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A review of benchmarking literature revealed that there are different types of benchmarking and a plethora of benchmarking process models. In some cases, a model has been uniquely developed for performing a particular type of benchmarking. This poses the following problems: it can create confusion among the users as to whether they should use only the unique benchmarking model that has been developed for particular type or they can use any model for any type of benchmarking; a user may find it difficult when it becomes necessary to choose a best model from the available models, as each model varies in terms of the number of phases involved, number of steps involved, application, etc. Hence, this paper aims to question the fundamental classification scheme of benchmarking and thereby the unique benchmarking models that are developed for each type of benchmarking. Further it aims to propose a universal benchmarking model, which can be applied for all types of benchmarking.

The fundamental benchmarking model developed by Camp has been used to benchmark the existing models, irrespective of the type of benchmarking, to identify the best practices in benchmarking.

Benchmarking the benchmarking models revealed about 71 steps in which around 13 steps have been addressed by many researchers. The remaining unique steps were considered to be the best practices in benchmarking.

The proposed model is highly conceptual and it requires validation by implementing the same in an organization to understand its effectiveness.

Though some of the methodologies used in this paper are already available in the literature, their context of application in the field of benchmarking is new. For example, utilizing the benchmarking process itself to improve the existing benchmarking process is an original concept.

This paper presents an approach by which potential benchmarking partners in the service sector can be matched together more efficiently. The purpose of this paper is to decide which organisations are appropriate partners based on their distinctive characteristics and problems with service management.

In the research presented in this paper, cluster analysis and other statistical analyses were applied to data from a survey of managers in service organisations with the aim of identifying groups of services related to each other in their distinctive characteristics and the problems they face.

The research found that it is possible to identify hidden “relationships” that allow superficially different services to be grouped together. The identified relationships are based on similarities in the problems which the companies face and their distinctive characteristics. Operating in a different area of activity increases the chance that a service provider will be willing to enter into a partnership and greater potential innovation value from best practice. Cluster analysis was used to identify three groups of services in the research sample which could be benchmarking partners for each other.

The research studied only a selective group of nine services in different areas of activity. A statistical survey of 388 organisations in one country verified the methodology in terms of statistical significance and the potential for successful identification and adoption of best practice within a group of related services created using the proposed procedure has also been confirmed. The real value of the approach can only be determined by its repeated use to establish benchmarking partnerships and the success of such partnerships, which can be defined as the adoption of innovative best practice.

The approach described in this paper could make it easier to develop non-competitive benchmarking in the service sector and increase the probability of success in identifying and transferring best practices between organisations in benchmarking partnerships established using it.

One of the first steps in collaborative benchmarking is to establish a partnership with a similar non-competing organisation. The procedure for this step is still not adequately defined. This paper contributes to the theoretical foundations and practical applications of research by setting out an original method for identifying suitable partners in non-competing sectors of the service industries. This will improve the prospects for successful partnership and greater innovativeness in best practice.

The use of benchmarking is regarded by many as a panacea to modern day business problems. Irrespective of what business you are in, or the financial state of your business; proponents of the procedure insist benchmarking, if correctly applied, ensures organizations are able to gain the competitive edge necessary in today’s business world. But how can this technique be usefully exploited in the facilities management arena? The theory suggests that a structured approach to the benchmarking of facilities management will give organizations the competitive edge necessary to survive in the worldwide market. But what happens in practice? Is benchmarking used by major companies, and if so, is it used by facilities managers responsible for the company’s office buildings? If it is, is it successful and, more importantly, is it being correctly employed? This paper forms part of a two‐part report which seeks to answer these questions, taking account of the broad range of company sizes and activities who use office space, looking specifically at the UK situation.

Aims to formalize the benchmarking process by proposing methods and tools for the steps of the process. Focuses on the first two phases of the benchmarking process: measurement and self analysis (phase 1), and determination of subject and partners of a benchmarking study (phase 2). For this purpose, related to the first phase, a method of diagnosis is employed. In the second phase, three different data analysis methods (lexical analysis, principal components analysis and common factor analysis) are utilized. These two phases serve the purpose of an internal benchmarking (comparison between different domains of activities in the enterprise) and of an external benchmarking study (comparison between different enterprises). Three enterprises are selected for the benchmarking application. Related data are collected and analyzed, and results are reported.

Benchmarking is an important tool to emulate existing best practices in the industry at large and for achieving continuous improvements in business operations. Numerous examples of successful benchmarking are available in the professional literature and corporations have successfully used it to attain world class manufacturing/service stature. This paper, in particular, studies the differences and the similarities in the various prevalent benchmarking approaches followed by some successful corporations. An important objective of this study is to identify factors which enhance the effectiveness of benchmarking.

The purpose of this paper is to address the knowledge gap on the use of benchmarking techniques as utilized by facilities management (FM) professionals for the purpose of identifying means to improve industry benchmarking practices and guide the direction of future FM benchmarking research.

Data were collected through surveying 585 FM practitioners representing various countries, organization sizes, types, industries. The data were summarized and analyzed through creating frequency tables, charts, and cross-tabulations. The survey results were compared to a previously published study on benchmarking use to identify the similarities and differences between benchmarking for FM functions vs core business functions.

The findings indicate that while FM-oriented benchmarking has been adopted at similar levels as other industries, FM-oriented benchmarking tends to be simplistic, lacks a strategic position in the company, often relies upon self-report survey data, is often performed by an individual with no formal benchmarking team and does not utilize process benchmarking or benchmarking networks. These findings emphasize the need for benchmarking education, advocacy for FM as a strategic business partner, the development of verified data sources and networks specifically for the unique greater facilities management field functions.

These findings provide needed data on the state of FM practitioner use of benchmarking specifically for FM functions in North America. The results can be used as an assessment for the industry, to improve practitioner use and knowledge, and to identify further avenues for academic study.

The value of this study lies in filling in identified knowledge gaps on how FM practitioners are using benchmarking in practice. These data are absent from the research literature and offer the potential to help bridge the academic-practitioner divide to ensure that future research will focus on addressing practitioner needs for the industry.

The purpose of this paper is to examine best practices that contribute to the effectiveness of benchmarking in Indonesian manufacturing industries.

A total of 250 questionnaires are distributed to representatives of the Badan Pengelola Industri Strategis (BPIS) registered companies, specifically to the quality managers or production managers that are involved in the benchmarking process in companies.

In total, 155 responded to the questionnaire; that gives a response rate of 51.67 percent. Analysis of the data has shown that some benchmarking practices, e.g. the manufacturing process, and organizational and environmental factors do significantly influence the effectiveness of benchmarking.

Further study needs to be undertaken to identify other best practices of benchmarking. A further limitation of the study is that the survey items are based on the literature review.

A government body such as a benchmarking department (BPIS) can therefore focus on these factors for further development of benchmarking. BPIS Indonesia can organize more training and seminars for smaller manufacturing companies. From an organizational point of view, attention should be given to improving compatibility, employee innovativeness, and government intervention so that the best practices of benchmarking can be used proactively as a strategic tool.

From the findings of this paper, in order for the benchmarking process to be successful, an organization needs these general requirements: top management commitment and support: a solid understanding of the manufacturing operations and requirements for improvement: willingness to share information with benchmarking partners; and dedication to ongoing benchmarking efforts.

The purpose of this paper is to explore current levels of lead benchmarking implementation and lead performance indicators among Malaysian organizations. Comparing small and medium enterprises (SMEs) with large companies, it identifies what benefits and difficulties are present during benchmarking implementation.

Descriptive analyses, one-way ANOVAs between and within groups, and parametric and non-parametric tests are used to compare responses obtained from small, medium and large Malaysian manufacturing organizations.

Findings suggest that larger organizations have a more progressive approach to lead benchmarking. Strategy and employee development are dominant lead performance indicators of continuous improvement. Large companies experience fewer challenges when implementing benchmarking projects. Perceptions of key benchmarking implementation barriers shift from mere lack of resources toward lack of knowledge and training, information sharing, commitment and trust.

The sample is specific in nature (Malaysian manufacturing organizations); results should be interpreted accordingly.

Little is known about lead benchmarking practices in Malaysia, particularly within the contexts of SMEs. The outcomes of this study provide a basis for further improvement and valuable knowledge for top management of manufacturing organizations to refine strategies and advance quality management approaches.

The purpose of this paper is to describe and propose a new way to do benchmarking. It describes an explanatory case study whereby data are collected through an internet benchmarking system with multi-criteria performance.

The research methodology was to conduct a literature review on international journals about evolution, typology and trends of benchmarking. Through a third year case study of Internet Benchmarking and Monitoring System of Productive Arrangements System the authors describe and propose a flexible benchmarking model.

The paper provides empirical insights about a new model of flexible benchmarking taking into account different demands, whereby partners’ data are collected and processed according to their needs.

For monitoring and trending analysis more data and time is needed. These three-year applications show that it takes a long time to build a database that can be meaningful for benchmarking and monitoring purposes management. It also requires management maturity, performance system and finally procedures to invite companies to collect and input online data.

The paper describes a flexible benchmarking, detailing its features in the form of a case study. The gap analysis shows the individual and collective gaps and requirements. Examples of practical use and reports generated “online” are presented.

The paper presents a new potential for the use of benchmarking tools. It is expected to contribute to the academic area, describing ways to achieve greater potential in the use of benchmarking tools, proposing a new way to do benchmarking.

The purpose of this paper is to examine the current perceptions of company employees regarding the use and understanding of the terms “benchmark” as in performance measurement and “benchmarking” as in measurement followed by identification of best practices for improvement.

A brief review of the literature from various industries is summarized on this issue, and then related to the research question. A qualitative research study is used to examine the perceptions of 42 participants who were primarily full‐time employees at companies in the New York metropolitan area pursuing a part‐time graduate business degree.

The hypothesis is supported by the literature and the research findings that there is indeed a misunderstanding between the commonly used terms relating to performance measurement benchmarks and true benchmarking where identification of process leaders is only the first step in a complete process that then identifies best practices to be adapted.

Limitations of the study are identified such as the size and characteristics of the study population, and suggestions are made for future research endeavors to verify the findings.

This paper reveals that a more precise terminological use of true benchmarking practices should be promoted and used by management leaders, educators and writers.

This is a valuable empirical research study that examines the important issue of misunderstandings and misstatements of mere performance benchmarks for comparative analysis and real benchmarking practices that identify best practices for adapting via continuous improvement.