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Describes a comprehensive set of fact‐based performance measures that can be used to describe accurately a world‐class supply chain of plan, source, make and deliver activities. Aims to help companies take a broad supply‐chain‐process perspective by quantifying performance improvement opportunities across the entire supply chain. Includes quantitative measures such as cash‐to‐cash cycle time and supply chain response time, as well as qualitative analysis of best‐in‐class performance. Best practice benchmarks provide more insight into how to achieve world‐class performance.

Measuring or monitoring supply chain performance reveals the gap between planning and execution and helps companies to identify potential problems and areas for improvement. However, it is recognized that developing key performance indicators (KPIs), or metrics, is very challenging and a set of practical guidelines is not readily available for companies and supply chain management (SCM) practitioners. This paper seeks to offer a practical approach to performance measurement and to present a list of essential KPIs.

This paper offers insights from industry in the area of supply chain performance measurement and a practical approach to developing performance metrics.

The experience from, and the review of, industry standards and best practices in supply chain performance measurement suggest that “less is better” as to developing performance metrics. Companies should focus on only a small list of KPIs which are critical for their operations management, customer service, and financial viability. Potential KPIs should be developed for each of the supply chain operations‐reference (SCOR) model's four meta‐processes (plan, source, make, and delivery) and need to be hierarchically grouped such as primary and secondary metrics.

The paper offers a background of why performance measurement is necessary for SCM success, pragmatic guidelines for designing and implementing performance metrics, and critical KPIs with the definition, examples, and computation mechanism.

Despite the importance of performance measurement for successful SCM, many companies wonder how to put performance metrics in place and make them work in practice. This paper offers an industry‐oriented, practical approach to performance measurement in SCM contexts and proposes key performance metrics which can be easily adapted for different businesses.

This paper aims to explore the significance of resource sharing in business to capture new market opportunities and securing competitive advantages. Firms enter strategic alliances (SAs), especially for designing new products and to overcome challenges in today’s fast changing environment. Research projects have dealt with the creation of SAs, however without concrete referencing the impact on selected supply chain resources. Furthermore, academia rather focused on elaborating the advantages and disadvantages of SAs and how this affects structural changes in the organization than examining the effects on supply chain complexity and performance.

The authors collected and triangulated a multi-industry data set containing primary data coming from more than 200 experts in the field of supply chain management along and secondary data coming from Refinitiv’s joint ventures (JVs) and SA database and IR solutions’ database for annual reports. The data is evaluated in three empirical settings using binomial testing and structural equation modeling.

The results show that nonequity SAs and JVs have varying degrees of impact on supply chain resources due to differences in the scope of the partnership. This has a negative impact on the complexity of the supply chain, with the creation of a JV leading to greater complexity than the creation of a nonequity SA. Furthermore, the findings prove that complexity negatively impacts overall supply chain performance. In addition, this study elaborates that increased management capabilities are needed to exploit the potentials of SAs and sheds light on hurdles that must be overcome within the supply network when forming a partnership. Finally, the authors give practical implications on how organizations can cope with increasing complexity to lower the risk of poor supply chain performance.

This study investigates occurring challenges when establishing nonequity SAs or JVs and how this affects their supply chain by examining supply networks in terms of complexity and performance.

Based on the resource-based view (RBV) theory, this study examines how supply chain digitalisation affects firms’ performance by enabling firms to build supply chain agility and innovation capability.

Drawing from the dataset of 271 firms in the United Arab Emirates (UAE), we used structural equation modelling to validate the models. Mediation and moderation analyses were performed to test the research hypotheses.

The results suggest a positive correlation between supply chain digitalisation and a company’s performance, fully mediated by both supply chain agility and innovation capability. The interplay between supply chain agility and innovation capability has the potential to result in unfavourable outcomes for a firm’s performance. These results provide valuable insights into supply chain management during digital transformation.

The study advances the extant research on the antecedents of a firm’s performance by incorporating supply chain digitalisation and mediating mechanisms of supply chain agility and innovation capability that serve as a conduit between supply chain digitalisation and a firm’s performance based on RBV.

This study aims to explore how the application of digital technology and information technology can help firms improve their innovation performance and examines the mediating mechanisms of supply chain agility and supply chain integration.

This study conducted a questionnaire survey of 320 business managers in an automotive cluster in China and analyzed the collected data using structural equations.

Digital technology applications (DTA) have a positive impact on innovation performance, while supply chain agility and integration mediate this impact. In addition, information technology applications (ITA) also has a positive impact on innovation performance, while supply chain agility and integration mediate between the two. Supply chain agility (SCA) and supply chain integration (SCI) significantly enhance the positive impact of technology adoption on firms' innovation performance.

This study confirms the impact of digital technology and information technology applications on innovation performance and explores the mediating role played by supply chain agility and integration.

The study examined a wide range of proactive supply chain practices to demonstrate a cross-linkage among them and to understand their effects on both practitioners of previous decision-making models, frameworks, strategies and policies. Here, six supply chain practices are empirically evaluated based on 28 constructs to investigate a comprehensive model and confirm the connections for achieving performance and competence. The study presents a conceptual model and examines the influence of many crucial factors, i.e. supply chain collaboration, knowledge, information sharing, green human resources (GHR) management and lean-green (LG) practices on supply chain performance.

Structural equation modeling (SEM) examines the conceptual model and allied relationship. A sample of 175 respondents' data was collected to test the hypothesized relations. A resource based view (RBV) was adopted, and the questionnaires-based survey was conducted on the Indian supply chain professionals to explore the effect of LG and green human resource management (GHRM) practices on supply chain performance.

The study presented five constructs for supply chain capabilities (SCCA), five constructs for supply chain collaboration and integration (SCIN), four constructs for supply chain knowledge and information sharing (SCKI), five constructs for GHR, five constructs for LG practices (LGPR) and four constructs for lean-green SCM (LG-SCM) firm performance to be utilized for validation by the specific industry, company size and operational boundaries for attaining sustainability. The outcome emphasizes that SCCA positively influence GHRM, LG practices and LG supply chain firm performance. However, LG practices do not influence LG-SCM firm performance, particularly in India.

The study exploited multiple practices in a conceptual model to provide a widespread understanding of decision-making to assist in developing a holistic approach based on different practices for attaining organizational sustainability. The study stimulates the cross-pollination of ideas between many supply chain practices to better understand SCCA, SCIN, SCKI, GHRM and LG-SCM under a single roof for retaining organization performance.

Food sustainability is a world-acknowledged issue that requires urgent integrated solutions at multi-levels. This study aims to explore how food firms can improve their sustainability performance through digital traceability practices, considering the mediating effect of sustainability-oriented innovation (SOI) and the moderating effect of supply chain learning (SCL) for the food supply chain therein.

Hierarchical regression with a moderated mediation model is used to test the proposed hypotheses with a sample of 359 food firms from four provinces in China.

Digital traceability has a significant positive impact on the three pillars of sustainability performances among food firms. SOI (product innovation, process innovation and organisational innovation) mediates the relationship between digital traceability and sustainability performance. SCL plays moderating roles in the linkage between digital traceability and both product and process innovation, respectively.

This paper contributes as one of the first studies to develop digital traceability practices and their sustainability-related improvements for Chinese food firms; it extends studies on supply chain traceability to a typical emerging market. This finding can support food sustainability practice in terms of where and how to invest in sustainability innovation and how to improve economic, environmental and social performance.

This article aims to explore the impact of supply chain integration on the financial performance of Swedish manufacturing firms.

The literature review provided the foundation for the development of the survey instrument and hypotheses for the study. In addition, the survey instrument was tested by the experts in the field and modified before it was sent to the managers in the survey group.

The findings show that supply chain integration at any level is beneficial to the financial well being of the firm. Companies with total supply chain integration reported the highest level of financial performance.

Data were collected from Swedish manufacturing firms without regard to the size of the firm. The results show that supply chain integration is beneficial at any level.

The findings will assist managers with decisions regarding supply chain integration and its role as a critical factor in improving the financial performance of manufacturing companies.

Limited empirical studies have been conducted in this area, especially in Sweden. This study provides insight for manufacturing managers with regard to the importance of supply chain management and the competitive nature of business in the global market.

The supply chain concept fundamentally changes the nature of organizations; control is no longer based on direct ownership and control, but rather based on integration across interfaces between functions and companies. This has consequences for the measurement of performance. Traditional measurement approaches may have to be abolished and a supply chain measurement system developed. Traditional performance measures may limit the possibilities to optimize supply chains as management does not “see” supply chain wide areas for improvement. This note raises issues critical to measuring supply chain performance. A new measurement approach should lead the way for supply chain competitiveness and should direct management attention to areas for supply chain optimization. A preliminary framework for measuring unmeasurable performance is developed.