriented metrics. Third, instead of
looking only at the result, firms define causal relationships between the result
and the engines of the result.
The complex network of interrelated activities in supply chains makes it
difficult for managers to describe and understand how those activities are
related and how they influence each other. This is not unusual, because many
situations in management and economics can be described as high-order
non-linear systems, and intuitive solutions to such complex problems are
extremely difficult to find (Forrester, 1991). For example, how does the work
scheme and compensation program in an order-picking group in a warehouse
influence the firm's customers' ability to serve their customers? These kinds of
questions do arise in a supply chain context, but common tools and techniques
provide little help in answering such questions.
It is difficult not only to adequately depict these kinds of relationships
because so many factors influence the result, but also to communicate them to
others (Senge, 1992; Forrester, 1991). When measuring performance in this
context, it is much too easy to escape the problem by focusing on single units'
performances instead of relating the measurements to overriding objectives.
Single, fragmented measures provide little information because the context is
missing. For example, is a 10 percent increase in productivity in unit A good or
bad? Well, it depends, for example, on whether the overall performance in
terms of service quality and costs has improved. At best, such information is

Figure 3.
The new way of looking
at supply chain
measurements
useless, but improperly designed performance measurement systems may even Perspective on
be quite harmful and obstruct decision makers' learning processes (McNann supply chain
and Nanni, 1994). measurements
Performance models
A perhaps well-known model showing important relationships is the balanced
scorecard, created by Kaplan and Norton (1992) in the early 1990s. Besides 861
introducing a concept of balancing four different dimensions of performance,
they use cause-and-effect relationships to describe how the four dimensions of
performance are connected. The model is claimed to be not merely a
measurement tool, but moreover a management system to clarify and translate
strategy and vision into strategic objectives. This is important, as managers
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tend to develop their own understanding of what the strategy means to


themselves individually. It is also a tool to communicate and link strategic
objectives and measures in the organization. The process of planning, setting
targets and aligning strategic initiatives is facilitated by the balanced
scorecard, which ultimately aims at enhancing strategic feedback and learning.
An illustration of how the four different dimensions of performance can be
linked by cause-and-effect relationships is offered in Figure 4.
This model has become quite popular, possibly because it provides a long-
awaited tool to relate different dimensions of performance. Critics (for example,
Neely et al., 1997) claim, however, that the model fails to answer one of the most
important questions of all: what are the competitors doing?

Figure 4.
Linear cause-and-effect
relationships
IJPDLM Whereas Kaplan and Norton use a linear cause-and-effect relationship in their
30,10 model, Senge (1992) uses a different technique in which he turns the linear
cause-and-effect relationships into circular loops (see Figure 5). The technique
of closing the loop plays an important role as it challenges people's desire to
oversimplify relationships. The idea of closed loops may not be that
controversial after all, although people often stick to linear cause-and-effect
862 relationships. People are likely to accept the idea that improved financial
results offer an opportunity to reinvest the money in the business, and, for
example, improve internal processes, reward employees and stimulate
innovative ideas. Thus, there is a link from what seemed like an end, to what
can be viewed as engines of success.
Both models serve the same purpose, i.e. to uncover the ``mechanisms'' of the
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business. The models make it possible to connect different phenomena and


thus describe ± albeit in vague terms ± how they interact. Of course, the
number of links can be high, and the need for simplification obvious.
Nevertheless, the models provide a means of communicating the ideas about
such things as how sales can be increased or how overall productivity can
improve by adopting non-obvious solutions. For example, according to
Figure 5, improving profitability might be easier if resources are spent on
removing the obstacles to increased profitability, i.e. the increased distribution
costs, instead of allocating resources to increased marketing efforts.
Worth mentioning is an initiative taken to improve supply chain
performance through a measurement called the SCOR model. The model is
developed by the Supply-Chain Council (SCC), an independent, not-for-profit,
global corporation, and based on a process view of the supply chain using four
distinct management processes:
(1) plan;
(2) source;
(3) make; and
(4) deliver (see Figure 6).
The process reference model integrates the well-known concepts of business
process re-engineering, benchmarking, and process measurements into a

Figure 5.
Circular cause-and-effect
relationships
Perspective on
supply chain
measurements

863
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Figure 6.
The SCOR model
described at different
levels of detail

cross-functional framework. Each of the four processes at the top level is


successively divided into sub-processes, first at a configuration level, then at a
process element level. Finally, at the fourth level and beyond the scope of the
SCOR model, activities are defined by companies individually. Measures are
defined for all processes at the three top levels, and firms provide information
about how they perform while receiving a benchmark in return against which
they can compare their own performance. This model provides not only an
opportunity to see how the firm is doing, but also a common frame of reference
and a common language across the supply chain.

Measurements across organizations at IKEA


The above mentioned performance models aimed at reflecting the structure of
the underlying system. In the IKEA case, one such model had been used for
years, even before the ideas about supply chain wide measurement systems
emerged in business literature. The system in question was a cost calculation
system covering parts of the supply chain, which enabled managers to estimate
the (average) cost of distribution from purchase of finished goods until delivery
to stores. Although the model was by no means perfect (more of that in a
moment) it provided a tool for analyzing the cost structure at a high level of
detail across several firms in the supply chain.
Whereas the sharing of POS information from the retail outlet enabled firms
upstream in the supply chain to respond better and faster to changes in
customer demands, it provided merely an opportunity for coordinating existing
processes. In contrast, cost information as provided by the above mentioned
cost calculation system made it possible to compare one part of the supply
chain with another, as information was collected from each of the
organizations. Other examples of such information are inventory levels and
lead time (see Figure 7).
IJPDLM Capturing and exchanging cost information is a sensitive and debated issue,
30,10 where many firms want to reveal their partners' cost structure, but not give
away their own. IKEA was no exception to that rule. In the case study, costs
were captured only in the mid-part of the supply chain, leaving suppliers and
retail stores out. Because no detailed cost information was provided from the
retail stores (only figures of gross margin and generic information about cost
864 structures), the effect of direct deliveries from suppliers to stores was difficult
to assess. A number of other problems or shortcomings were related to
measuring costs the way IKEA did. One obstacle to comparability of figures
was that costs were mixed with mark-ups at each organization in the model.
Another problem was that figures in the system were calculated as average
figures, which made it impossible to distinguish one product from another.
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Measuring and comparing, e.g. costs, for the purpose of removing


inefficiencies from the supply chain is often difficult, partly because it requires
significant alignment of data structures, which to some degree is dictated by
government rules and regulations. Many firms are not likely to have the
systems or capabilities in place to make this alignment without great efforts.
An even greater obstacle is the lack of trust and firms' willingness to share
proprietary information. It seems true though that exchanging this kind of
information among partners does facilitate analyses and discussions that may
lead to structural changes influencing the firms' competitive positions.
Returning for a moment to the other measures that crossed the IKEA supply
chain, measuring inventory levels was uncontroversial and a rather technical
matter. The firms in the case measured inventory in retail outlets and
distribution centers, but did not include suppliers' stock. In general, this
information was primarily used for capacity planning purposes and, of course,
to avoid gross overstocks. Measuring lead times, however, was a bit more
difficult. The most prominent difficulty with sharing lead-time information was
that data could not be captured at all points where they made sense (e.g. when
goods arrived at retail stores), and those data were captured in the wrong
format (the highest level of detail was ``day'' instead of ``hour''). The result was
that variances in lead time to stores could not be analyzed or fed back to
transporters to improve performance, for example.
Collaborating on performance measurements means, among other things,
that the firms are getting closer to each other. It also means that the borders
become less distinct. Getting access to information beyond a single firm makes

Figure 7.
Measures used in
collaborative
measurement activities
it possible for firms to fight event explanations, and act in accordance with Perspective on
wider objectives, e.g. that of a supply chain. In essence, sharing information as supply chain
illustrated above is supportive of the integration process. measurements
A new view of measurement systems
The literature often deals with measurement system design focused on either
what metrics to deploy in certain situations and their inherent characteristics, 865
or on the process of developing a proper measurement system. In contrast, the
discussion throughout this article has been from a systems perspective, trying
to show that measurement activities throughout supply chains often are not
designed with a systemic perspective in mind. Whereas measurement activities
at the lowest stages of systems thinking have been depicted as fragmented, it is
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suggested that some kind of model building take place at the higher stages of
systems thinking. This model building, however, is not often reflected in
literature, but has been suggested by Eccles and Pyburn (1992). A structural
view of a measurement system in line with the argumentation throughout this
article is therefore depicted in Figure 8. Each of the three components in
Figure 8 has been touched upon throughout this article: the metrics, the need to
align measurement methods across organizations, and the development of a
performance model. Above all, these three components have been viewed as
parts of the same system.
One consequence of the notion that a supply chain must be viewed as one
entity is that the measurement system should span the entire supply chain.
Thus, each of the components in the measurement system outlined in Figure 8
must be considered throughout the entire supply chain (see Figure 9). This
offers an opportunity to position future research initiatives.
Some research has without question been conducted in this area, for instance
by Brewer and Speh (2000), who have explored the issue of what to measure
in supply chains. Their framework is one based on the ideas developed by

Figure 8.
A structural view of a
measurement system
IJPDLM Kaplan and Norton (1992), and includes the balancing of different dimensions
30,10 of performance. The authors provide a wide range of challenging metrics to
support and improve supply chain operations and performance. Another
example is the work underlying the development of the SCOR model. However,
more research is required in order to understand what should be measured,
when and why. This is important, not least to explain why so few firms
866 actually have adopted boundary-spanning metrics.
The advancement in information technology and database techniques
makes it interesting to develop new solutions for measurement methods. Yet,
designing common methods for measurements will most likely be a difficult
nut to crack. One reason is that many firms possess a blend of old and new
computer systems, computer software and database structures that will
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obstruct them from making changes without great effort.


Finally, an area of the utmost importance to investigate further is the
development and use of performance models in managing supply chains.
Because of the increasing complexity in supply chains and the decentralization
of decision making, employees' need for proper tools for improved
understanding and learning increases by the hour. How should information be
communicated to facilitate learning? What do employees need in order to turn
information into consistent decision making and actions in supply chains, and
what role can a wisely designed performance model play? The more integrated
firms want to become, and the faster the change, the more important this
question is likely to become.

Concluding discussion
The purpose of this article was to explain common measurement problems
from a systems perspective, and to show if and how the problems are a result of
insufficient systems thinking. Among the problems described were the weak
link between strategy and actions, a heavy reliance on financial measures
causing reactive behavior, and a confusing multitude of isolated measures.
Together the problems made it difficult for firms to understand and act upon
the information provided by their measurement systems. It was also argued in
the article that measurement systems seem fragmented regarding both the
notions of performance and how measurements are conducted across the
supply chain.
The conceptual soundness of the framework for how systems thinking can
develop presented in this article is challenged by data from the case study at

Figure 9.
Areas for future
research initiatives
IKEA, which suggests that phenomena related to each of the stages can exist in Perspective on
parallel. For instance, a fairly structured model for cost calculation was used in supply chain
parts of the supply chain, while problems indicating the lowest level of systems measurements
thinking were found in different parts of the same supply chain. Consequently,
from this research one cannot conclude that if a firm shows signs of a high
degree of adoption of systems thinking in one part of the supply chain or in one
area, it automatically means that this kind of thinking has been consistently 867
adopted across all firms, or across all areas.
Given the limitations of the research underlying this article, suggestions for
future research are primarily directed at developing a better understanding of
whether and how performance models should be used in order to facilitate
understanding and learning in a supply chain context. Furthermore, the
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adoption of systems thinking and the development of more sophisticated


explanations based on system structures, suggest that measurement activities
might facilitate the integration process across supply chains. More research is
needed in this area also in order to support the development of supply chain
relationships.
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