The concept of Supply Chain Performance Measurement System (SCPMS), which expresses Performance Measurement System (PMS) supporting Supply Chain management (SCM) practices, cannot be overlooked any longer. It represents, in fact, one of the sources of potentially sustainable competitive advantage for organizations (Lee, 2002) and a “weapon” to face the challenge of competitive dynamics that extend SC vs SC. The scientific literature is wide and heterogeneous, but frequently focused on performances of intra-organizational SC. Empirical researches on PMS within an inter-organizational SC level (used to monitor and manage relationships and interactions among different SC actors) are, instead, rare. After an accurate and systematic literature review, the thesis deals with the theme of SCPMS by means of multiple case studies, by analyzing the dyadic relationship between supplier and buyer. Focus has been given to the shape of these systems, their use and deriving consequences, in addition to the possible presence of an alignment of performances measured along the SC. Thanks to a double perspective (supplier and customer), the theme of performance sharing could have been dealt with in an innovative way. The empirical research has ended with the formulation of a set of seven propositions. They highlight meaningful features connected to supplier and customer evaluations; moreover, they show collaboration shapes, connected benefits, reactions expressed by SC actors and consequent implications. In the end, a proposal to a collaborative performance evaluation system, which can be considered the first step towards richer SC collaboration, thanks to an established common language for measuring progress, has been offered.
Il concetto di Supply Chain Performance Measurement System (SCPMS), che esprime l’utilizzo del Performance Measurement System (PMS) a supporto del Supply Chain Management (SCM), non può essere più sottovalutato. Esso rappresenta, infatti, una delle potenziali fonti di vantaggio competitivo sostenibile per le organizzazioni (Lee, 2002) ed un’ “arma” per affrontare la sfida di dinamiche competitive che ormai si sviluppano in uno scenario di SC vs SC. La letteratura scientifica è ampia e molto eterogenea, ma frequentemente focalizzata su performance di supply chain intra-organizzative. Scarseggiano invece indagini empiriche relative a sistemi di misura delle performance a livello inter-organizzativo (utilizzati per monitorare e gestire relazioni ed interazioni tra differenti attori di una SC). Dopo un’accurata e sistematica analisi della letteratura, il lavoro di tesi affronta il tema dei SCPMS attraverso casi di studio multipli, incentrati sul rapporto diadico tra cliente e fornitore. Il focus ha riguardato la configurazione di tali sistemi, il loro utilizzo e le conseguenze derivanti, nonché l’esistenza di un eventuale allineamento fra le performance misurate lungo la SC. L’uso di una duplice prospettiva (cliente e fornitore) ha permesso di affrontare in modo innovativo il tema della condivisione delle performance. L’indagine empirica si è conclusa con la formulazione di sette proposizioni. Esse sottolineano aspetti di rilievo relativi alle valutazioni di fornitori e clienti; illustrano le forme attraverso le quali si può declinare la condivisione delle performance, i benefici connessi, le reazioni degli attori e le conseguenti implicazioni. Infine, è stata offerta una proposta di sistema collaborativo per la valutazione delle performance di una coppia di attori, che può essere considerato il primo passo verso una collaborazione di SC più ricca, grazie ad un linguaggio comune prestabilito per misurare il progresso.
Sharing of metrics in supplier-customer relationships along the supply chain
TESTA, DAVIDE;SOLDAVINI, LAURA
2013/2014
Abstract
The concept of Supply Chain Performance Measurement System (SCPMS), which expresses Performance Measurement System (PMS) supporting Supply Chain management (SCM) practices, cannot be overlooked any longer. It represents, in fact, one of the sources of potentially sustainable competitive advantage for organizations (Lee, 2002) and a “weapon” to face the challenge of competitive dynamics that extend SC vs SC. The scientific literature is wide and heterogeneous, but frequently focused on performances of intra-organizational SC. Empirical researches on PMS within an inter-organizational SC level (used to monitor and manage relationships and interactions among different SC actors) are, instead, rare. After an accurate and systematic literature review, the thesis deals with the theme of SCPMS by means of multiple case studies, by analyzing the dyadic relationship between supplier and buyer. Focus has been given to the shape of these systems, their use and deriving consequences, in addition to the possible presence of an alignment of performances measured along the SC. Thanks to a double perspective (supplier and customer), the theme of performance sharing could have been dealt with in an innovative way. The empirical research has ended with the formulation of a set of seven propositions. They highlight meaningful features connected to supplier and customer evaluations; moreover, they show collaboration shapes, connected benefits, reactions expressed by SC actors and consequent implications. In the end, a proposal to a collaborative performance evaluation system, which can be considered the first step towards richer SC collaboration, thanks to an established common language for measuring progress, has been offered.| File | Dimensione | Formato | |
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2014_12_Soldavini_Testa.pdf
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https://hdl.handle.net/10589/99641