- 著者
- Jian WANG Ting Wang Yong Yin Qunzhi Wang Hiroaki MATSUKAWA
- 出版者
- ISCM Forum
- 雑誌
- Innovation and Supply Chain Management (ISSN:21870969)
- 巻号頁・発行日
- vol.10, no.3, pp.81-92, 2016-09-30 (Released:2016-12-21)
- 参考文献数
- 72
The performance measurement scales on logistics and supply chain management can be used not only for benchmarking but also for the strategic formulation. The measurement scales in different scorecards were summarized in four areas, i.e., Logistics Performance (LP), Planning/Execution Capabilities (PE), IT Methods and Implementation (IT), and Corporate Strategy and Inter-Organizational Alignment (SO). Six hypotheses on the relationships among these four areas were proposed. A survey with 177 samples was conducted in Chinese manufacturing and logistics industries to test the hypotheses. A proposed framework suggests that planning/execution capabilities in the strategic formulation should be separated from logistics performance and the operations on the corporate strategy and inter-organization alignment on supply chain should move earlier than the IT methods and implementation.
- 著者
- Mohammadreza PARSANEJAD Hiroaki MATSUKAWA Tomoichi SATO
- 出版者
- ISCM Forum
- 雑誌
- Innovation and Supply Chain Management (ISSN:21870969)
- 巻号頁・発行日
- vol.7, no.2, pp.66-74, 2013-06-30 (Released:2014-04-02)
- 参考文献数
- 13
Measuring project success is a challenging issue among researchers and practitioners, because of its multidimensional properties. During the last three decades, numerous researchers have tried to define and illustrate its dimensions. But still there is no general agreement about it. To measure and predict success of a project, we need to take into account all project stages including utilization stage of the product of a project in an integrated approach. In this paper we try to introduce a novel model to measure project success considering selection, execution and utilization stages. The model is based on the deviations from the goal of each stages. And the amount of success in this model which we call the “Circles Model”, is the magnitude of proximity to the final goal. We apply it to an example and measure its success quantitatively. Lastly we discuss four extensible directions for future studies to apply the model on high performance projects, multi stakeholders space, program and portfolio domain and finally to explore the inŽuence of the performance of each stage on the performance of the next stages.