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Performance measurement has been receiving increased attention in public organizations. As performance measurement systems begin to take on a central focus by public sector organizations, the challenges of measuring and improving critical organizational processes continue to increase in importance. Furthermore, as the procurement process continues to gain critical importance in public sector organizations, the need to apply specific performance measurement methods to measure and improve the procurement processes is essential for mission success. This article introduces the Contract Management Maturity Model (CMMM) as a method for assessing, measuring, and improving an organization’s procurement processes. The results of the case study describe the organizational benefits of using a contract management maturity model as a performance measurement, as well as a process improvement method.

The purpose of this paper is to propose a supply chain risk management (SCRM) maturity model combined with a fuzzy TOPSIS classification method to evaluate and sort an organization into a pre-defined maturity level.

An axiomatic and prescriptive research method guided this study. Therefore, it proposes a prescriptive approach of maturity classification based on a theoretical SCRM maturity model combined with a multi-criteria decision technique.

The results of a pilot application indicated a consistent classification and the value of the model for diagnosing flaws and pointing directions for improving operational and disruption risk management. Its comprehensiveness allows applying it to supply chains of several industry sectors.

The proposed model does not include all possible risks and could be revised in further developments. Also, adjustment of the maturity profiles of the multi-criteria decision-making (MCDM) model requires a learning process from practical applications.

The adoption of the risk management maturity grid by practitioners may bring the benefit of a more objective and comprehensive evaluation of risk management processes in the supply chain context.

An immediate social implication derives from the improvement actions that may result from the diagnosis of risk management vulnerabilities identified in the pilot application. In general, the proposed model has the potential to reduce risks, improve results and contribute to economic sustainability.

The maturity grid and decision model integrate overall aspects of risk management, bringing together managerial concepts to deal with a variety of supply chain operational risks. The combined multi-criteria classification procedure to sort the maturity level of an organization is also a novelty.

The purpose of this paper is to present a practical instrument for self-evaluation of maturity in the processes of procurement and supply management, applicable to small and medium-size companies, as well as to show how the use of this evaluation tool may help companies to decide what to improve in these processes.

Based on an empirical and theoretical framework, the instrument developed measures the maturity of procurement and supply management activities in four macro-processes: materials management, purchase process, supplier evaluation process and process of procurement planning. For testing the self-evaluation instrument, the authors evaluated the maturity of 48 hospitals and 37 metal-mechanic manufacturing companies located in the southern region of Brazil. To show how to use this tool to decide what to improve in procurement and supply processes, the authors conducted a comparative analysis of a hospital and a metal-mechanic company, in relation to the sample of the same segment.

The results show that the instrument is reliable for practical application. Metal-mechanic industries have a greater maturity in the purchase process than in the other three macro-processes. The management of materials is the most mature macro-process in hospitals. Comparing hospitals to metal-mechanic companies, the present research shows that, between 20 and 99 employees, hospitals tend to have a higher level of maturity in the purchase process than metal-mechanic companies. With 100 employees or more, metal-mechanic companies are more mature than hospitals in procurement planning and in selection/evaluation of suppliers.

Presenting a useful self-evaluation instrument, this work demonstrates that the measurement of the maturity level, and benchmarking it with other companies, may help a firm to decide what to improve in its processes of procurement and materials management, showing how an economic sector can understand itself better. Few scientific studies have practical application to the assessment of the degree of maturity of procurement and supply management processes. Besides that the authors did not find other papers presenting a comparison of different segments.

The aim of the article is to determine research areas and to recognize the current direction in the development of maturity models, to indicate the key areas of organizational maturity models (OMMs) development and their classification as well as to pinpoint research gaps and areas of potential development of OMMs in the context of scientific research and the needs of management practitioners.

The research was conducted using the literature review method, bibliometric analysis and visual mappings.

The empirical classification developed in this paper identified 12 categories based on management areas, constituting the criteria for classifying OMMs models, where OMMs are being developed: Information Technology, Project Management, Business Management and Strategy, Human Resource, Ergonomics, Health and Safety Management, Industry 4.0 concept, Knowledge Management, Process Management, Performance Management, Quality Management, Supply Chain Management, Risk Management and Innovation Management.

The main limitation is the analysis in the scope of topic OMMs including solely the Scopus and Thompson Reuters Web of Science database. Another shortcoming is conducting data analysis and classification based on the abstracts of the selected articles.

This work is a starting point to prospect trends for future revolving around the OMMs crossing different databases.

The purpose of the research presented in this article is to identify potential influences on an organization-specific “ideal” level of project management maturity by adopting a qualitative, exploratory approach.

In this paper, the results of a multiple qualitative case study, which has been conducted within industrial enterprises from automotive industry and energy sector, are presented. The research methods applied within the case research are qualitative guided interview, document analysis and standardized interview (maturity questionnaire).

The interview data reveal that the complexity of the companies' projects might be a determining factor regarding the “ideal” level of maturity. A comparison of the findings of the case research with a secondary literature review on project complexity showed that particularly those facets of project complexity that affect the interaction of the project participants (project team, client, suppliers) seem to require a certain level of maturity.

The idea of an organization-specific “ideal” level of maturity was raised by the developers of project management maturity models (PMMM). It is of interest for professionals due to efficiency reasons. Research literature in the context of PMMM has so far touched on environmental/circumstantial influences on this ideal maturity level only to a slight degree. The results of the qualitative research presented herein mark a contribution to this research gap and allow for quantitative testing.

Wilson argues that knowledge management (KM) maturity is an extension of information management and effective management of work practices. Gallagher and Hazlett state that there is too much effort addressing technological concerns in KM while offering little practical assistance. Kruger and Snyman believe KM is a strategic resource with ICT and information management as enablers in establishing KM maturity. These three positions of KM growth and maturity reflect the huge spectrum of and diverse views. But, very little is known about the KM growth or maturity that occurs in different industries, or how employees and managers perceive growth in KM maturity. This paper aims to address these issues.

From a large urban South African University engaged in numerous collaboration programmes with industry, the authors gain insight into the growth of KM in industry groupings over a five‐year period. The authors apply an inventory developed by Kruger and Snyman to a set of 86 organisations distributed over nine economic sectors in South Africa. In total 434 employees are interviewed over three group levels (operational, middle and senior management). This is achieved by interviewing 178 senior practitioners in three subjects (one in each group level).

Analysis of the growth in KM maturity, as it relates to different organisational sizes, reveals that there are statistical differences between the score reported by small, medium, large and extra‐large organisations and between the scores reported by senior, middle and operational personnel. Findings also indicate that growth in KM differs between industry groupings, with high growth in construction, building materials and mining (±70 per cent), and low growth in educational institutions (±40 per cent).

This paper is of relevance to KM practitioners interested in gaining insight into KM maturity growth that occurred in different organisational groupings and at different operational levels across an extremely diversified environment.

A model to evaluate the maturity of the integration of three management systems in food industries, under the aspects of environment, quality and food safety is proposed.

The model is composed of maturity levels, allowing the understanding of the integration of the systems mentioned and their stage of evolution. The work was based on a bibliographic review of the topics: ISO standards, Integrated Management Systems (IMS) and already existing methods for maturity assessment. The referred model is composed of elements related to (1) audit dynamics, (2) changes in behavior, (3) the organizational structure, (4) the participation of senior management and (5) the interface with the cycle of continuous improvement.

The model is easily applicable and composed of five maturity levels, allowing the understanding of the stage of system evolution: (1) absence of maturity, (2) introductory level, (3) intermediate level, (4) toward excellence and (5) excellence.

The results of the model may help managers in the development of actions for the improvement of their integrated management (drivers for IMS) aiming at process control, the focus on the client and the integration of people and processes. Based on the drivers, the managers will be able to make plans characterized by orientations, techniques and tools applied in the several organizational processes. Using the proposed model, managers can enhance the desired results with efficiency and effectiveness.

The existing literature presents limited results on the integration of certified systems for the analysis of the maturity stages in manufacturing industries. Therefore, this study extends results from other studies on IMS, associating them to an organizational maturity analysis in food industries, resulting in a proposal of maturity model. This study also proposes the integration of ISO 14001, ISO 9001 and ISO 22000 to indicate the maturity stage of manufacturing industries in the food sector, supporting the strategic management process of organizations of any size. The model adopts several aspects of management and control to provide a holistic view on the integrated management of organizations. Finally, the proposed model considers several aspects of management and control for the food industries in the developing countries, providing a holistic view of integrated management.

The purpose of this paper is to introduce an alternative approach of measuring construction industry performance using maturity modeling. The focus is on introducing a newly developed maturity model referred to as the construction industry macro maturity model (CIM3) and highlighting its use by assessing the maturity of the construction industry of the Province of New Brunswick, Canada.

Current methods of construction industry performance measurement such as labor productivity and competitiveness are briefly reviewed, highlighting their weaknesses. The theoretical underpinnings of the CIM3 are discussed and the implementation of the CIM3 to measure the cost and quality management maturity of the New Brunswick construction industry is presented.

An assessment of the construction industry's maturity using the CIM3 provides a leading indication of performance. This is based on the industry being structured according to key practices areas that contain key practices. The industry's key practices are linked to objectives that lead to the achievement of performance goals. The maturity of the construction industry with respect to its key practices is a function of the relative importance of the key practices and the capabilities of the industry in implementing the key practices. Based on this, the implementation of the CIM3 in New Brunswick found that the NB construction industry is more mature in cost management than in quality management.

This paper contributes to the existing body of knowledge on industry performance measurement, and more particularly, construction industry performance measurement. The concept of maturity modeling applied here promotes and demonstrates the use of leading indicators of performance, as recommended in most performance measurement literature.

Maturity models have been widely adopted as a popular framework for improvement project management practices. Despite their prevalence, there is still minimal evidence that improvements in maturity correspond to improvements in performance or value. This paper aims to explore the challenges faced in applying project management maturity models and offers suggestions for their revision.

The paper highlights the presumptions in their development and use that are inhibiting relevance of maturity models. Case studies from a major research project explore the relationship between maturity and value. Insights are generated on how project management maturity models need to change in order to become relevant.

Project management maturity models presume that project management is universal, control oriented and consistent, and that maturity is a linear process. Empirical evidence demonstrates that the practice of project management varies, that different practices result in different value. The paper suggests that a contingent and contextual approach to assessment is required, which maturity models as currently defined may not be able to support.

This is a largely conceptual paper and draws on a limited number of case studies that derived maturity from a comprehensive understanding of project management practices. It is not tied to one specific model, and a model that would address the criticisms discussed here has not been conceived or developed.

This paper will have particular relevance for organizations, who may place excess faith in the rhetoric surrounding maturity models without questioning their underlying relevance or value. It is also of importance to those who develop maturity models and suggests strategies for their significant revision.

This paper takes an important look at whether maturity models actually deliver on their promise and argues that by both design and structure, they are unlikely to do so in their current form.

The purpose of this paper is to present the results of contract management process maturity assessments in the US Navy using a process capability maturity model. The maturity model is used to benchmark an organization’s contract management process maturity and to use the assessment results to develop a road map for implementing process improvement as well as knowledge-sharing initiatives.

This is survey-based research on benchmarking contract management processes in the US Navy. A web-based assessment tool was deployed to US Navy contracting officers located at aeronautical systems, sea systems, and logistics support contracting agencies. The assessment tool consists of survey items related to the use of contracting best practices. The survey responses are then used to calculate the agency’s contract management process maturity level.

The benchmarking results reflected higher maturity levels in the pre-award contracting processes (Procurement Planning, Solicitation Planning, and Source Selection), while lower maturity levels were reflected in the post-award contracting processes (Contract Administration and Contract Closeout). The research findings related to process capability enablers also reflected higher mean scores for the pre-award processes and lower mean scores for the post-award processes. These maturity levels and process capability enabler scores reflect the extent of the implementation of contracting best practices within the Navy contracting agencies.

This research uses a purposeful sampling approach designed to acquire data on organizational contract management processes. The assessment survey was administered only to qualified Navy contracting officers. The Navy contracting agencies are responsible for procuring billions of dollars in supplies and services in support of the Navy mission. Although the assessed contracting agencies procure different types of systems, supplies, and services, the contract management processes used are common to all Navy, Army, Air Force, and other US federal government agencies. The conclusions based on the analysis of these benchmarking assessments may be applicable to Department of Defense (DoD) and other government agencies.

The findings suggest that benchmarking can be effective in measuring and improving contracting process capability within the Navy. Benchmarking contracting processes can have far-reaching effects throughout the DoD. The Under Secretary of Defense’s has mandated initiatives related to improving both pre- and post-award contracting processes. The use of these benchmarking assessments can be instrumental in tracking the achievements of these process improvement initiatives. Additionally, the US Congress is leading the push for auditability in procurement operations. By benchmarking and improving its contracting processes, the DoD will be winning the battle toward integrity, accountability, and transparency of its financial operations.

Benchmarking contracting processes can also have far-reaching effects in society. Many governments are focussing on integrity, accountability, and transparency in public procurement. International organizations such as Transparency International (TI) have identified process capability and process integrity as key for reducing the potential for procurement-related fraud, waste, and abuse. Additionally, NATO member countries and partner nations are focussing on the value of assessing and improving procurement processes for strengthening transparency and accountability. The value of benchmarking and improving contracting processes is gaining much attention in global public procurement agencies as they strive for accountability, integrity, and transparency in their governance processes.

There are multiple reports on deficiencies in DoD’s contract management processes, identifying poor contract planning, and Contract Administration as just some of the critically deficient areas. In response, the DoD is increasing its emphasis on developing its workforce competence through education initiatives. However, very little attention is being paid to benchmarking contract management processes. This research reflects the value of benchmarking DoD’s contract management process maturity and using the results for implementing process improvement initiatives. Using process benchmarking data, agencies can identify process improvement initiatives that will ensure government tax dollars are spent in the most effective and efficient ways.