Chapter 13:

Supply Chain Performance

Measurement
Logistics Profile: Micros
and More…A Final Sequel
 “If you can’t measure it, you can’t manage it.”;
Micros and More was uncertain if their recent
gains were appropriate.
 Micros and More was unsure about ‘where they
are’ and ‘where they have been’; this makes it
difficult to evaluate performance.
 Developing a set of performance metrics will
help Micros and More chart a course for the
future and evaluate their performance along
the way.
Chapter 13 Management of Business Logistics, 7th Ed. 2
Supply Chain Performance
Measurement: Introduction
 The Micros and More logistics profile
points out a very important issue for all
organizations: Each needs performance
measurements or metrics.
 Achieving efficiency and effectiveness
objectives requires a set of standards to
compare to actual performance.
 These standards are called metrics.

Chapter 13 Management of Business Logistics, 7th Ed. 3

Dimensions of
Performance Metrics
 Establishing appropriate metrics is a complex
problem.
 Measuring inappropriate performance can

lead to a company chasing the wrong goal.

 Metrics drive behavior --- what you

measure is what you get.

 Logistics cost metrics should focus on the
total supply chain,
chain not on just one link.

Chapter 13 Management of Business Logistics, 7th Ed. 4

Figure 13-1
Raising the Performance Bar

Chapter 13 Management of Business Logistics, 7th Ed. 5

Overview of Performance
Measurement1
 Figure 13-2 contains a list of performance
measures captured on a regular basis within
companies.
 Knowing what metrics to use is a very
important issue.
 Figure 13-3 provides some insight into the
characteristics of good performance
measures.

Chapter 13 Management of Business Logistics, 7th Ed. 6

Figure 13-2 Measures Captured on a Regular
Basis Within the Company

Chapter 13 Management of Business Logistics, 7th Ed. 7

Assignment
 Give at least 5 metrics that can be used in
measuring supply chain performance.
 ½ crosswise.
 Submit next meeting

Chapter 13 Management of Business Logistics, 7th Ed. 8

Figure 13-3 Characteristics of Good Measures

Chapter 13 Management of Business Logistics, 7th Ed. 9

Other Useful Performance
Guidelines2
 The metrics must be  Use a balanced
consistent with overall approach in selecting
corporate strategy. and developing metrics.
 The metrics must focus  Precise cost
on customer needs and measurement is an
expectations. important aspect for
 Prioritize your metrics. gauging improvement.
 Use technology to
enhance efficient
performance
measurement.

Chapter 13 Management of Business Logistics, 7th Ed. 10

Chapter 13 Management of Business Logistics, 7th Ed. 11
On the Line:
Measuring Performance
 The current economic slowdown has sent
many companies looking for ways to cut
costs and improve productivity without
increasing resources.
 By establishing performance metrics
throughout the supply chain, companies are
more likely to reach overall corporate goals.
 Systems such as KPIs, SCOR, and e-SCOR
are being used to develop these metrics.
Chapter 13 Management of Business Logistics, 7th Ed. 12
Chapter 13 Management of Business Logistics, 7th Ed. 13
categorizations
1. Evolution of Metrics Utilization
2. Performance Categories
3. Another Approach
4. Supply Chain matrix

Chapter 13 Management of Business Logistics, 7th Ed. 14

1. Evolution of
Metrics Utilization
 Most organizations go through several phases
in the development of meaningful metrics:
 Stage 1 – awareness of the importance of

using the appropriate metric

 Stage 2 – developing the actual metric

 Stage 3 – performance improvement

 Stage 4 – integration internally and across

the supply chain

Chapter 13 Management of Business Logistics, 7th Ed. 15

2. Performance
Categories
 There are a number of approaches that can be
used to classify performance metrics.
 The next two slides illustrate performance
metrics:
 Figure 13-4 identifies four principle process

measure categories.
 Figure 13-5 shows various customer service

metrics and how important they are to

customers.

Chapter 13 Management of Business Logistics, 7th Ed. 16

Figure 13-4
Process Measure Categories

Chapter 13 Management of Business Logistics, 7th Ed. 17

Figure 13-5 Do Customers Use These
Measures to Evaluate Your Performance?

Chapter 13 Management of Business Logistics, 7th Ed. 18

Figure 13-6
Logistics Quantification Pyramid

Chapter 13 Management of Business Logistics, 7th Ed. 19

3. Another Approach to
Metric Classification
 The next four slides demonstrate other approaches
to metric classification:
 Figures 13-7 and 13-8 illustrate for ABC Power

Tools, cost and management of inventory metrics.

 Figure 13-9 shows basic logistics service outputs

or service performance for metrics development.

 Figure 13-10 shows the results of a 1999 survey

of the percentage of companies that measure

performance of each of the five service outputs as
well as the percentage that measures value.

Chapter 13 Management of Business Logistics, 7th Ed. 20

Figure 13-7
Distribution Inventory Costs

Chapter 13 Management of Business Logistics, 7th Ed. 21

Figure 13-8
Distribution Inventory Management

Chapter 13 Management of Business Logistics, 7th Ed. 22

Figure 13-9 Logistics Outputs
That Influence Customer Service

Chapter 13 Management of Business Logistics, 7th Ed. 23

Figure 13-10
Service Measurement

Chapter 13 Management of Business Logistics, 7th Ed. 24

4. Supply Chain
Metrics
 Supply chain metrics are very different from
traditional logistics metrics in that they
measure inter-company performance rather
than just internal performance.
 These measures of performance must be
common across the firms in the supply chain
to be meaningful.

Chapter 13 Management of Business Logistics, 7th Ed. 25

The Supply Chain Operations
Reference (SCOR) Model
 This model was attempts to integrate well known concepts
of process reengineering, benchmarking, and process
measurement into a cross functional relationship by:
 Capturing the “as is” state of a process and derive the

“to be” future state (reengineering);

 Quantify the operational performance of similar

companies and establish “best of class” performance

(benchmarking); and,
 Characterize and describe the management processes

that will result in “best in class” performance (best

practice analysis).

Chapter 13 Management of Business Logistics, 7th Ed. 26

Figure 13-11
SCOR is Based on Five Distinct
Management Processes

Chapter 13 Management of Business Logistics, 7th Ed. 27

 Chapter 13:
Summary and Review Questions

Students should review their knowledge of the chapter

by checking out the Summary and Study Questions for
Chapter 13.
End of Chapter 13 Slides

Supply Chain Performance

Measurement