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Mishra, Deepa, Gunasekaran, Angappa, Papadopoulos, Thanos and Dubey,

Rameshwar (2018) Supply chain performance measures and metrics: a
bibliometric study. Benchmarking: An International Journal, 25 (3). pp.
932-967. ISSN 1463-5771.

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 Supply chain performance measures and metrics: A bibliometric study

Abstract

Purpose: The purpose of this study is to review the existing literature on supply chain performance
measures and metrics (PMMs). It provides a critical evaluation of 234 articles published in past 24
years.

Design/methodology/approach: The paper examines the studies published from 1991 to 2014
by adopting the bibliometric technique of citation and co-citation analysis.

Findings: The analysis of the results indicate that the number of articles on supply chain PMMs
is increasing at its fastest pace in the past few years. Furthermore, the study identifies some of the
most influential articles on performance measurement and metrics. Finally, it concludes that there
has been a transition from traditional to more sophisticated performance measurement system.

Research limitations/implications: This study focuses only on supply chain performance

measurement and metrics and excludes research on performance management and control. Thus,
researchers may explore and extend this area of research.

Originality/value: To the knowledge of the authors, this is the first study to review the literature
on supply chain PMMs by using citation and co-citation analysis. The study includes 234 articles
over the time period of 24 years (1991-2014).

Keywords: Performance measurement, Performance measures and metrics, Supply chain

measurement systems, Citation and co-citation analysis.

Paper type: Literature review

1. Introduction

Over the last years, supply chain management (SCM) has emerged as a prime factor to increase
organizational effectiveness and for accomplishment of organizational goals. With the
considerable development in the area of SCM, both researchers and practitioners are interested in
measuring supply chain performance. According to Neely (1994), “a performance measurement
system can be defined as the set of metrics used to quantify both the efficiency and effectiveness
of actions”. The significance of measurements is stated by Kaplan (1990) who claimed that “No
measures, no improvement”. Gunasekaran and Kobu (2007) highlighted the purposes of a

1
performance measurement system: (a) identifying success; (b) identifying whether customer needs
are met; (c) helping the organization to understand its processes and to confirm what they know
or reveal what they do not know; (d) identifying where problems, bottlenecks, waste, etc. exist and
where improvements are necessary; (e) ensuring decisions are based on facts, not on supposition,
emotion, faith or intuition; and (f) showing if improvements planned actually happened (Parker
2000). Having appropriate measurement systems as well as measures and metrics in place allows
for performance measurement that is ‘vital in strategy formulation and communication and in
forming diagnostic control mechanisms by measuring actual results’ (Wouters, 2009).

However, so far only a handful of articles have reviewed the existing literature but to the best of
our knowledge no study has provided a systematic review using citation/co-citation analysis for
understanding the wide variety of research studies on the topic of supply chain PMMs. To address
this gap, in this paper we review articles on supply chain PMMs. Since supply chain performance
has grown significantly over the last 15 years, we include articles published from 1991 to 2014. In
doing so, we aim to rediscover the concept of supply chain performance measures by fulfilling the
following objectives: (i) understand the supply chain PMMs; (ii) systematically review the literature
on supply chain PMMs using citation and co-citation analysis; (iii) synthesize the findings of the
literature review; (iv) identify future research directions.

We have chosen the technique of bibliometrics of the articles published during 1991-2014 as it
provides a way to quantitatively analyse the literature by studying citations and co-citations
(Pilkington and Meredith, 2009). In order to examine the current structure of research on supply
chain PMMs, we performed citation and co-citation analysis. Citation analysis is a quantitative
technique that provides information on the degree of influence of a research article on a specific
field whereas, co-citation analysis traces the linkage and connection between the authors and their
areas of research. Citation analysis enables researchers to understand when the major articles in a
field were published and how their popularity has evolved over time, and hence if an article is still
useful for current research (Pilkington and Meredith, 2009). Co-citation analysis can reveal the
major research clusters within a particular field and how they evolve and vary across different
journals over time. Leydesdorff and Vaughan (2006: in Pilkington and Meredith, 2009) suggest
that data received through co-citation “can be considered as such linkage data among texts, while
cited references are variables attributed to texts…one should realize that network data are different
from attributes as data. From a network perspective, for example, one may wish to focus on how
the network develops structurally over time.’’

2
Bibiometric analysis have been followed in fields adjacent to OM and SCM, such as Information
Systems (Culnan, 1986), innovation (Cottrill et al., 1989), and strategic management (Nerur et al.
2008). Within the OM and SCM field, Pilkington and colleagues (Pilkington and Liston-Heyes,
1999; Pilkington and Fitzgerald, 2006; Pilkington and Meredith, 2009) have used citation and co-
citation analyses to identify the evolution of research trends within the OM field. In later studies,
Citation Network Analysis (CNA) was introduced in systematic literature review studies to pursue
an objective approach for research domain classifications (e.g., Chen and Redner, 2010; Colicchia
and Strozzi, 2012; Fan et al., 2012; Fahimnia et al., 2015). In this paper we follow the argument of
Pilkington and Meredith (2009) and suggest that there is a need to look at the field of PMMs in
SCM more objectively and answer, “what articles are actually cited in research studies? And to
reveal the structure of the interrelationships among articles, what works are commonly cited
together (co-cited)?” (p.186).

The remainder of the paper is as follows. The next section discusses the criteria used for classifying
the literature on supply chain performance measures and metrics. It follows the theoretical
background of supply chain PMMs and the presentation of the results of our citation and co-
citation analysis. The fourth section discusses the current and future trends in supply chain
performance measures and metrics based on our results, and the fifth section identifies the
managerial implications from our review of the supply chain PMMs. The last section presents the
limitations and concludes the study.

2. Methodology for reviewing the literature on supply chain performance measures and
metrics
Our analysis was carried out in two stages:
Stage 1: Citation analysis was performed to evaluate the citation frequency on a particular
document. According to Garfield (1972), the total number of citations on a scientific journal
indicates its significance in that area of research. Moreover, scholars (Sharplin and Marby, 1985;
Culnan, 1986) emphasized that the impact of heavily cited articles on scientific research is greater
than that of less cited articles. Despite the critics of citation analysis, it is still regarded as one of
the most commonly used techniques for analysing literature and identifying the most influential
author, journal, or work in that particular area of research (Mac Roberts and Mac Roberts 1989,
2010; Vokurka 1996).

3
We collected raw data for citation and co-citation analysis from different online databases such as,
ISI Web of Science (WoS) and Scopus. Since the number of journals in the database of WoS is
limited as compared to Scopus, we restricted ourselves to select relevant papers from Scopus
database only. In fact, the process of citation and co-citation analysis has been considerably
simplified due to the advancement in IT and online data storage. Then we selected those
publications that contained keywords including ‘performance measurement’, ‘performance measures and
metrics’, ‘supply chain performance measurement system’ and ‘performance measures’ and their combination in
their title, abstract and paper keywords. We divided the time period of 24 years (1991-2014) into
three equal and consecutive 8-year sub periods; 1991-1998, 1999-2006, and 2007-2014. For the
sake of clarity, we performed the same keyword search for all three sub-periods. The document
search for the first period (1991-1998) resulted in 2,441 number of publications which were further
analysed based on their relevance with the topic of our study. Similarly, we obtained 6,378 and
18,145 articles in second (1998-2006) and third (2007-2014) time periods, respectively. Following
the objectives of our study, we restricted those articles to scientific publications (articles, reviews
and conference papers) that appeared in renowned peer reviewed journals as these can be
considered as “certified knowledge” (Rodriguez et al., 2004). For data purification, we excluded
unpublished articles, working papers and newspaper articles from the database. This search
resulted in 234 relevant documents comprising of 47, 91 and 96 articles in the three consecutive
sub-periods. Later on, references and citations were recorded in a database for future analysis. The
distribution of articles by journal title is depicted in Table 1.

Table 1: Distribution of the articles by journal title

Stage 2: Co-citation analysis was conducted to investigate the relationships between authors, topics,
journals or keywords, thus elucidating how these groups are related with each other (Small, 1973;
Pilkington and Liston Heyes, 1999). Chen et al. (2010) claimed that co-citation analysis can be

4
conducted either on the basis of authors or publications, where, the former helps in manifesting
the social structure and the latter reveals the intellectual structure of research field. For that reason,
we considered those publications based co-citation analysis. In this analysis, the number of
scientific articles which have cited any particular set of two documents are recorded and
researchers decipher it as a measure for resemblance of content of the two documents (Figure 1).

Figure 1: Co-citation count (adopted by Rodriguez et al., 2004)

The co-citation analysis was conducted as follows. We analysed the citations of scientific articles
received from Step 1 to find out if any pair of reference has been cited together. This co-occurrence
gives an indication that these scientific articles apparently share similar thoughts. In this regard,
Pilkington and Meredith (2009) pointed that this collection of articles may be termed as “structural
knowledge group”. As per Leydesdorff and Vaughan (2006), such groups delineate the intellectual
structures of a field. The co-citation analysis was conducted using Bibexcel version 2014-03-25. It
is a bibliometric toolbox developed by Olle Persson (Persson et al., 2009) through which
connection with other software’s such as, Pajek, Excel and SPSS becomes easy and trouble-free
network diagrams were drawn in Pajek 2.05 software. These diagrams were further refined by
removing very thin lines and a Kamada-Kawai diagram was finally drawn. In the diagrams, the
vertices (nodes) represent the co-cited articles and the arcs (connecting lines) represent the strength
of their relationship. Thick arcs reflect that those works have been co-cited the most and they
likely share common thoughts. As thickness reduces, the connection between articles becomes
weak.

2. Review of supply chain performance measures and metrics

5
In this section we report on our literature review on supply chain PMMs. Furthermore, we identify
those articles that highlight the need for performance measurement systems, and we provide and
discuss a comparison of traditional and modern supply chain PMMs.

2.1 Performance measures and metrics: Definitions and concepts

As per Neely et al. (1995), performance measure is “a set of metrics which helps in quantifying the
efficiency and/or effectiveness of an action”. Performance measurement can be defined as the
process of quantifying the efficiency and effectiveness of action (Neely et al., 1995). The Global
Logistics Research Team at MSU (1995) identified performance measurement as one of the major
key competencies for achieving world class performance. There are well known theories explaining
the origin of the concept of performance measurement. According to Johnson and Kaplan (1987),
the concept originated at the time of industrial revolution. However, Morgan (2004) believed that
modern performance measurement came into existence during the fifteenth century in Venice.
Further, Kaplan and Norton (1997) pointed that a performance measurement system (PMS)
should contribute in providing adequate information to managers on issues related to finance,
customer internal processes and innovation and improvement.

Neely et al. (1995) noted that a “metric” is merely not a formula to compute the measure. However,
it involves the title of the measure, how it will be calculated, who will be carrying out the
calculation, and from where the data will be obtained. The most challenging task is to find out key
performance measures that add value to the organization and also identify the factors that have an
impact on core business operations.

2.2 Supply chain performance measures and metrics

The concept of “supply chain performance measures” has captured the interest of academics over
the past few decades (Taticchi et al., 2010). Due to advancements in technology and globalization,
firms these days are forced to alter the manner in which they perform in the market (Bititci et al.,
2008). Therefore, it is very important to develop an effective supply chain performance
measurement systems so that firms can utilize their resources economically while at the same time
satisfy their customers (Neely et al., 2005). Nonetheless, the task of controlling and enhancing the
performance of a supply chain is becoming more and more intricate (Cai et al., 2009). The rationale
behind this intricacy lies in the fact that performance measures may vary in terms of their context
and are determined by the strategy and structure of the supply chain and the characteristic of
products. As a result, supply chain PMMs and subsequently performance measurement systems

6
need to be critically evaluated before being generalised for any particular industry. This gives a
justification for the importance of timely development and improvement of supply chain PMMs.

Indeed, PMMs have undergone a huge transformation from conventional to advanced and
balanced techniques for measuring supply chain performance. The traditional approach was to
consider financial metrics as performance measures. These metrics provided information on
organizational performance at present but did not provide projections on future performance. As
noted by Kaplan and Norton (1992), financial performance measures may have worked well in the
early years, but are now part of a wider agenda that organizations need to consider in order to
become competitive. They suggested “balanced scorecard” as a way to achieve strategic alignment
by maintaining a balance between financial and nonfinancial measures (Kaplan and Norton, 1992).
From the beginning to the end of 1980s and early 1990s, researchers provided different sorts of
frameworks to manage firm performance such as, performance measurement matrix (Keegan et
al., 1989), performance pyramid (Lynch and Cross, 1991), results-determinants framework
(Fitzgerald et al., 1991), balanced scorecard (Kaplan and Norton, 1992) and the Cambridge
Performance Measurement Process (Neely et al., 1995). Later on, the performance prism was
proposed by Neely et al. (2001; 2002). In this direction, Supply Chain Council had made a
remarkable contribution by developing a supply chain operation reference (SCOR) model which
provides a way to characterize those practices and processes associated with supply chain
management which lead superior performance.

Although various supply chain PMMs have been proposed (Gunasekaran et al. 2004, 2005, Folan
and Browne 2005, Fynes et al. 2005), very few, if any, have attempted to propose a minimal number
of metrics in measuring the performance of a SCM system. Thus, there exists a need to determine
a set of metrics that can be used to measure a SCM system’s performance with maximum
effectiveness and minimum operating cost. Scholars (Beamon, 1999; Gunasekaran et al., 2001;
2004) noted that decision makers should lay more focus on development of PMMs. In view of
Chan (2003), performance measurement acts as a feedback on activities concerning customer
expectations and strategic objectives, thereby providing a way to improve the areas where the
performance is not satisfactory. The seminal work of Gunasekaran et al. (2004) developed a
framework on supply chain performance measurement and validated it using survey data. They
further provided a classification of measurement and metrics of a supply chain.

7
Gunasekaran and Kobu (2007), in their review and classification of supply chain PMMs, classified
literature on the basis of balanced scorecard, components of measures, location and nature of
measures, measurement base, traditional versus modern measures and decision levels.
Furthermore, they grouped various metrics into different classes such as, order planning, supplier
evaluation, production level, delivery and customer service and allocated importance ratings inside
each class via empirical research. They also highlighted the interest captured on performance
measurement and metrics by academicians and practitioners. The argument provided in their
research was further supported by McCormack et al. (2008). In a later study, Martin and Patterson
(2009) offered three classes of PMMs, that is, inventory, cycle time and financials. At the same
time, they conducted a survey based study and investigated the influence of supply relations on
PMMs.

3. Supply chain performance measures and metrics: citation and co-citation analysis

In this section we identify the influential scientific contributions in the field of supply chain PMMs.
This section is divided in two sub-sections. In the first, we discuss the results of our citation
analysis, whereas in the second section we present and comment on the results of the co-citation
analysis for each of the three periods.

3.1 Citation analysis

3.1.1 Early 1990’s to late 1990’s (1991-1998)

The most influential article in this era is the seminal work published by Kaplan and Norton (1992)
which has been cited 3839 times. The authors pioneered a performance measurement system
known as “balanced scorecard” which provides a quick and comprehensive perspective of the
business to top management. This measurement system helps the managers to get rid of the
inadequate traditional performance measurement system. The next important contribution has
been made by Neely et al. (1995) where the authors focused on the process of performance
measurement system design and provided a comprehensive review of the literature. This work
received 662 citations which reflects the significance of the article in the field of performance
measurement. Furthermore, the first article of this era by Eccles (1991) devoted to the study of
performance measurement has been cited 447 times. Only 8 of the remaining articles have been
cited more than 100 times and seventeen percent of the articles have received less than 10 citations.
The peaks of Figure 2 demonstrate the influential works published between 1991 and 1999. These
papers are also briefly reviewed in Table 2A (Appendix).

8
 4500
4000

raw citation count

3500
3000
2500
2000
1500
1000
500
0

Figure 2: Frequency distribution of most cited articles (1991-1998)

3.1.2 Late 1990’s to mid 2000’s (1999-2006)

Beamon (1999) made a revolutionary contribution by developing a universal framework for

selecting supply chain performance measures. The author identified three types of PMMs:
resource, output and flexibility, which are the necessary constituents of any supply chain
performance measurement system. The article by Beamon (1999) with 713 citations has been the
most influential work of this era. A fine piece of work by Gunasekaran et al. (2001) that received
650 citations becomes the second most important article of this time period. In their work, a
framework for measuring the performance of a supply chain at three levels (strategic, tactical and
operational) was developed and a set of key performance metrics was presented. The third most
significant work of this era was by Gunasekaran et al. (2004) who developed a framework and
highlighted the importance of SCM PMMs. Their idea of viewing performance measures and
metrics through the lens of SCM has stimulated scholars to further explore this emerging area.
The impact of their work can be identified from the fact that till now 582 scientific articles have
been published based on their work. Out of the remaining articles, 5 have been cited over 200
times and 12 articles have received more than 100 citations. Interestingly, only 11 percent articles
have less than 10 citations. The three major peaks of Figure 3 demonstrate the influential works
published between 1999 and 2006. These papers are also briefly reviewed in Table 2B (Appendix).

9
 800
700

raw citation count

600
500
400
300
200
100
0

Figure 3: Frequency distribution of most cited articles (1999-2006)

3.1.3 The recent years (2007-2014)

In the third era, the most significant scientific work on the issue of performance measures and
metrics was published by Gunasekaran and Kobu (2007) and since then, it has been cited 149
times. Their work is an important contribution as it specifically addressed the key performance
measures and metrics in supply chain and logistics operations. Furthermore, other scholars
including Lee et al. (2007), Giannakis (2007), as well as Hassini et al. (2012) have also been
influential. In particular, Lee et al. (2007) have studied the relationship between the links in the
supply chain and performance, as defined by cost-containment and reliability of partners.
Following a survey they conducted with relevant stakeholders, they found that with regards to
cost-containment internal integration was the most important factor, while supplier integration
was vital to achieving reliable performance. Their study called for further investigation of both
financial and other PMMs for supply chain, which would provide innovative insights for managing
supply chains but also for planning and executing supply chain strategies. At the same year,
Giannakis (2007) has proposed an analytical model for assessing supplier relationships’
performance. Giannakis underlines the importance of considering both hard and soft features of
business (and hence supplier) relationships. The soft PMMs include, for instance, the perceptions
of the participating parties regarding their partners’ performance to the relationship. The model
can be used with both qualitative and quantitative data and help suppliers in selecting appropriate
strategies that minimise the gap in partners’ perceptions of particular relationships. In a later study,
Hassini et al. (2012) have reviewed the literature on sustainable supply chain management and
recognised the importance of PMMs for maintaining supply chain practices. In their illustrative
case study, they showed the practical side of PMMs, that is, the industry demands such indicators

10
and acknowledges their complex nature; and they developed a framework for PMMs in sustainable
supply chains. The framework illustrates the need for further research on PMMs in each of the
economic, environmental, and societal pillars of sustainability and for each of the different supply
chains partners (Supplier, manufacturer, distributor, retailer, and customer). These papers are also
briefly reviewed in Table 2C (Appendix).

160
140
raw citation count

120
100
80
60
40
20
0

Figure 4: Frequency distribution of most cited articles (2007-2014)

The citation frequency of influential articles of each era can be seen in Table 3 (Appendix). Figure
5 demonstrates the changing pattern of publications in each year, starting from 1991 till the end
of 2014. As can be clearly seen from the figure that major work on performance measurement
system initiated in 1992 with the advent of “balanced scorecard”. During years 1993 and 1994,
the number of publications on performance measurement increased slowly. A similar pattern can
be noticed between the years 1996 to 2004. Interestingly, a dramatic rise in publications of this
field can be observed thrice that is in years 1995, 2005 and 2014. Therefore, we can sum up that
after a number of ups and downs, this area has been able to retain the interest of scholars and
practitioners.

11
 30

number of articles published 25

20

15

10

0
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Figure 5: Frequency distribution of number of articles published during 1991-2014

Turning our focus now to identify the journal contribution to this particular area, we analyse the
number of publications in 10 chosen journals during the time period 1991-2014. It is evident from
the shape of the graph that the highest peak represents International journal of operations and
production management (IJOPM) which reflects that this journal has given the maximum
contribution to this field.

80

70

60
number of articles

50

40

30

20

10

0
IJPR IJPPM IJOPM BIJ IJPE SCMIJ BH PPC HBR IJPDLM

Figure 6: Frequency distribution of number of articles published in selected journals

Also, the graph illustrates that Benchmarking: An International journal (BIJ) and International
Journal of Productivity and Performance Management (IJPPM) are among the emerging journals
which are contributing by publishing articles on this area.

12
3.2 Results of Co-citation analysis
In this section we report the results of co-citation analysis for each of the 3 clusters of studies on
supply chain PMMs. Figure 7, 8 and 9 present the co-citation analysis for the three eras (1991-
1998, 1999-2006 and 2007-2014). In the figures the different research works are presented as nodes
and their relationships in arcs that have different width. This reflects the difference in the nature
of relationship between these articles. The thick arcs extrapolates the strong relationship between
the two co-cited articles. In contrast, the thin arcs indicate that the co-cited articles apparently do
not share common ideas. The maximum co-citation value of the publications can be seen in Table
4 (Appendix).

3.2.1 Early 1990’s to late 1990’s (1991-1998)

Figure 5 presents the co-citation analysis for the first cluster that inlcudes the years 1991-1998. In
the figure the different research works are presented as nodes and their relationships in arcs that
have different width. This reflects the difference in the nature of relationship between these
articles. For instance, the arc between Kaplan (1983) and Kaplan and Norton (1992) is thick;
extrapolates the strong relationship between the two co-cited articles. A similar observation can
be made for the case of Crawford and Cox (1990) and Fry and Cox (1989). In contrast, the arc
between Neely et al. (1995) and Fry and Cox (1989) or, between Neely et al. (1995) and Crawford
and Cox (1990) is thin, indicating that these articles apparently do not share common ideas.

Figure 7: Co-citation analysis for the first cluster (1991-1998)

3.2.2 Late 1990’s to mid 2000’s (1999-2006)

13
The relationship between the co-cited articles of era 2 (1998-2006) can be seen in Figure 6. It is
clear from the diagram that the arc between Kaplan and Norton (1992) and Kaplan and Norton
(1996) is thick which depicts that there exists a strong relationship between the two co-cited
articles. A similar relationship can be seen in the case of Kaplan and Norton (1992) and Dixon et
al. (1990). However, it is apparent from the arc between Neely (1998) and Wisner and Fawcett
(1991) or, between Neely (1998) and Lynch and Cross (1991) is thin which indicates that these
articles have weak relationship.

Figure 8: Co-citation analysis for the second cluster (1999-2006)

3.2.3 The recent years (2007-2014)

The figure below shows the relationship between the co-cited articles of era 3 i.e., 2007-2014
(Figure 7). Here, the thick arc between Kaplan and Norton (1996) and Kaplan and Norton (1992)
as well as between Gunasekaran and Beamon reflects a stronger relationship between the two co-
cited articles, as compared to a thinner arc between Keenerley and Neely (2003) and Neely et al.
(2002) which shows a weaker relation.

14
 Figure 9: Co-citation analysis for the third cluster (2007-2014)

4. Current and future trends in supply chain performance measures and metrics

Our results reveal that the nature of performance measures and metrics has changed over the
years. It was with the beginning of era 1 when the conventional performance measurement system
was replaced with a new and flexible performance measurement system (Kaplan and Norton,
1992). This era marked the development of frameworks to overcome the criticism faced by earlier
financial measures by providing a balance between financial and operational measures. No matter
if the seminal paper by Kaplan and Norton argued for a broader view of PMMs, the papers in this
era were either empirical papers that perpetuated the use of tangible PMMs, or conceptual papers
that stated the need to include both tangible and intangible PMMs in measuring supply chain
performance. The review articles published during that period, especially by Neely, Bititci, and
colleagues illustrate the need to adopt new/alternative lenses to explain supply chain performance
related phenomena, and make the case for different methodologies and methods (both quantitative
and qualitative) to be applied (Table 2A). This is also shown in the co-citation analysis, represented
by the arcs amongst the works of Kaplan (1983) and Kaplan and Norton (1992), as well as Neely
and colleagues (Figure 5).
The second era presents an attempt to resolve these issues, where various processes and methods
are developed (Table 2B). The number of reviews and conceptual articles here is relatively lower
than in era 1, since here scholars aim to apply and explore the use of PMMs within performance
measurement systems, and discuss the challenges in their application, as well as lessons to be learnt
from the successful or unsuccessful application (e.g. Bourne et al., 2002). Furthermore, researchers
explore relationships between different PMMs as well as expanding the use of PMMs in adjacent
SCM fields, such as green SCM (Hervani et al., 2005). However, there are limited, if any, studies

15
here that (i) use mixed methods to apply PMMs; (ii) apply alternative theories and lenses to explain
the application of PMMs; (iii) propose practice-based frameworks that may inform research on
PMMs in SCM and bridge the gap between academia and practice; and (iv) suggest mathematical
modelling and techniques to study PMMs and their application in supply chain. The co-citation
analysis (Figure 6) suggests that still the works of Kaplan and Kaplan and Norton are influential
across domains and journals as research on PMMs evolves, but the aforementioned challenges are
yet to be fully addressed.

In the third era the number of empirical studies that use non-financial measures on PMMs and
follow qualitative methods to study their application is popular, as inferred from Table 2C. The
review studies are limited, and this shows that in this era scholars are investigating the applications
of PMMs and conduct empirical studies. Finally, there are studies that distinguish the application
of PMMs in different contexts (e.g. SMEs) (Garengo and Bititci, 2007) and adjacent fields, e.g. the
study of Hassini et al. (2012) on sustainable supply chain performance that provide expand current
thinking. Still, the same challenges remain as in era 2, including the application of mixed methods
and alternative theories, as well as the use of purely mathematical techniques (e.g. modelling).
Scholars carry out empirical analysis of the proposed frameworks (Gunasekaran et al., 2004). The
co-citation analysis (Figure 7) reveals the impact of Kaplan and Norton papers across domains and
journals, which is reflected in the need for applying different types of PMMs in diverse contexts
and discuss the related challenges.

4.1 Future trends in supply chain performance measures and metrics

Based on our previous review, we propose the following as some of future research directions:
1. We provide a classification of supply chain PMMs over time and split the period 1991-2014 in
three sub-periods. Future works could classify those papers differently; for instance, they could
follow Fan et al. (2012) who inductively classified articles on occupational health and safety in
OM and produced a map of knowledge that shows the evolution of articles/research.
2. Based on our review of supply chain PMMs, scholars could develop further frameworks that
classify PMMs at different levels, e.g. strategic, tactical and operational (Gunasekaran et al.,
2015).
3. Our review suggests that both financial and non-financial PMMs are important. Therefore, we
would endorse researchers to study PMMs and their relationships and develop and test
particular frameworks.

16
4. Our review of the literature suggests that there are very limited, if any, studies (that are highly
cited) that use suitable mathematical and simulation models for modelling and analysis of
supply chain PMMs. Therefore, we argue that more research should be conducted in
developing and testing appropriate models that are inclusive and easy to use by both scholars
and practitioners. These models may assist in the prioritisation of PMMs across levels and in
their application in different types of organization (e.g. SMEs vs. MNCs).
5. There is lack of research on alternative lenses to the study of phenomena related with the
application of supply chain PMMs. We would endorse scholars to use theories and lenses from
other disciplines (Taylor and Taylor, 2009) to explain such phenomena.
6. There is lack of research on mixed methods when conducting studies on supply chain PMMs.
More research is needed in using mixed methods when applying different supply chain PMMs
and frameworks.
7. We would argue for more applied frameworks on PMMs that stem from the interaction of
academia (and literature reviews) with practice, that is, by gaining the insights of practitioners
through e.g. interviewing to understand how different the metrics they use are from the ones
revealed by literature reviews.
8. More research is needed in identifying suitable organizational structures for applying PMMs,
as well as appropriate champions and leaders who would facilitate these changes (Gunasekaran
et al., 2015).

5. Managerial implications
We underline the importance for managers to attend to the diverse supply chain PMMs, which
should be inclusive of financial and non-financial aspects, as well as tangibles and intangibles.
These PMMs need to adapt to the multifarious business objectives, risks, stakeholder agendas and
requirements, as well as costs entailed when measuring PMMs. Therefore, managers have to
consider those factors in order to develop and test performance measurement systems based on
PMMs and make informed decisions whether particular PMMs need to change or particular
changes need to occur in the processes or structure that these PMMs represent. PMMs are
dependent on the type of industry, client, the organizational goals and objectives, the nature of the
market, and the technological competence of the organization (Gunasekaran and Kobu, 2007).
Finally, robust data collection and analysis, infrastructure investments and human resources and
competencies are needed to put appropriate PMMs and frameworks into practice. Frequent
auditing is also needed to ensure the frameworks and PMMs are working appropriately or need to
be updated/adjusted. To ensure this update and adjustment is conducted in a fair way, appropriate

17
stakeholders and senior executives should participate in determining the PMMs (Gunasekaran et
al., 2015).

6. Conclusions and limitations

In this paper we have attempted to review the literature on supply chain PMMs from 1991-2014
using a bibliometric analysis. To our knowledge this is the first study attempting to classify highly
cited and co-cited works within supply chain PMMs. Our findings can help researchers in (i)
understanding the evolution of research trends in the field, and those articles that have been
influential in shaping research in particular periods; and (ii) reveal the major research clusters in
the field in each of these periods. It is vital for managers to attend to supply chain PMMs and
adapt them based on the organizational context and stakeholder needs and views. A careful
evaluation, however, of the relevant PMMs by managers is vital for the achievement of
organizational objectives.

The paper has the following limitations:

1. The findings of the review are based on academic journals. The literature stemming from
practitioner journals was excluded for accessibility limitations (Eksoz et al., 2014;
Gunasekaran et al., 2015).
2. Our review covered the years 1991-2014, which is representative of the supply chain
PMMs. The list is not exhaustive, but comprehensive, covering a significant list of scientific
journals and highly-cited and co-cited articles.
3. Our method of conducting co-citation analysis is not the only method (Fahimnia et al.,
2015). There are different methods to conduct co-citation analysis (Pilkington and
Fitzgerald, 2006; Pilkington and Meredith, 2009; Colicchia and Strozzi, 2012; Fan et al.,
2012). In this paper we follow Pilkington and Meredith (2009).
4. The findings were based on searches using particular keywords. This technique has been
used in the past by scholars (e.g. Eksoz et al., 2014; Gunasekaran et al., 2015). All authors
have interacted on the literature review and classifications (Chen et al., 2014). We
controlled for quality focusing on peer-reviewed articles (Esposito and Evangelista, 2014).

Notwithstanding the aforementioned limitations we believe our study provides food for thought
and encouragement for scholars to further explore supply chain PMMs.

5. Acknowledgements

18
The first author would like to acknowledge the financial assistance from Indian Institute of
Technology Kanpur, India.

19
Appendix Table 2A: Articles in the first era (1991-1998)

Article Topic Research strategy Research

Method

Eccles (1991) Underlines the need to shift from financial to a broader set of PMMs Conceptual N/A
Empirical (Case
Kaplan and Norton (1992) Proposes Balanced Scorecard (BSC) to measure performance study) Multi-source

Survey and
Nagarur (1992) Examines flexibility and reliability, and proposes producibility, as the extent Empirical multi-source
to which a system fulfills its purpose. Furthermore it develops
mathematical models to compute this measure.

Lebas (1995) Performance needs to be constructed by both the management system and Review N/A
managers.

Bittici (1995) Presents the analysis, modelling and design of performance measurement Empirical (Case Multi-source
systems. study)
Reviews the literature on performance measurement and proposes a future
Neely et al. (1995) research agenda. Review N/A

White (1996) Reviews the literature on manufacturing performance measurement and Review N/A
lists 125 different strategy-related measures.

Flapper et al. (1996) Attends to the relationships between performance indicators for effective Empirical Multi-source
and consistent performance management systems.

Rangone (1996) Illustrates the potential of the analytical hierarchy process (AHP) for Empirical (Case Multi-source
assessing and comparing the manufacturing performance of different study)
departments, demonstrating the issues and challenges that may occur due
to the potential application.
Benjaafar and Ramakrishnan
(1996) Introduces different representation and measurement schemes for Conceptual N/A
sequencing flexibility and discusses the usefulness and limitations of each.

20
Ghalayini and Noble (1996) Reviews and analyses the limitations of traditional approaches and current Review N/A
trends to performance measurement. Discusses characteristics of
performance measurement necessary for world-class manufacturing
performance.

Chen and Chung (1996) Investigates the relationship between flexibility and performance, reviews Empirical Multi-source
the literature on flexibility and proposes alternative measures for assessing
machine and routeine flexibility. Furthermore, it provides to examples to
illustrate the applicability of measures.

Neely et al. (1996) The paper surveys 850 companies from various industries to gather data on Empirical Survey
performance measurement and system design processes. Illustrates that
performance measurement is achieved when companies have decided a
priori what to measure and how to measure it; have collected data; and
have eliminated any conflicts in their measurement systems.
Ghalayini et al. (1997)
Presents an integrated dynamic performance measurement system Empirical (Case Survey
(IDPMS), which is developed with a private company. It proposes that the study)
integrated system can be achieved by linking processes in management,
process improvement team, and factory shop floor.

21
 Critically evaluate current PMMS and propose a new performance
Kim et al. (1997) measurement system using activity-based costing to consider financial and Empirical (Case Multi-source
non-financial criteria simultaneously. study)

Neely et al. (1997) Develops and tests a framework that can help in designing performance Empirical (Case Multi-source
measures study)

Bititci et al. (1997) Proposes the viable systems model (VSM) to assess the integrity of the Conceptual N/A
performance measurement system. Develops a model to be used in order
to design and audit performance measurement systems.

Azzone and Noci (1998) Illustrates techniques and architecture for performance measurement Empirical (case study) Multi-source
systems that assist in the implementation of feasible “green” manufacturing
strategies, and shows the application of these techniques.

Ljungberg (1998) Discusses how companies can obtain information on the magnitude and Empirical (case study) Survey
reason for machinery losses. This information is then provided to inform
planning activities of machinery losses and provide base for planning
activities in the total productive maintenance framework.

Van Hoek (1998) Proposes a preliminary framework to enable measuring un-measurable Conceptual N/A
performance that allows supply chain competitiveness and directs
management attention to those areas for supply chain optimization.

22
Table 2B: Articles in the second era (1999-2006)

Article Topic Research strategy Research

Method

Waggoner et al. (1999) Illustrates those forces that shape the evolution and change of Review N/A
organisational performance measurement systems. These forces are then
classified in ‘internal’ influences, ‘external influeences’, ‘process issues’ and
‘translformaceion ‘ uses.

Conceptual
Beamon (1999) Assesses the performance measures used in supply chain models and N/A
presents a framework for the selection of PMMs for manufacturing supply
chains.

Suwignjo et al. (2000) Develops Quantitative Models for Performance Measurement Systems Empirical (Case Multi-sources
(QMPMS) using cognitive maps, cause and effect diagrams, tree diagrams, study)
and the analytic hierarchy process.

Bourne et al. (2000)

Proposes a framework for analyzing the implementation of a performance Conceptual N/A
measurement system. It underlines the importance of aligning the
performance measurement system with strategy.

23
Neely et al. (2000) Illustrates the development and testing of a structured methodology for the Empirical (Case Action
design of performance measurement systems. Proposes a framework that study) research
helps organizations identify those characteristics that need to be part of the
design framework.

Medori and Steeple (2000) Illustrates the need to incorporate both financial and non-financial Empirical (case study Ethnographic
measures when designing PMMs. Proposes a framework that aids –ethnography) methods
manufacturing organisations to select and implement PMMs.

Bititci et al. (2000) Makes the case for dynamic performance measurement systems and Empirical (case study) Reports
reviews the literature. Develops a model for integrated and dynamic
performance measurement systems.

Gunasekaran et al. (2001) Reviews the literature on PMMs in SCM. It develops a framework for Review Literature
measuring the strategic, tactical and operational level performance in a survey
supply chain. Finally, it presents a list of key performance metrics.

Hudson et al. (2001) Proposes measures of operational performance that enable the Empirical (case study) Action
achievement of strategic objectives. It therefore helps develop effective research
performance measurement in SMEs.

De Toni and Tonchia (2001) Argues for the abandonment of the PMS models that based on keeping Empirical Survey
traditional cost performance separate from the non-cost measures; for
integration with other firm systems; and for consideration of human
resources.

24
Bourne et al. (2002)
Discusses the success and failure of performance measurement system Empirical (case study) Interviews
design interventions.

Kennerley and Neely (2002) Argues for organizations to have in place systematic processes to manage Empirical (multiple Interviews
the evolution of their performance measurement systems, and explores the case study)
forces that shape the evolution of measurement systems. It presents a
framework that discusses those forces that shape the evolution of
measurement systems

Ittner and Lacker (2003) Assesses the extent to which companies are using non-financial Empirical (multiple Multi-sources
performance measurements. case method)

Chan and Qi (2003) Proposes an innovative performance measure measurement system that Empirical Multi-sources
contributes to the literature of Supply Chain Management. This allows tto
build models that are holistic and measure the performance of the supply
chain.

Gunasekaran et al (2004)
Proposes a framework that provides a better understanding of SM papers Review N/A
Performance measurement and metrics pertaining to SCM that have not
received adequate attention from researchers or practitioners.

25
Lockamy and McCormack Explores the relationship between supply-chain management planning Empirical Survey
(2004) practices and supply chain performance. This is done based on the four
decision areas by SCOR Model Version 4.0 (Plan, Source, Make, Deliver) (interview)
and on interviews conducted with nine supply-chain management experts
and practitioners on management planning practices.

Hervani et al. (2005) Aims to raise awareness with regards to the issues on green SCM and green Review Literature
SCM measurement. Context (inter-organizational, environement) plays an survey
important role.

Conceptual
Neely et al. (2005) Argues for performance measurement system design, than the detail of N/A
specific measures. It includes a comprehensive review of the relevant
literature, and proposes a research agenda.

Shepherd and Günter Reviews the literature and provides a taxonomy of performance measures Conceptual N/A
followed by a critical evaluation of measurements. Despite the considerable
advancement in the literature, a number of problems have not been yet
solved. It providse a taxonomy and implications for future research.

26
Table 2C: Articles in the third era (2007-2014)

Article Topic Research strategy Research

Method
Forslund and Jonsson (2007)
Discusses the impact of two PMMs, that is, forecast information access and Empirical Survey
forecast information quality of supply chain performance.
Empirical (Case
Thakkar et al. (2007) Proposes an integrated qualitative and quantitative approach to the study) Interviews
development of a balanced scorecard (BSC) for measuring SC performance

Ritchie and Brindley (2007) Proposes a framework that considers both risk and performance in supply Empirical (Case Interviews and
chains and provides a classification of risk drivers. studies) documentation

Gunasekaran and Kobu Reviews the literature on PMMs and suggests that they should be reviewed Review Literature
(2007) in light of the new knowledge economy where activities are not easily survey
identifiable. Discusses challenges related to the measuring of intangibles
and nonfinancial performance measures in the knowledge economy.
Interviews
Aramyan et al. (2007) Proposes and tests a conceptual framework for measuring performance in Empirical (Case
the agri-food supply chain. study)
Moxham and Boaden (2007)
Identifies the applicability and impact of applying business performance Empirical (Case Interviews
measurement frameworks to voluntary organizations. study)

27
Garengo and Bititci (2007) Discusses the factors that shape performance measurement practices in Empirical (Case Interviews
SMEs. study)

Lee et al. (2007) Examines the relationship between supply chain linkages and supply chain Empirical Survey
performance, as measured by cost-containment and reliability of supply
chain partners.

Giannakis (2007) Develops an analytical model to assess the performance of supplier Conceptual N/A
relationships, based on the nature and the performance of each partner to
the relationship.

Bhagwat and Sharma (2007) Proposes analytical hierarchy process (AHP) methodology to help in Empirical Survey
reaching SCM evaluation decisions

Wong and Wong (2008) Discusses the challenges related to the past literature and the use of data Review Literature
envelopment analysis (DEA) modeling approach in supply chain survey
benchmarking.

Cousins et al. (2008) Develops and tests a model that underlines the importance of socialization Empirical Survey
mechanisms as mediators in the relationship between supplier performance
measures and performance outcomes.
Muchiri and Pintelon (2008)
Suggests “overall equipment effectiveness (OEE)” as a performance- Review Literature
measurement tool that measures different types of production losses and survey
indicates areas of process improvement; proposes a framework for
classifying and measuring production losses for overall production
effectiveness.

28
 Conceptual
Chae (2009) Proposes particular key performance indicators (KPI) to measure supply N/A
chain performance based on industry by adopting SCOR’s four meta-level
processes, and offers a practical approach to developing PMMs.

Chia et al. (2009) Examines how supply chain executives measure and perceive PMMs from Empirical Survey
a BSC perspective.

Lin et al. (2009) Examines the factors that influence the adoption of RFID and the impact Empirical Survey
of RFID on supply chain performance.
Visich et al. (2009)
Investigates the benefits of RFID adoption on supply chain performance. Empirical Survey

Cocca and Alberti (2010) Proposes a framework to be used by small and medium size enterprises Empirical Survey
(SMEs) to assess their performance measurement system (PMS).

Muchiri et al. (2011) Suggests that PMMs should result out of a careful analysis of the Conceptual N/A
interaction of maintenance with organizational functions and in particular
production; proposes a framework for choosing maintenance function
PMMs.

Hassini et al. (2012) Reviews the literature on sustainable supply chains (2000-2010), provides a Review Literature
framework for PMMs in sustainable supply chains, and illustrates how a survey
company sets PMMs in this context.

29
Table 3: Publication citation frequencies in each eras

30
Table 4: Most frequently co-cited articles (1991-2014)

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