measurement process should also include on-going external and internal benchmarking to assure appropriate goals are established for each key performance indicator.
Gillette’s Latin American logistics organization
is one of the very best examples of internal logistics alignment and benchmarking.
Each year, the logistics managers for each country in Latin America are measured on ten key logistics performance indicators.
The managers meet at the end of each year to compare performance results.
The winner for each indicator receives an award, but more importantly, must share with the rest of the group the means by which he achieved the high performance score.
As a result, the Gillette logistics systems continue to improve based on the measure-based learnings of the logistics professionals.