To read this content please select one of the options below:

Supply chain collaboration performance metrics: a conceptual framework

Usha Ramanathan (Newcastle Business School, Northumbria University, Newcastle upon Tyne, UK)
Angappa Gunasekaran (Department of Decision and Information Sciences, Charlton College of Business, University of Massachusetts, North Dartmouth, Massachusetts, USA)
Nachiappan Subramanian (Department of Mechanical Engineering, Thiagarajar College of Engineering, Madurai, India)

Benchmarking: An International Journal

ISSN: 1463-5771

Article publication date: 25 October 2011




Successful implementation of supply chain collaboration (SCC) by Wal‐Mart has encouraged many manufacturing companies, such as Procter & Gamble, Hewlett‐Packard Co, and West Marine Products Inc., to initiate collaboration. Subsequently, collaboration between suppliers and retailers has become a common practice in many recent supply chains. However, measuring the benefits of collaboration is still a big challenge. Based on supply chain literature and practice, this paper aims to propose a conceptual framework and a standard set of metrics to evaluate the performance of SCC.


The authors discuss two case studies to validate the proposed model. The case study discussions are appropriate to understand the usage of different performance metrics in initial and advanced stages of collaboration.


From the case study it is recognized that the collaborating members in the supply chain are not able to visualise all possible benefits of collaboration. To surmount this issue, the paper proposes a framework to study the performance of companies involved in initial and advanced stages of collaboration.


The classification suggested in this paper on different stages of collaboration and related metrics can guide researchers and practitioners in manufacturing companies to evaluate the performance of SCC.



Ramanathan, U., Gunasekaran, A. and Subramanian, N. (2011), "Supply chain collaboration performance metrics: a conceptual framework", Benchmarking: An International Journal, Vol. 18 No. 6, pp. 856-872.



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

Related articles