The objective of any performance measure is to implement appropriate change through the measures and thus lead to process improvements for strategic advantage. There are a number of sub-cycles in the ``order to deliver'' cycle of a typical MTO company. An effective measure requires cross-functional responsibility and should enhance the valueadding capability of each organisation. The quality of design measure should be aimed at reducing the emphasis on meeting the design schedule without the detriment to design quality. Evaluating the rate of change to a design can expose the counter-productive process of design. The risks addressed are those derived from schedule deviations and poor product quality. Cost inflation is viewed as a result of risk and therefore is not discretely measured. Additional measures should also be available to measure material and labour costs due to sub-optimised designs (Garrity, 1993). The ideal role of measurements is to assess, reinforce and reward improvements through the programs designed to improve the competitive advantage the enterprise is seeking in the operational strategies. The metrics selected should be on the ready availability of the necessary data and the ease with which an individual manager may install the measures within his organisation. Where these metrics are applied by several managers, it can be anticipated that a program will be recognised and perhaps strategic direction influenced. The goal of the performance measure should be to improve the make-toorder operation by increasing discipline, enhancing identification of risk, and strengthening problem resolution.