Benchmarking an international journal pdf

E-commerce refers to the facilitation and delivery of goods and services to the customers employing an electronic arrangement.

For an e-commerce firm, the customer service…. The need to stay competitive amidst ever-changing business environment has shifted competitive strategies from firms to supply chains. Managers are now basing competitive…. The pandemic crisis has resulted in global chaos that had caused massive disruption to the supply chain. The pharmaceutical industry, in particular, has been working….

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This study provides a systematic review of the literature within the manufacturing strategy MS domain focusing on the congruence aspect of different strategic functions…. Report bugs here. Please share your general feedback.

You can join in the discussion by joining the community or logging in here. You can also find out more about Emerald Engage. Visit emeraldpublishing. Answers to the most commonly asked questions here. All issues EarlyCite. Volume 28 Issue 10 Issue 9 Issue 8 Issue 7 Issue 6 Issue 5 Benchmarking and Modelling through Industry 4.

Issue 4 Issue 3 Issue 2 Issue 1 Issue 10 Issue 7 Literature reviews on benchmarking and operations management: theory building and innovative research frameworks. Issue 5 Issue 6 Integration of sustainability principles into supply chain management processes and practices. Issue 2 Benchmarking and best practices in industrial service business. Issue 1 Including Special Issue papers on Supply chain networks in emerging markets.

Issue 6 Supply chain networks in emerging markets. Issue 4 The impact of electronic commerce on the supply chain. Issue 3 Benchmarking the Greening of Business. Issue 5 Benchmarking of supply chain performances. Issue 3 Modelling Strategic Business Decisions. Issue 4 Benchmarking in Total Quality Management. Issue 3 Benchmarking in Services. Issue 6 Benchmarking in health Part II. Issue 5 Benchmarking in Health Part I. Issue 2 Benchmarking in civil aviation. Suresh , Juan Alfredo Tuesta Panduro Resilience, the ability of start-ups to deal with anticipated instabilities and probable disruptions, is becoming an important success element during coronavirus disease….

PDF KB. Downloads Financial inclusion through Kiosk-based banking services: a study with reference to business correspondent models in the state of Kerala Muhammed Shafi M. Ravindar Reddy The paper aims to study the outreach and performance of business correspondent BC models, which are implemented as a subsidiary agent of banks to accelerate the….

Downloads 2. Aaditya Jain , Saket Shanker , Akhilesh Barve The hotel and tourism industry forms a crucial economic sector for all the economies around the world. PDF 2. Frederico This study endeavours to a develop a comprehensive interpretive structural modelling ISM toolkit containing sufficient details about the suitability and procedural…. Benchmarking the failure assessment of perishable product supply chain using fault tree approach: insights from apple case study of India Manisha Bhardwaj , Rajat Agrawal The purpose of this paper is to facilitate perishable product supply chain PPSC managers and practitioners to assess PPSC failure events.

PDF 1. Application of blockchain technology for agrifood supply chain management: a systematic literature review on benefits and challenges Ayushi Srivastava , Kavya Dashora This study aims to explore and analyze the application of blockchain technology BKCT in agrifood supply chain management AFSM. Designing platform ecosystems for collaboration, innovation and growth Ajay Kumar Singal This paper explores the design dimensions that foster identity construction, legitimation, and growth of digitally mediated platform ecosystems.

Is health consciousness and perceived privacy protection critical to use wearable health devices? Subramani , N. Downloads 7. The road towards industry 4. Decision model with quantification of buyer-supplier trust in advanced technology enterprises Zachary A. Lambert In the buyer-supplier relationship of a high-technology enterprise, the concepts of trust and risk are closely intertwined.

PDF 4. Measuring the performance of the Indian banking industry: data envelopment window analysis approach Shakeb Akhtar , Mahfooz Alam , Mohd Shamim Ansari This study aims to empirically evaluate the performance of commercial banks operating in India.

Relationship between perceived performance management system PMS effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment Neha Paliwal Sharma , Tanuja Sharma , Madhushree Nanda Agarwal Performance management systems PMSs are critical for organizational success, but research is undecided on their constructive influence and the means through which they….

Analysing drivers of efficiency in the leather industry: a two-stage double bootstrap DEA approach Aparajita Singh , Haripriya Gundimeda The Indian leather industry contributes to economic growth at a significant environmental cost. Does a retailer's performance depend on CSR practices? A stakeholder theory perspective from developing economy Anil Kumar , Rohit Kr Singh The study aims to examine the relationship between retailer's performance and corporate social responsibility CSR practices in Indian context.

Revenue efficiency evaluation of life insurance companies in India: identification of leaders and laggards Aparna Bhatia , Megha Mahendru The purpose of this article is to evaluate revenue efficiency performance of life insurance companies in India. Benchmarking the economic and environmental performance of water utilities: a comparison of frontier techniques Maria Molinos-Senante , Alexandros Maziotis , Ramon Sala-Garrido The purpose of this paper is to estimate and compare the efficiency of several water utilities using three frontier techniques.

Strategic sourcing model for green supply chain management: an insight into automobile manufacturing units in India Sudipta Ghosh , Madhab Chandra Mandal , Amitava Ray Supplier selection SS is one of the prime competencies in a sourcing decision.

Understanding dynamic distribution capabilities to enhance supply chain performance: a dynamic capability view Syeda Wajiha Kazmi , Waqar Ahmed The purpose of this paper is to evaluate and understand the factors that contribute to the enhancement in the process of supply chain activities, specifically among…. Environmental policy stringency and comparative advantage of environmental sensitive goods: a study of textile exports in G20 countries Alisha Mahajan , Kakali Majumdar Textile, listed as one of the highly environmentally sensitive goods, its trade is susceptible to be influenced by the implementation of stringent environmental policies….

Green human resource management and environmental performance: the role of green supply chain management practices Amer Saeed , Fatima Rasheed , Maimoona Waseem , Mosab I.

Tabash This research scrutinizes the connection between green human resources management GHRM and environmental performance EP through mediating role of green supply chain…. Benchmarking the assessment of barriers to the admission of management education in India during the COVID pandemic Pradeep Kumar Tarei , Santosh Kumar This paper proposes a decision-making framework for assessing various dimensions and barriers that have affected the admission process in management educational….

A preliminary investigation into senior management skills: the context of third-party logistics 3PLs providers James Midgley , Ozlem Bak The third-party logistics 3PL provider has faced significant change since containerisation with the broadening scope of supply chains and technological developments….

What drives employee's involvement in corporate volunteering? Bright and dark side of consequences to organization Srinivasan Sekar This study assesses the relevance of both individual and contextual factors as an antecedent to employee participation in corporate volunteering CV activities and…. Insights from systematic literature review of supply chain resilience and disruption Nishant Agrawal , Rajesh Kumar Jain The study of supply chain disruption SCD and supply chain resilience SCR remains to be studied deeply in the field of business management.

PDF 7. Communication performance inherent in the repetitive attributes of projects: the case of mass housing projects Titus Ebenezer Kwofie , Samuel Amos-Abanyie , Frank Fugar , Samuel Owusu Afram , Clinton Ohis Aigbavboa , Emmanuel Owusu Banahene The perception that the repetitive nature and attributes of mass housing projects MHPs induce significant influence on communication among projects teams have….

Modelling the role of social media usage in improving users well-being: a social enhancement model perspective Rahul Bodhi , Tripti Singh , Yatish Joshi Employees have gradually adopted social media sites and their applications that have been associated with enhanced communication and collaboration at the workplace….

Supply chain integration and economic performance: empirical evidence from a developing country Minh Hue Nguyen , Anh Chi Phan , Yoshiki Matsui This study seeks to investigate the impact of supply chain integration SCI practices on economic performance in Vietnamese enterprises.

Rajeev , Millie Pant Productivity improvement is key to sustainability performance improvements of organizations. The influence of the quality criteria on the quality cost of suppliers in SMEs Ehsan Masoudi , Arash Shahin After quality costing, most companies do not know how to invest in supplier quality improvement.

The role of predictive analytics to explain the employability of management graduates Ramakrishnan Raman , Dhanya Pramod In India, one of the prime focuses of a post-graduate management program is to prepare students and make them job-ready.

Quality intervention, supplier performance and buyer—supplier relationships: evidence from the garment industry Imranul Hoque , Miguel Malek Maalouf This study investigates the impact of a buyer-assisted quality intervention on suppliers' quality performance and buyer—supplier relational dynamics in the garment industry. Modelling interrelationships of quality management, information technology and entrepreneurial culture and their impact on performance from Indian IT enabled service SMEs Rana Basu , Prabha Bhola This paper attempts to empirically model and analyse interrelationships of quality management QM , information technology IT and entrepreneurial culture EC with its….

A remanufacturing inventory model to control the carbon emission using cap-and-trade regulation with the hexagonal fuzzy number Ritu Arora , Anubhav Pratap Singh , Renu Sharma , Anand Chauhan The awareness for protecting the environment has resulted in remanufacturing and recycling policies in manufacturing industries. The dark shadow of corruption on new product development Saikat Banerjee The study examines the effects of corruption activities on new product development of firms.

Understanding big data-driven supply chain and performance measures for customer satisfaction Ramadas Thekkoote Supply chain analytics with big data capability are now growing to the next frontier in transforming the supply chain. The drivers of employee creativity and organizational innovation: a dynamic capability view Akriti Chaubey , Chandan Kumar Sahoo This paper aims to examine the drivers of employee creativity and organizational innovation empirically.

Journey of customers in this digital era: Understanding the role of artificial intelligence technologies in user engagement and conversion Surajit Bag , Gautam Srivastava , Md Mamoon Al Bashir , Sushma Kumari , Mihalis Giannakis , Abdul Hannan Chowdhury The first research objective is to understand the role of digital [artificial intelligence AI ] technologies on user engagement and conversion that has resulted in high….

Competency framework to integrate lean construction and integrated project delivery on construction megaprojects: towards a future of work global initiatives in multinational engineering organisations Martin Evans , Peter Farrell , Emad Elbeltagi , Helen Dion Built environment organisations face global challenges between business units, especially since the coronavirus pandemic COVID has profoundly disrupted the…. PDF 6. Engine of entrepreneurial intentions: revisiting personality traits with entrepreneurial education Abhijeet Biswas , Rohit Kumar Verma The intent to start an entrepreneurial venture is predisposed by certain personality traits.

Embracing advanced manufacturing technologies for performance improvement: an empirical study Rajesh Kumar Singh , Amulya Gurtu This study has analyzed strategic issues in implementing advanced manufacturing technologies AMTs in manufacturing organizations in India and their relative importance.

Information-centric influence strategies for quality assurance in reverse logistics supply chains: external stakeholders' perspective M. Jorge Ochoa The purpose of this paper is twofold: firstly, to identify the information-centric strategies of external stakeholders that influence the quality assurance QA in the…. Sustainability of operations through disruptive technologies in the petroleum supply chain Sourabh Kumar , Mukesh Kumar Barua Disruptive technologies can significantly contribute to the sustainability of operations in the petroleum supply chain.

Benchmarking the outsourcing factors of third-party logistics services selection: analysing influential strength and building a sustainable decision model Sharfuddin Ahmed Khan , Shahed Alkhatib , Zaina Ammar , Md. Abdul Moktadir , Anil Kumar Outsourcings always affect crucial supply chain functions concerning flexibility and cost.

SWOT analysis of Industry 4. Benchmarking of Singapore maritime cluster: the role of cluster facilitators Shahrin Osman , Balan Sundarakani , Torger Reve This article analyses the role of cluster facilitators in the Singapore maritime cluster.

The most cited article in ISI Web of Knowledge Web of Science is Chassin , who argues that quality problems frequently occur at rates of percent in the health care sector.

Thus, the benefits of Six Sigma in medical centers could be significant, emphasizing the improvement in business processes and reduce patients exposure to the risks. Chan uses Six Sigma to improve pharmacist dispensing errors in the pharmacy department of a clinic in Taiwan. Actually, quality improvement in health care institutions is of paramount importance as already established in the literature Chow-Chua and Goh, , , Revere and Black propose an integrating method, which merges Six Sigma with TQM, highlighting the Six Sigma contribution on metrics establishment and resource allocation, internal and external project benchmarking.

In the IT sector, reports of successful cases of Six Sigma also stand out. Radhakrishnan et al. Research methods A case-based research was used as methodological approach. This was due to the nature of the qualitative variables when gathering data. The context for conducting the cases was also important, since the selected companies are adequate representatives of the service sector in the country. To develop the case studies, guidelines from the literature were followed Voss et al.

Data from previous studies Pinto et al. Other criteria for selecting the companies were also considered such as: whether they were Six Sigma users or not as well as whether they were willing to be interviewed. For 21,1 confidentiality purposes, the companies are hereby named as A, B, and C.

For data collection, quality professionals responsible for Six Sigma program were interviewed using a semi-structured protocol. In addition, experience difficulties with Six Sigma — mainly due to the fact that those are services companies — were also observed. Clarifications were made by using complementary questions throughout the interviews, when necessary. Annotations were made as well as the interviews were tape recorded and transcribed afterwards for content data analysis.

Individual case description was then constructed a posteriori, followed by a cross-comparison among the cases. As suggested by several authors the main aspects of the theoretical framework were codified as shown in Table I Miles and Huberman, The former emphasizes some important remarks on data collection, and the latter tries to compare some issues on the adoption of Six Sigma in the companies examined summarized in Table III, further ahead in this paper.

Individual case description Case A. This company is a service organization founded in the s in Spain, but it is present in 38 countries worldwide. The corporate group has companies in several Latin American countries, and it started its operation in Brazil, in Its products include insurance plans for personal risks, commercial credit, retirement plans, among others.

Six Sigma implementation. Six Sigma was established as a separate department in the company and introduced by the company CEO in Six Sigma program responds directly to the company financial vice-president.

The program was implemented in two phases. The first one was a pilot program in a small company sector employees. In the second phase it was extended to the whole company, including the largest company sector insurance. The pilot program ran well with no resistance from the workforce. It was implemented with the support of an external consulting firm. In order to unfold Six Sigma to the rest of the company in a practical manner, Six Sigma was expanded as if it were a new program.

Company commitment was achieved with awareness of financial results and when improvements were acknowledged. In the pilot program, no financial gain was precisely measured. After it, in the second phase, an assessment system was standardized for all projects. Six Sigma people and projects. There were people directly involved with Six Sigma in all hierarchical levels. Six Sigma projects are strongly selected based on the company strategic planning. The difference is in the scope.

Generally, green belt projects are limited to their own functional area. On the other hand, black belt projects involve multiple areas with a full time team dedicated to them. At the time of the study, there were 17 Six Sigma projects occurring simultaneously.

In the year of data collection, 30 green and black belts projects were certified in all functional areas. Belts are usually chosen by the managers, but black and green belts are interviewed.

Green and yellow belts may volunteer. Except for yellow and 21,1 white belts, all people involved with Six Sigma should have an undergraduate degree. Training, tools, and techniques. There are four levels of training for the belts: black, green, yellow and white. All are external trainings, except the yellow belt training.

The white belts, for instance, refer to an online training delivered to all new employees. There is also a short training to all employees, to diffuse the Six Sigma principles.

In 68 the beginning of the program, four black belts were trained. Another change occurred with regard to senior managers. In the beginning there were just workshops, but currently they are trained to become black belts it is a second wave of training for the top management.

All employees should receive some level of training in a Six Sigma until In training, not all tools and techniques are delivered to all belts. Six Sigma integration. An interesting company initiative was the introduction of lean production for almost the same reasons as they introduced Six Sigma.

These initiatives were strongly aligned with company strategic plan and goals. As mentioned before, no project is carried out if it is not well-aligned with its strategies. The interviewees see Six Sigma as very integrated with lean production. They claim that it is difficult to separate them, since both programs aim at reducing waste and costs as well as preventing error. To illustrate that, all employees are trained in both programs. The company claims that the recent financial gains, increased productivity and market share resulted from both programs, since they make no clear distinction between them.

Case B. The healthcare institution was founded in One of its main goals is also social responsibility. It has 5, employees distributed over three branches: a hospital, a research institute, and another institute for social responsibility. Six Sigma is not an institutional methodology and it is used in some sectors.

Six Sigma implementation started in in the division of diagnostic medicine. This division includes a number of sectors such as clinic laboratory, pathology, cardiology, check-in center, neurophysiology, etc. In the first year of implementation, three Six Sigma projects were completed in the following areas: customer support, clinic laboratory, and blood bank. Main goals were cost reduction and improvement in the use of raw materials. The implementation was internally motivated, i.

A relevant point in the implementation was the fact they were aware that Six Sigma and overall quality management practices should be part of business management and not a program alone. Before Six Sigma implementation, the hospital had already had ISO certification, a performance management measurement system, and a quality culture QC. No external consulting firm was hired to give support to Six Sigma implementation.

There was, however, an external firm that provided training. Main experienced difficulties were associated to top management support and how Six Sigma to measure the gains, lack of internal people to deal with Six Sigma it , and the implementation complexity of operations. The lack of top management support in the beginning was related to the return of the program. They have not seen those gains clearly. Currently, there is a strong support of the institution CEO.

Concerning internal people, it was difficult to conciliate working on Six Sigma and the demand especially emergencies that a hospital requires from its staff. The complexity of operations is related to the 69 high variability of the healthcare process, which is strongly dependent on physicians and their relationship with patients.

Six Sigma people, training, and projects. As mentioned earlier, Six Sigma training was contracted. Besides the three-black belts there are two others in a five-month training. Besides this form of black belt training, there is also training in the basic quality tools, in which all employees must participate. The number of people directly involved with the program is relatively low. There are three-black belts and five people that work full time with Six Sigma and other quality initiatives.

Concerning project selection, there is usually no competition to grant them. In an extended perspective the flow of goods is managed across organizational boundaries and logistics tasks are coordinated between partners in the value chain inclusion of outer circles in Figure 2. Coordination performance and information exchange e. When benchmarking own performance an SME is free to take the perspective it considers most appropriate. This will inevitably have a major effect on all subsequent steps of the benchmarking exercise, most notably on the choice of performance measures selected for benchmarking.

How to measure logistics performance? Since the definition of the logistics and SC function is not clear-cut, measurement of its performance cannot be either. Indeed, many different performance measures and performance models have been suggested in literature Ramanathan et al.

If performance is interpreted as the degree of goal achievement then logistics performance measures must determine the degree to which the logistics and SC function contributes to achieving company goals.

Indicators from the other BSC perspectives were much less common Chia et al. In fact, the generic BSC structure might not lend itself readily to logistics performance measurement since the impact of the logistics function on BSC perspectives is difficult to determine and potentially interferes with other factors.

Several authors therefore suggest a logistics performance model that is based on core functional logistics drivers or logistics process capabilities — thus avoiding overlaps with other functional areas of the company but at the same time making it more difficult to perceive indirect performance effects of the logistics function i.

Thakkar et al. Kumar and Banerjee build their model of SC performance with six dimensions. Soni and Kodali tried to operationalize the drivers suggested by Chopra and Meindl and collected more than 70 single performance measures. All models mentioned consider logistics and SC performance a multi-attribute phenomenon that requires more than a single indicator to be adequately measured.

Beyond this agreement, though, models have little in common. BIJ They conclude that researchers neglect conceptual works previously done by other 23,7 researchers and that many elements of the SC models are used in a very inconsistent manner Soni and Kodali, Quite apparently the plethora of different performance models is not converging toward a uniform logistics and SC performance model that could be used by SMEs.

Instead of defining one generic model of logistics and SC performance it therefore seems more appropriate to work with a situation-specific performance model in each benchmarking exercise.

In this case, the definition of the most appropriate performance model and of suitable performance measures is not given, but must be an integral part of the benchmarking process itself. How to carry out benchmarking? When reviewing the benchmarking literature between and only, Zeinalnezhad et al. Benchmarking models and methods for SMEs can be grouped into two broad approaches Garengo et al. The first group of methods focusses on clear step-by-step processes.

These process models can accommodate typical SME restrictions or requirements in individual process steps and at the same time provide clear guidelines on how to conduct a benchmarking exercise.

Some process models take a different route: Gomes and Yasin develop a five-stage process model comprising diagnosis, identification of objectives, definition of performance measures, negotiation of goals, and monitoring and benchmarking. Niemi and Huiskonen focus their benchmarking process model on internal benchmarking, which makes the methodology somewhat less suited for SMEs that typically lack the size to justify internal benchmarking between different company units.

Maire et al. All approaches aim at providing a clear and stable referential frame of process steps to be followed, but the variety of process models proposed counters that very same intention: an SME wishing to embark on benchmarking for the first time has a plethora of process models to choose from.

A common denominator can be extracted only at the very highest level of abstraction — which might not be sufficiently clear then to serve as process template or benchmarking guideline in the environment of an inexperienced SME. The other group of models comprises tool-based self-assessment templates that provide a structured enumeration of different performance indicators that can be used both to rate the own company as well as subsequently compare own performance with benchmarking partners along these performance dimensions.

Barcley developed a self-assessment model for assessing and benchmarking SCM best practices of SMEs based on ten key business core competencies that had been extracted from interviews with field experts.

Som and Kirner developed an online self-assessment tool for SMEs to evaluate and compare their degree of innovativeness. This group of models builds on the SME logistics assumption that tool-based benchmarking facilitates data collection from peers performance previous answers from other SMEs can be used for later benchmarking purposes. In addition, anonymity can be assured and methodological problems should be smaller, since the benchmarking logic is implemented in the tool itself and SME users can focus on interpreting the answers.

Instead, delineation of the logistics function is a main element of the SME benchmarking exercise itself. Unreflected adoption of generic performance models will not lead to the desired benchmarking results. Given SME characteristics it might be advisable to provide SMEs with external support in selecting and implementing the most appropriate approach.

But the number of process steps and the complexity of each process step must be limited. However, total automation inhibits flexible adaption to specific SME needs.

Instead, tool support should best be concentrated on selected elements and process steps only. Standardized approaches might inhibit benchmarking. The SCOR model, for instance, distinguishes five core processes that are split up into further categories at the second, configuration level.

These configurations are translated into process flows in the third level Theeranuphattana and Tang, SCOR suggests a large number of performance indicators that cover five main attributes Chithambaranathan et al. Both the process categorization and the performance measure taxonomy can provide an initial guideline for structuring the benchmarking exercise, but can at the same time prevent a partner-specific adaptation of the benchmarking framework.

This has also been confirmed by a recent survey of Zeinalnezhad et al. SC orientation, i. The perceived ease of use of a SCM benchmarking process will increase the willingness to engage both in SCM as such as well as in measuring actual SC performance. Step 1: benchmarking partner selection and assessment of partner comparability Identifying potential benchmarking partners and motivating them to participate is a Downloaded by Universiti Teknologi MARA At 23 April PT very individual process step that can hardly be automated or supported by benchmarking tools.

Tool support and external coaching are of help, though, in determining the degree of similarity between benchmarking partners. Benchmarking can provide benefits to the SME only if appropriate partners have been identified and their comparability with the own company has been assessed.

However, the degree of comparability must be known when interpreting benchmarking results. Are different practices simply due to different industry necessities or a sign of truly superior performance?

To what degree are ideas and solutions transferable to the own company and to what extent are adjustments required? To answer these questions, structural differences between benchmarking partners must be assessed and comparability of partners be documented Razmi et al.

This comparability assessment can be based on defined frameworks as suggested for instance by Sennheiser His framework for assessing the similarity of company logistics comprises 26 different key characteristics which are used to differentiate four company types and can be implemented in a questionnaire-type tool.

This performance step comprises two elements. First, the scope of the logistics function has to be defined: Are both inbound and outbound logistics to be analyzed? Are related functions such as planning or warehousing considered part of the analysis? The second element concerns the relevance of considered tasks and process steps. Chopra and Meindl stress the fact that there must be a strategic fit between the company strategy and the SC or logistics strategy.

Company strategy and goals determine the main performance dimensions of the logistics function: Is logistics performance to be measured in terms of reliability or rather cost? Is responsiveness more important than process cost? Definition of appropriate logistics performance measures depends on expectations brought forward to the logistics function from company management which in turn are derived from company goals and company strategy.

Step 3: identification of key success factors The process and the performance dimension of the logistics process map define the potential analysis area of the benchmarking exercise.

However, benchmarking can usually be confined to a small set of elements in the map with the highest influence on overall performance.

In order to identify these key success factors, the individual attributes tasks, performance dimensions are rated as regards their importance for overall SME performance. These ratings are valid for an entire column task or row performance dimension of the map, respectively. The importance of an individual cell in the map is then determined by simply multiplying the importance ratings of the respective column and row. Service quality Process cost … Figure 4.

Step 4: root cause analysis Elements with the highest score in the logistics process map constitute the benchmarking focus areas. However, the analysis should be extended one step further, since the key elements in the map are themselves the result of the interplay between different measures and constraints. Suppose that productivity of the picking process in the finished goods warehouse has been identified as one of the key elements in the logistics process map.

Downloaded by Universiti Teknologi MARA At 23 April PT In order for the SME to explain the reasons for its own current performance level as well as to understand possibly superior practices of its benchmarking partners the key element task has to be further analyzed in a root cause analysis. The root cause analysis creates a layered tree of influence factors for a given outcome here: a key success factor.

The current level of training among picking staff might be considered an important influence factor. In the next logical layer the reasons for the current training level are asked for: lack of training budget, missing staff development plans, etc.