The present article has not sought to define which assessment model is the most suitable but instead to uncover, in light of the specific criteria being applied, which might provide satisfactory analysis in terms of the particular performance level that a given company is seeking within its own particular context.
Towards this end, it suggested a table displaying various performance evaluation models organised by the model’s origin, the type of analysis used, relevant conditions and constraints, the degree of conceptualisation and the indicators being devised. A second comparison has incorporated criteria such as the level of decision-making, the specific flows in question, the relationship between performance and supply chain maturity levels, interest in the quality dimension, human competency and sustainability.