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There is evidence in the literature suggesting the usage of performance measurement framework (PMF) has a positive impact on organisational performance. This is in line with resource based view (RBV) theory, which argues attaining competitive advantage through internal resources and capabilities. In this regard, PMF can be viewed as a “resource” that can be explored in enabling organisational performance. This paper is aimed at developing PMF for the oil and gas supply chain (SC) as a resource and strategic capability.

Drawing on RBV theory, a questionnaire survey was designed based on prior literature review and exploratory interview with five SC experts. Following this, the questionnaires were distributed to 550 companies in the UK and 120 companies in Malaysia, which resulted in 15% overall response rate.

This study presents the prevalence of performance measures (PM) for the oil and gas industry based on the level of importance. It also reveals the impact of the usage of PMF on overall organisational performance. In addition, it identifies the challenges in managing SC performance and factors to be considered in choosing PM.

This study identifies the challenges in managing SC performance and establishes distinctive factors to consider when choosing PM in the oil and gas SC.

The purpose of this paper is to develop a performance measurement model for the entire supply chain that includes balanced set of performance measures.

The conceptual model was validated empirically in case companies through semi-structured interviews and content analysis of documents.

Performance measures are important to companies in the natural gas (NG) supply chain to assess performance against set objectives in order to identify loopholes in performance. This is important in order to remain competitive. The research found that both financial and non-financial performance measures are employed by companies to measure performance. The results also indicate that six performance criteria of the conceptual model are vital to the NG supply chain. In addition, all identified measures under each of criteria impact on performance of the supply chain with customer service and financial criteria considered as most important.

The empirical data collected from the NG supply chain in Ghana were relatively small; however, additional information was obtained from company data and relevant magazines. Also, getting through to specific target participant was a challenge due to busy work schedule but, in case companies where it proved impossible, other staff who were also involved in supply chain were interviewed instead.

This research provides a useful source of information on performance measures for practitioners in the NG industry who wish to measure performance of their supply chain. It also provides areas from which further and additional research can be carried out.

This research provides performance measures for the NG supply chain of Ghana. Typically, performance measures have been evaluated in discrete manufacturing supply chain, petroleum industry supply chain and oil industry supply chain. This research expanded on ideas from these studies and applied them in the NG industry.