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The key performance indicators (KPIs) are frequently used in organizations, and they help to transmit the strategy at all levels of the organization. However, the implementation of these indicators in small- and medium-sized companies remains a challenge. Many studies reveal two challenges faced by these firms, the lack of knowledge about the KPIs and the lack of alignment of these with the business strategy. For this reason, this chapter investigated the current level of knowledge about KPIs in managers of small and medium enterprises in the wood and timber sector in Peru.

The level of knowledge was measured using the framework of Bloom's Taxonomy in 21 firms. The use and importance that managers assign to performance indicators were evaluated, in order to identify gaps that exist between the strategy and its use.

The results of a survey study show a high degree of variability in the knowledge of KPI-related concepts as well as an average low level of usage. The importance attributed to KPIs was seen as a necessary but not sufficient condition for attaining higher levels of KPI usage.

Purpose – The notion of output (Bouckaert, 2005; OECD, 2007) is more and more widespread in the performance measurement systems in the public sector. More generally, several reforms are promoting the implementation of key indicators such as management by objectives and quality management.

Our study introduces a first reflection about a performance measurement model of output based on the Theory of Constraints (TOC) in one public administration. The particularity of our model is the combination of theoretical design and practical implementation. Thus, an adjustment stage has been achieved in order to reach a realistic and sturdy model. It is also an opportunity to test the TOC indicators system, which is becoming prevalent in research activities (Davies & Mabin, 2009).

Methodology/approach – First of all, we present a literature review, which associates the concept of output, the TOC, and the notion of performance in a public administration. After that, we explain the design stage to define the key performance indicators.

During a two-month test phase, this measurement system was implemented in one public administration in Luxembourg; data were collected to draw up a dashboard. Subsequently, the model was adjusted in order to fit with the practice and observed cases.

Findings – We consider the limits of this measurement system, especially on certain aspects like the compliance with law. Furthermore, we show the major contribution of our model based on the TOC, which is to move from one local optimum to a global optimum.

Originality/value of paper – Thus, this publication highlights a model of performance measurement in a public administration, and the results of its implementation. It emphasizes the practical value of these indicators, the decision-making efficiency, and the appropriate level of use. The measurement model based on the TOC had a high interest for operational as well as for the managerial staff.

The world is experiencing technological disruptions due to the dynamic business environment, technological advancements, customer preferences, increasing competitive pressure, globalization of supply chains, and environmental disruptions. Industry 4.0 technologies are paving the way for increased production efficiency and worker safety while optimizing resource utilization and improving sustainability. Industry 4.0 technologies find their applications in almost all sectors, but few studies explore industry 4.0 technologies in agriculture. The agri-food sector has experienced an upward trend in digitalization projects. The digital agri-food supply chains will help in the autonomous decision-making process, leading to enhanced visibility in the agri-food supply chains through real-time traceability solutions, thereby leading to improved food quality. It is anticipated that industry 4.0 technologies in the agri-food supply chains will impact climate change disruptions and improve the unequal distribution of resources in the agricultural sector. The present study highlights various industry 4.0 technologies and their applications in the agri-food supply chains. Based on the findings from a literature review, the study establishes 10 key performance indicators that will benefit decision-making in a digital, data-centered environment.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

This research aimed to verify how the performance measurement system (PMS) and the quality management system (QMS) work in small and medium Brazilian enterprises in the light of the typology proposed by Garengo (2009).

Using a qualitative approach PMS’s and QMS’s managers were interviewed. The data from the first interview were analyzed using the technique of content analysis and have been subsequently triangulated with other data collected. The study was conducted by means of two questionnaires, two semi-structured interviews, and the analysis of the performance measures used by five small/medium manufactures based in the State of São Paulo.

It was found that in four out of five companies, PMS does not function singly, but along with QMS, mainly with respect to performance indicators. In spite of that intrinsic operation, the systems are in different stages of evolution. It was also found that in three out of five companies, quality management area is responsible for coordinating the process of PMS use, without effective participation from the controlling and/or accounting areas in this process.

The typology of Garengo (2009), used to check the stage of the PMS, was validated and can be used by practitioners to diagnose and improve the PMS in their enterprises; companies with QMS certified by ISO, particularly with higher degree of quality management maturity, can be encouraged to implement or improve the PMS in their organizations.