Search results

Traditionally businesses have measured their performance solely in financial terms. This limited approach has been challenged, with the introduction of the concept of key performance indicators (KPIs) for non‐financial results. In response to the Latham and Egan Reports, the UK construction industry has developed its own set of KPIs. However, their effective use has been limited. This paper reviews these and other construction KPIs and concludes that most of the KPIs used are post event, lagging measures that do not provide the opportunity to change. Their results are not validated and thus are open to interpretation. The result is that KPIs are being used within the industry as a marketing tool, and not as an integral part of business management. This paper distinguishes between three types of measure and suggests a framework for their effective use within an overall performance measurement system based on change action driven by results.

This study aims to address the current gap in knowledge of indirect procurement performance management. It attempts to argue the need for a specific and tailored performance management approach for the indirect procurement function that incorporates a balanced approach, beyond financial measures.

The case study approach evaluated key performance indicators from a balanced scorecard (BSC) perspective in the development of a performance measurement system (PMS) for a Middle Eastern university’s indirect procurement division. It initially reviewed the literature to assess potential indicators for this context. It used vision and mission statement analysis alongside expert interviews to augment the literature. The candidate indicators were then evaluated and ranked by an expert panel through applying a four-round Delphi technique.

Twenty-nine procurement-specific indicators are suggested in a BSC framework. The five highest-ranked indicators were not in the financial perspective unlike other BSC studies in the broader field of supply chain management (SCM).

The study suggests a framework and indicators for a procurement PMS for practitioners to consider. It also highlights there is no one-size-fits-all and that organisations need to tailor PM to the organisation and divisional strategy and operational needs. This study aids the development of guidelines for executives and procurement management that wish to develop indicators and a PMS.

This study contributes to knowledge by partly addressing the under-researched field of indirect procurement PM. The literature suggested that various roles in SCM require specific PM indicators. This study puts forward a BSC framework with 29 indicators specifically for indirect procurement. Fourteen of these indicators were derived from non-literature sources. This study enhances knowledge and contributes to the limited debate and evidence on indirect procurement PM and the broader PM literature.

In recent years, several performance indicators have been proposed in humanitarian supply chains (HSCs). Selecting the most relevant key performance indicators (KPIs) is challenging for some humanitarian organizations (HOs) because it involves a considerable amount of complexity and information overload which could lead to judgment biases in the decision-making process. Existing performance measurement studies lack critical analysis for prioritization of performance indicators. Since the process of KPIs selection and categorization is a complex, domain based and subjective process, a systematic guideline is needed. To address this gap, the purpose of this paper is to propose an integrated performance measurement scheme that can consolidate KPIs into an overall performance score based on the weighting of the performance indicators in HSCs.

Data collection was based on questionnaire surveys and direct interviews with practitioners from international HOs.

This paper proposes an integrated scheme based on balanced scorecard and analytic hierarchy process for performance evaluation of HOs.

The respondents were limited to the humanitarian logistics experts from Malaysian-based international HOs.

The scheme enables the benchmarking of HOs’ performance that could be useful for decision makers in HSCs.

This paper provides the ranking and prioritization of KPIs in HSCs. The approach presented in this paper enables an effective and integrated performance measurement in HSCs.

This study aims to propose a comprehensive framework among Key Performance Indicators (KPIs) for analyzing the Information Facilitated Product Recovery System (IFPRS) on the basis of feedback captured from the industry experts and researchers.

Total Interpretive Structural Modeling (TISM) methodology interspersed with fuzzy MICMAC is used to extract the interrelationships and develop a hierarchical structure among the identified KPIs. Further, the Fuzzy Decision-Making Trial and Evaluation Laboratory (F-DEMATEL) method has been enforced to determine the intensity of these relationships and identify the most influential KPIs among identified KPIs from literature review and expert opinions. The outcome indicates that “information sharing,” “technology capacity” and “technology standards such as EDI, RFID” are the KPIs that have attained highest driving power.

This study has identified 15 KPIs of IFPRS and developed an integrated model using TISM and the fuzzy MICMAC approach, which is helpful to describe and organize the important KPIs and reveal the direct and indirect effects of each KPI on the IFPRS implementation. The integrated approach is developed, as the TISM model provides only binary relationship among KPIs, while fuzzy MICMAC analysis provides explicit analysis related to driving and dependence power of KPIs.

Structural Equation Modeling (SEM) analysis can be performed based on the adequate number of responses collected using structured questionnaire. More qualitative techniques like ELECTRE, TOPSIS, etc. can be used to establish the strength of relationship among the KPIs and ranking them to focus on the few critical KPIs.

The proposed modeling could empower various governmental and non-governmental regulatory bodies in formulation of policies to effectively tackle the problem related to product recovery systems. This study has strong practical implications, for both practitioners as well as academicians. The practitioners need to concentrate on identified KPIs more cautiously during IFPRS implementation in their organizations and the top management could formulate strategy for implementing these KPIs obtained.

There is a lack of studies related to the modeling of KPIs of IFPRS. As vast information is essential about the products returned during different product recovery stages, this study bridges the gap in literature by providing a framework for KPIs related to IFPRS. It is expected that the results originated will assist the experts to relevantly identify the significant and drop insignificant KPI for successful product recovery implementation and performance improvement of IFPRS.

This study aims to investigate and classify the hospital logistics key performance indicators (KPIs) using the context of public hospitals in remote areas.

The public hospitals in northern Thailand were selected for the case study. The questionnaire was developed and used to collect data from hospital logistics experts. Then, the analytic hierarchy process (AHP) method was used to evaluate the hospital logistics KPIs in each dimension.

This research found that the procurement management dimension is ranked highest. Information and technology management is the last rank in the hospital logistics KPIs used for public hospitals in remote areas.

The public hospitals located in northern Thailand were selected for the case study. Fuzzy multi-criteria decision-making methods can be used to reduce the vagueness of the values.

The results from this study can be a guideline for hospitals to improve the efficiency of their logistics operations.

The decision-makers in the hospital can use these results to improve the hospital’s logistics performance in the future, which could help increase the service level and the safety of the patients.

The hospital logistics KPIs were revised, and the crucial KPIs were prioritized for improving the hospital logistics using the AHP method.

The performance measurement system reflects the corporate strategy and overall business objectives of an organization. The alignment of the performance indicators with the company's critical operating factors, and the processes having bottle‐necks alongside the value chain, could result in a very compact, target‐oriented, and quality‐based performance measurement system. This paper aims to investigate this issue.

The quality‐based performance measurement system is developed by integrating the existing performance indicators of an organization with those of best‐in‐class management practices. The organizational processes included range from business leadership to the operational level. The key performance indicators (KPIs) depict the existing status transparently and comprehensively, whereas later on they can be used to control the processes with the pre‐defined values/measures. The KPIs of a process are documented and standardized once they are implemented. An action plan is then developed to write down the prerequisite for the new KPIs and to prioritize the existing ones for the sake of improvement.

It is affirmed that most of the employees had found the performance measurement system a very useful tool to tightly control the flow of their processes. It is very important to mention that this system does not mean giving way to another flood of information; instead it is designed to support the company's decision‐making process through target‐oriented indicators that could be compared with the existing best practices.

The concept described is aimed at developing and implementing a quality‐based performance measurement system within an organization. This system is developed through comparing the existing organizational practices with those having been labelled “Best‐in‐class” and it provides an alternative to the Balanced Score Card approach.

The purpose of this paper is to identify and assess the key performance indicators (KPIs) for the maintenance of public hospital buildings in the Gaza Strip.

Four KPIs were identified and evaluated in this paper: building performance indicators (BPI), maintenance efficiency indicators (MEI), annual maintenance expenditure (AME) and urgent repair request indicator. Twenty-one buildings in 13 public hospitals in Gaza Strip Governorate were taken as the sample of this study.

The results indicated that the European Gaza hospital has the highest BPI score (81.66) and the Dorra hospital has the lowest BPI score (68.26). The findings revealed that the average AME for all hospitals was $13.8/m2 which is considered to be below the standard level of expenditure. The MEI for Gaza public hospital buildings was found to be equal to 0.3 which indicated low level of maintenance expenditure.

Unavailability of certain data, lack of maintenance documentation and comparison difficulty between the Gaza Strip and Israel due to political, cultural and financial situation were some of the limitations of this study.

The Ministry of Health (MoH) can utilize the results of this study and consider it as benchmarking for maintenance management in public hospital buildings. This can improve the current maintenance situation which ultimately will improve the health-care situation in Palestine. The Palestinian MoH should look for external funding to increase the AME, as well as aim at increasing the MEI.

The health-care situation in Palestine will be improved.

This study is considered the first study to identify and assess the KPIs in the Gaza Strip. KPIs will assist the MoH to compare the actual and estimated performance in terms of effectiveness, efficiency and quality of workmanship.

The purpose of this paper is to identify and prioritize key performance indicators (KPIs) that can be used for stage-based performance assessment of build-operate-transfer (BOT) projects.

This research was conducted through focus group discussions and face-to-face questionnaires. Firstly, stage-level KPIs for BOT projects were identified by conducting a literature survey. The list of KPIs that can be used for measuring performance at different stages of a BOT project was finalized by conducting focus group discussions with 12 participants. The data related to the importance of identified KPIs were collected via a face-to-face questionnaire in which 30 high-level managers participated. Based on these data, KPIs were prioritized considering eight different stages of a BOT project by using Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS).

The research findings reveal that 63 stage-level KPIs can be used for measuring the performance of BOT projects at eight different stages, which are “feasibility study and preliminary plan,” “announcement and submission of application,” “evaluation and selection,” “negotiation and signing of concession agreement,” “design,” “construction,” “operation” and “transfer.” The most important KPIs were determined as “comprehensiveness of project technical feasibility,” “detailed tendering procedure,” “effectiveness of concessionaires' technical knowledge/capability evaluation,” “good relationships between government and concessionaire,” “technology transfer,” “effectiveness of quality control,” “effectiveness of facility management” and “effectiveness of hand-back management” for each stage. The findings can be used by companies to evaluate performance at each stage of a BOT project and, if necessary, take the necessary actions for performance improvement at the stage level.

The main limitation is the size of the sample, which represents the perspectives of 30 Turkish high-level managers on KPIs in BOT projects. Besides, the selected method, namely, TOPSIS, does not provide quality measures related to the outputs; therefore, it is difficult to see the inconsistencies among the experts.

The study findings will help in devising appropriate performance evaluation practices for BOT projects to overcome the shortfalls of the existing practices and systems proposed in the literature and help in achieving the superior performance while developing infrastructure through the BOT route.

This paper proposes a process-based approach for measuring the performance of a BOT project considering eight different stages. It fills a research gap in the public–private partnership literature by focusing on stages rather than phases. The results can be used by practitioners to establish stage-level performance management systems for BOT projects.

Sustainability is an integrating concept and demands strategic attention in developing countries like India. Due to strict environmental regulations and ongoing government sustainable policies such as “Namami Gange,” leather industries are extensively facing challenges to conform themselves toward these sustainable policies. The major challenge faced by leather industries is the exponentially increasing cost of adaptation to sustainable product and process. Under these operational constraints, survival of Indian leather industries has become a major challenge. In this context, this paper aims to identify and evaluate sustainable manufacturing policies. The key performance indicators (KPIs) based on triple bottom line of sustainability can assist leather industries that are about to initiate adopting sustainable practices.

This paper demonstrates the role of KPIs for evaluating sustainable manufacturing policies for leather industries in India. Initially, an in-depth literature review analysis has been carried out to identify indicators for evaluation of sustainable manufacturing policies. In this work, an integrated methodology has been developed to refine the priority map of the aforementioned KPIs based on consensus building among experts using Kappa analysis. Total interpretive structural modeling (TISM) has been used to demonstrate relationships which explain the significance of the KPIs. Further, Matriced Impact Croises Multiplication Applique analysis has been carried out to explore the relationships amongst KPIs.

Based on above analysis, identified interactive relationships among the KPIs will assist managers and decision-makers to incorporate effective sustainable policies in leather industries.

It is expected that these identified interactive interrelationships between KPIs will certainly facilitate the leather industry to achieve higher sustainable performance and competitiveness.

This study carries out an in-depth literature review analysis of sustainable manufacturing policies in leather industry. The author proposes an integrated methodology using kappa analysis, consensus building and TISM for evaluation of sustainable policies based on the literature review analysis and expert opinion.

Electric cooperatives may be seen as an alternative form of organizing in the shadow of investor-owned utilities. They are presumed able to meet financial challenges while simultaneously honoring cooperative principles of member-owners. This paper aims to investigate such a balancing act and conceptualize “key performance indicators” (KPIs) as a dramatic accounting discourse.

This paper uses a dramaturgical approach to cooperative performance accounting, and claims that KPIs are a simplification of a complex and shifting reality which they also socially construct. Data were gathered from annual financial reports and websites of rural electric cooperatives along with semi-structured interviews conducted with senior cooperative officials.

The cooperatives in this case study reported a huge number of KPIs. However, this paper reveals that the performance indicators serve impression management goals and operational demands rather than reporting on fulfillment of the “Seven Cooperative Principles” that are fundamental to the cooperative movement.

Extant inquiry regarding electric cooperatives tends toward a positivist research approach and a realist worldview. This overlooks dramatic and critical possibilities of KPIs as a management construction project. Expanding beyond mainstream research, this paper calls attention to artistic production of knowledge and applies a qualitative framework to problematize accounting disclosures.

Prior KPI research has often been instrumental, looking for predictive evidence that KPIs have strategic value as a “tool” for organizations to attain competitive advantage. This paper introduces the notion that performance measures are theatrical, and applies this to rural electric cooperatives, an industry mostly ignored in the academic literature.