for the tactical level, such as delivery, lead time, pricing.
Besides, the question of the overall performance resulting
from the process performances is rarely approached. Indeed,
performance indicators are associated to each process of
SCOR, thus providing information for the control. Nevertheless,
the provided performances are independently defined,
as each process is separately evaluated from the others. This
partitioned vision is not able to consider SC as a whole and thus
to efficiently control it. In this sense, the involved indicators
must be enriched by the knowledge of the links between them
[41]. Therefore, the interest for an overall performance
expression for all or a part of the SC is acknowledged, as is
the case for process control in individual companies. Indeed, for
a SC, this expression can help decision-makers to [42]: