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Applying performance measures to support informed decision making at an operational level

2013-01-01Atas de conferência Acesso aberto
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dc.contributor.authorMoreira, Madalena
dc.contributor.authorTjahjono, Benny
dc.contributor.authorJulião, Jorge
dc.date.accessioned2025-11-07T14:48:37Z
dc.date.available2025-11-07T14:48:37Z
dc.date.issued2013-01-01
dc.description.abstractPerformance Measurement Systems (PMS) have commonly been applied to evaluate and reward performances at managerial levels, especially in the context of supply chain management. However, evidence suggests that the effective use of PMS can also positively influence the behaviour and improve performance at an operational level. The purpose of the study described in this paper is to develop a conceptual framework that adopts performance measures for ex-ante decision-making at an operational level within the supply chain. A case study at Coca-Cola Enterprises has been carried out and as a result, a conceptual framework of the PMS has been developed.eng
dc.identifier.citationMoreira, M., Tjahjono, B., & Julião, J. (2013). Applying performance measures to support informed decision making at an operational level. In E. Shehab, P. Ball, & B. Tjahjono (Eds.), Advances in Manufacturing Technology XXVII: proceedings of the 11th International Conference on Manufacturing Research (ICMR2013) (pp. 563-568). Cranfield University.
dc.identifier.isbn9781907413230
dc.identifier.otherac8fee83-eb86-4603-b900-a46101a56446
dc.identifier.urihttp://hdl.handle.net/10400.14/55551
dc.language.isoeng
dc.peerreviewedyes
dc.publisherCranfield University
dc.rights.uriN/A
dc.subjectDecision-making
dc.subjectFlexibility
dc.subjectPerformance measurement system
dc.subjectPerformance measures
dc.subjectSupply chain
dc.titleApplying performance measures to support informed decision making at an operational leveleng
dc.typeconference proceedings
dspace.entity.typePublication
oaire.citation.endPage568
oaire.citation.startPage563
oaire.versionhttp://purl.org/coar/version/c_970fb48d4fbd8a85

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