The management of the supply base has been described as a key competence for acompany (Fine et al., 1996).
One of the techniques companies use for this task is performance measurement.
There is a vast amount of literature on performance measurement frameworks and systems.
However, most of this work is concerned with performance measurement with in an organisation, e.g.
the measurement of the performance of subsidiaries and departments,
or it deals with issues such as management incentives and employee appraisal.
Research on the practice of inter-organisational performance measurement,
e.g. how companies use performance measurement to manage their relationships
and interactions with suppliers, is rather rare.
The management of the supply base has been described as a key competence for acompany (Fine et al., 1996). One of the techniques companies use for this task is performance measurement. There is a vast amount of literature on performance measurement frameworks and systems. However, most of this work is concerned with performance measurement with in an organisation, e.g. the measurement of the performance of subsidiaries and departments, or it deals with issues such as management incentives and employee appraisal.Research on the practice of inter-organisational performance measurement,e.g. how companies use performance measurement to manage their relationships and interactions with suppliers, is rather rare.
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