Key Performance Indicators

As Industry 4.0 Technologies are swiftly spreading in global economy and enterprises are cooperating in supply chain networks, the question arises how fit these networks are for the imminent challenges. The contribution presents a method which allows to evaluate the industry 4.0-readiness for the example of an automotive network. As a first part, a qualitative analysis is carried out by means of an Industry 4.0-compass. Subsequently, a performance indicator based quantitative analysis is used to assess the industry 4.0-readiness of the automotive network.

The importance of key performance indicators (KPIs) to efficiently control logistics processes is considerably rising. An essential requirement to successfully use KPIs is their comparability and consistency. In this article a review of the situation of KPIs’ standardization is used to derive nine fields of action for improving the standardization of KPIs. The first six fields are addressing the data collection, the data processing as well as the data preparation. Investments in IT and staff are vital to support these goals. On top of that the management’s support and a change in business culture that advocates the benefit of sharing information create the required setting for a standardized reporting.

In many companies the performance measurement system has become confusingly complex. Therefore efficient production control and identification of potentials for improvement are not possible. The solution is a lean and customized production performance measurement system. Based on success factors KPIs are developed. These indicators allow it to visualize complex issues in a transparent way. The result is a tool, which helps organizations to plan, monitor, control and improve their performance.

Supply chain management (SCM) within the researching pharmaceutical industry is characterized by specific requirements: Especially regulations, a high value of the products with corresponding requirements on (anti counterfeit -) security and long cycle times characterize this industry. This article shows which key performance indicators supply chain managers at the biggest researching pharmaceutical companies use currently, how they change in the future and which implications can be derived from that. The findings mainly base on an interview series with 11 of the global TOP20 highest-grossing, researching pharmaceutical companies (ranking according to [1]) as well as a literature analysis and a single case study conducted at one of the companies.

In light of the current trend towards higher customer demands on logistics performance on the one hand and reduction of internal logistics cost on the other, key performance indicators (KPIs) gain importance. This article provides managers by means of a concise model with sound grasp of the interdependencies between logistics factors and its time-wise interactions. Concrete management measures are being derived from the model in order to improve KPIs sustainably. As a matter of fact, the model highlights the key role of program planning for the management of logistics performance.

The essential challenge for successful companies is to meet all requirements of global market. In order to adapt to these markets, the companies would have to expand by reducing its delivery times, producing an excellent quality and offering competitive prices and high flexibility. To fulfil this task, the controlling of the manufacture production should combine the requirements of markets with the factors of production in the company. This essay describes a systematic and methodical way to establish a leading shareholder value management system.