How Do I Improve Supply Chain Performance?

The supply chain operates in a constantly changing environment. The continuous improvement and improvement in the interior is to respond to the negative effects of the external environment on integrated supply chain management, improve the overall adaptability, and enhance competitiveness. A feasible framework analysis includes the effects of external and internal drivers. This framework reflects changes in the environment and the operation of the supply chain itself. It is necessary to optimize costs, improve services, accelerate response to market demands and opportunities, and continuously improve technological advantages to support the competitive advantages that the supply chain has. The two external concentric circles indicate that the driving force that affects the performance of the supply chain comes first from outside the supply chain and second from inside the supply chain. The output of a supply chain strategy is the result of a combination of these driving forces.

Supply chain performance

Right!

The supply chain operates in a constantly changing environment. The continuous improvement and improvement in the interior is to cope with the negative effects of the external environment on integrated supply chain management, improve overall adaptability, and enhance competitiveness. A feasible framework analysis includes the effects of external and internal drivers. This framework reflects changes in the environment and the operation of the supply chain itself. It is necessary to optimize costs, improve services, accelerate response to market demands and opportunities, and continuously improve technological advantages to support the competitive advantages that the supply chain has. The two external concentric circles indicate that the driving force that affects the performance of the supply chain comes first from outside the supply chain and second from inside the supply chain. The output of a supply chain strategy is the result of a combination of these driving forces.

the core element

The balanced scoring method (1992-1996) evaluates organizational performance from the aspects of customers, internal processes, improved learning, and finance, reflecting the formation of a balance between a series of indicators, namely short-term goals and long-term goals, financial and non-financial indicators, and lag Indicators and leading indicators, balance between internal performance and external performance perspectives. The idea of management shifted from short-term goal realization to consideration of strategic goal realization, from feedback thinking about results to real-time analysis of problem causes.