Abstract
A tool is only as valuable as the purposes for which it is used. With that premise in mind, The Performance Measurement Group recently conducted a survey to determine the extent to which the Supply Chain Performance Scorecard is being used for its ultimate purpose: to improve the entire supply chain on an ongoing basis. Scarcely more than a third of Scorecard participants are using their bench-marking results for anything beyond isolated, one-time operations improvement efforts. More than a quarter of users are not even gaining that benefit, but are simply report takes a hard and detailed look at what companies are—and are not— achieving through their use of the Supply Chain Performance Scorecard. It offers guidelines on how to gain maximum benefit from the Scorecard, and describes three emerging supply chain practices that harness metrics- based performance management for competitive advantage.
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