RELIGACIÓN
Yazarlar: Eduardo Cruz Aldana, Luis Arturo Guerrero Azpeitia
Konular:-
DOI:10.46652/rgn.v6i27.746
Anahtar Kelimeler:Productivity; supply chain; SCOR,BSC,Compared method
Özet: Traditionally, in supply chain management, Balanced Scordcard (BSC) indicators have the premise of translating the strategy into performance measures from management levels to operating levels, while the Supply Chain Operations Reference (SCOR) model provides elements for the planning and control of both material and information flows; however, little has been written about the integration of both positioning and their application in the evaluation of production chains. In this context, the research question was How can BSC and SCOR be integrated in order to establish relationships and degrees of incidence between indicators to assess supply chain performance? To answer this question, the objective was to design a proposal for an integration model between the BSC and SCOR in order to integrate the evaluation of the performance of the supply chain. The methodological strategy adopted was based on documentary research and the comparative method that, in this case, had as analysis units the strategies for performance assessment mediated by logistical indicators; this bet not only facilitated the review of differences and similarities but also made it possible to establish those components that could be linked. The selected theoretical-methodological articulation made it possible to realize the interrelationship of the four perspectives of the BSC (performance through objectives, goals, metrics and initiatives) and the five primary SCOR management processes (planning, sourcing, production, distribution and return) which was mediated in an integration model that can help optimize supply chain performance. Finally, as conclusions establish the feasibility of the model proposed here for the evaluation of supply chain performance both horizontally and vertically for empirical implementation and valuation, for this reason it is recommended to take into account: identify the best practices of the sector to which the organizations that can be evaluated belong, organize regular meetings with collaborators, make a causal map that allows the assessment of the relationship and the impact of internal and inter-company activities and, finally, emphasize the linkage between institutions in order to evaluate the supply chain.