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A growing body of literature has begun in the direction of supply chain performance measurement. However, selecting the appropriate set of key performance indicators (KPIs) for measuring supply chain performance have always remained a challenge. The purpose of this paper is to identify the KPIs and categorize them specifically for measuring retail supply chain performance.

A qualitative approach, based on literature has been adopted. Published literature from refereed journals on supply chain performance measurement has been considered and various approaches for developing KPIs have been studied to develop a theoretical framework for performance measurement in retail supply chain.

The paper identifies key indicators for performance measurement and classifies them into four major categories: transport optimization, information technology optimization, inventory optimization and resource optimization. These key indicators are arranged precisely for retail industry. A theoretical framework is proposed to link the performance of these constructs on financial performance of the firm.

Future research can be carried out to validate the relevance and applicability of identified indicators. The study can be further conducted to measure the interrelationships between the KPIs and their impact on financial performance of the firm.

This study proposes a list of indicators for retail industry, which are presented in appropriate categories so that it can be used by the focussed teams for further improvement.

To the best of authors’ knowledge, no other study has categorized the KPIs into groups, specifically for measuring retail supply chain performance. The researcher also intends to carry out further empirical study to test the proposed theoretical framework.

First, this paper aims to explore the extent of the global reporting initiative (GRI) sustainability key performance indicator (KPI) usage in sustainability reporting by businesses operating in Sri Lanka. Second, using a contingency theory approach, this research examines the factors which promote or inhibit the use of the GRI framework to adopt sustainability KPIs in a developing country context, Sri Lanka.

Content analysis and semi-structured interviews are used in this study to explore the key factors which affect the usage of the GRI framework by Sri Lankan companies in adopting sustainability KPIs and reporting on sustainability.

The findings indicate that the GRI framework is increasingly used for sustainability reporting by Sri Lankan companies because of its flexibility, consistency, legitimacy and its focus on continuous improvement. However, company managers also shed light on the extensive number of KPIs in the GRI framework making selections challenging and the consequent difficulties associated with adapting these KPIs for companies operating in a developing country context.

This study contributes to extending the broader literature on sustainability reporting in developing countries and specifically on sustainability KPIs. Second, this paper adds to the current empirical research on sustainability reporting in Sri Lanka where the literature is still sparse. Third, this study highlights the key factors that support or hinder the usage of the GRI framework in a developing country context.

Important insights for GRI, other standard-setting agencies and businesses can be drawn from the findings of this study. By capitalising further on the training and the educational courses provided by GRI, GRI can be involved in mitigating some of the pressing issues faced by the reporting companies.

This study adds to the limited research on sustainability reporting and sustainability KPIs in developing country contexts. It shows how companies in Sri Lanka are engaging with sustainability KPIs and sustainability reporting, but are also constrained by the GRI framework as its standards are not tailored to issues in developing countries.

The purpose of this paper is to synthesize the previously established list of key performance indicators (KPIs), to identify and categorize the core performance indicators that are measurable and quantifiable.

A literature-based qualitative approach is adopted for accumulating desired information on identifying and categorizing the core indicators. The list of KPIs established in an earlier paper is narrowed down considering the future research needs suggested by the literature.

The quantifiable and measurable core indicators are identified and categorized in the form of a list. The core indicators are defined and the variables required to quantify them are described by citing peer-reviewed literature.

This paper represents the first step toward establishing a relevant list of quantifiable and measurable core KPIs. Future research papers could emphasize derivation of mathematical expressions for determining the identified core KPIs and validating these KPIs using simulation of real building data.

The need to establish a concise and relevant list of quantifiable and measurable KPIs that could express more than one type of information about a facility's performance is identified in this paper. This paper presents and describes a narrowed down list of core KPIs, which could be utilized by facility management industry professionals while performing a holistic performance assessment.

This paper provides a list of core KPIs that could express more than one aspect of a facility's performance and that is measurable and quantifiable.

The need to establish key performance indicators for facilities management (FM) is well recognised. However, difficulties in establishing universally‐accepted definitions of the FM function and its management process continue to confound the identification and application of a generic set of performance parameters. This paper describes the process of developing a management‐by‐variance tool for monitoring the performance of the FM function of a major financial services company. The dual problems of the absence of a standardised set of key performance indicators (KPIs) and the lack of existing data for performance evaluation were addressed using a Delphi group. The principle of management‐by‐variance is based on the monitoring and analysis of performance trends, which is done by monitoring changes in performance using a bespoke (rather than generalised) set of performance indicators. This paper describes the process of creating the pilot version of a management‐by‐variance tool in sufficient detail to allow the process to be replicated to create other sets of bespoke KPIs. The process and outcomes of the exercise to short‐list, rank, and weight a finalised list of 23 KPIs are discussed. The KPIs are analysed in the context of the method of their selection, prioritisation and weighting for their intended custom application.

This paper discusses the concept, definition and usage of Key Activity Indicators (KAIs) and their integration within a Performance Measurement and Management system (PMM).

The actual definition and application areas of the KAIs are determined through a systematic literature review. Successively, a thorough definition of Key Activity Indicators is provided, along with a set of criteria for their deployment. Lastly, a case involving a Large Scale Retail Trade (LSRT) company is reported to report an example for guiding KAIs adoption.

This research shows that the scientific background concerning KAIs is still not mature. Moreover, the paper defines the role of KAIs for measuring operational activities and their possible connection with Key Performance Indicators (KPIs).

Although KAIs have been introduced and discussed in the scientific literature; there is no evidence of criteria to deploy these indicators, leaving organizations without any guidance for their operational implementation.

From an academic standpoint, the study provides an overview of the usage of KAIs within the present scientific contributions, showing the advancements of this research field. From an industrial standpoint, the research proposes a set of criteria for the organizational deployment of KAIs.

The study investigates the concept of KAIs that, besides being originally conceived within World Class Manufacturing (WCM), has not received much attention in the scientific literature.

The purpose of this paper is to identify key variables that affect the quantifiable key performance indicators (KPIs) and to derive equations to measure these indicators. Qualitative KPIs are also discussed in terms of the aspects that need to be covered while carrying out qualitative performance assessment.

A combination of literature and an industry opinion-based qualitative approach is applied to develop equations to calculate the quantifiable KPIs. A facility asset management consulting firm is included in the process of deriving the equations. Key aspects of a facility's qualitative performance assessment are categorized and discussed by performing a literature review.

Mathematical expressions for core performance indicators are presented and discussed along with key variables. In addition, the information needed to quantify these core indicators is also discussed.

This paper represents the second step towards establishment of a relevant list of quantifiable and measurable core KPIs, which were identified and categorized in Part I of this paper. In Part II, the authors derive equations to quantify the core KPIs. Future research is needed to use relevant information from industry for validating these equations.

A need for a concise and relevant list of KPIs was identified in Part I of this paper. Part II provides an approach to quantify the core KPIs based on information that is available in the industry. This research will help facility management professionals in not only selecting the indicators of choice, but also quantifying them based on available information yielding enhanced facility management decisions with measurable facility performance outcomes.

This paper provides equations and variables to measure a facility's physical, functional and financial performance using both quantitative and qualitative performance assessments.

This study aims to audit the key performance indicators (KPIs) in Ghanaian university libraries. It aimed at finding out the KPIs used by Ghanaian university libraries and how effective they have been in correcting lapses in staff performance.

Employing a quantitative research approach, the views of 218 librarians were elicited from nine universities in Ghana. Due to the manageable size of staff population in the libraries, the census sampling technique was adopted.

Results indicated even though staff members were unaware of KPIs in their libraries, most of the respondents understood the concept and perceived is to be measuring the success and tracking performance in libraries. It was also revealed that most of the libraries did not have clear and measurable KPIs. Close to 80% of the libraries under study did not have clearly stated KPIs of which members of staff were aware. The study revealed that KPIs may differ from one library to the other, depending on the mission and vision statement of the library. For increased staff performance in Ghanaian university libraries the study recommends management to develop clear and measurable outcome-based metrics that will lead to high performance. This will not only address the needs of clients but also improve the libraries' efficiency in terms of information provision. Management should also have clear and measurable KPIs and make them available to library staff.

For increased staff performance in Ghanaian university libraries the study recommends management to develop clear and measurable outcome-based metrics that will lead to high performance. This will not only address the needs of clients but also improve the libraries' efficiency in terms of information provision. Management should also have clear and measurable KPIs and make them available to library staff.

The study provides information on KPIs in Ghanaian university libraries and how to effectively deal with the challenges associated with its usage.

Key performance indicators (KPIs) help to monitor performance, thereby revealing the gap between planned and executed results relative to organizational objectives. The purpose of this paper is to develop KPIs for performance measurement of facilities management (FM) services in public hospitals.

Following a comprehensive literature review of KPIs in FM, a set of KPIs were first selected. This was then subjected to content validation by experts. Thereafter a questionnaire survey was conducted to identify participants perception on the level of importance of the proposed KPIs. The main analytical tool used was SPSS factor analysis/principal component extraction.

Adapting an expanded balanced scorecard typology, the paper identifies 17 KPIs, which are useful for performance improvement of FM. The study also introduces new financial dimensions beyond the traditional cost and profit-centered metrics.

The study was limited to three FM services. Although the results of the Kruskal–Wallis test shows no significant difference in the level of importance on more than 80% of the indicators, larger sample is required in future studies to examine indicator preference for the respective services. An empirical study to test the proposed indicators to measure FM performance could also be a next step.

The paper presents the first step to develop performance indicators, which are of relevance to FM performance measurement and could be utilized to improve performance. The indicators are largely generic and can easily be adapted by other FM service sectors for performance measurement.

Building energy efficiency retrofit (BEER) not only provides excellent opportunities to reduce overall energy consumption of buildings in a city but also encourages environmental protection, the rational use of resources, and occupants' healthcare, which all contribute towards the sustainability of existing buildings. However, there is a lack of effective performance indicators to measure the sustainability of BEER projects. The aim of this paper is to formulate a list of key performance indicators (KPI) for the sustainability assessment of BEER in hotel buildings.

First, a literature review and in‐depth interviews with industry experts and academic researchers were conducted, which filtered the performance indicators for assessing sustainability. Second, a questionnaire survey was conducted to collect data from various groups of experts to analyze the significance of the selected performance indicators. Finally, a model based on fuzzy set theory was designed to identify the key performance indicators (KPIs) for the sustainability of BEER.

Eight KPIs were identified based on fuzzy set theory in this study. They are: quality performance, hotel energy management, cost performance, project profitability, energy consumption and resources saving, health and safety, stakeholder satisfaction, and innovation and improvement.

The KPIs of sustainability of BEER identified for hotel buildings in China in this study can be useful reference for other similar research. However, with the different requirements for building types and building ownerships, the KPIs of sustainability of BEER for different buildings may be variable. The findings in this study may not be directly relevant to other types of building.

Key performance indicators for the sustainability assessment of BEER in hotel buildings in China are identified and analyzed in this study. The KPIs can help decision‐makers to identify an optimal solution between alternatives, which presents the maximum sustainability performance.

The study assessed the stakeholders prioritization of key performance indicators (KPIs) on public and private tertiary educational projects in Osun State, Nigeria intending to enhance their performance.

The study used a total enumeration survey to purposively select built environment professionals working in the Physical Planning and Development Unit (PPDU) and procurement units of 17 tertiary educational institutions (7public and 10 private) in Osun State Nigeria for data collection. A quantitative research approach was adopted for the study using a questionnaire. A total of 102 questionnaires were retrieved from the respondents and used for analysis. Analysis of data was done using frequency, percentile, mean score (MS), Cronbach's Alpha coefficient, t-test, and Analysis of variance (ANOVA).

The study found that in the overall opinion of the respondents the most prioritized KPIs for tertiary educational projects are for the project to meet specifications (MS = 4.17), the project must be on time (MS = 4.01), and efficient use of resources (MS = 3.96). The important KPIs for the public tertiary educational projects is that the project should meet specifications (MS = 4.08), deliver the projects on time (MS = 3.96), and be under cost (MS = 3.84). While, the most prioritized KPIs for private tertiary educational projects are for the project to meet specifications (MS = 4.25), efficient use of resources (MS = 4.14), on time, and doing the right thing (effectiveness) (MS = 4.06) each. More findings indicated that there is no significant difference in the manner built environment professionals prioritized KPIs. However, there is only a 7% significant difference in the manner professionals working in the public and private tertiary educational institutions in Nigeria ranked KPIs.

There is a significant difference in the ways and manner built environment professionals working with the public and private tertiary educational institutions in Nigeria view resource utilization on their projects. As such, working environment either as public or private has a significant impact on resource utilization for tertiary educational construction projects.

The study compared opinions of professionals working with public and private tertiary educational institutions on KPIs to enhance project performance.