Dyadic integration of the performance management process

Abstract

Purpose The purpose of this paper is to explore how to integrate the performance management (PM) process of delivery service in customer/supplier dyads. Design/methodology/approach The paper is based on a multiple case study of six customer/supplier dyads of manufacturing companies. Findings The analysis focuses on describing and comparing the activities of the PM process. Most activities show low levels of integration in the dyads studied. Defining metrics and target setting are considered most important to integrate. Lack of common metrics definitions and ERP deficiencies were important obstacles for integration. Research issues related to four areas of supply chain PM are discussed. Research limitations/implications The study ends with a number of suggestions for further research on the PM process in supply chains. Proceeding into these studies is necessary for increasing knowledge about PM. Practical implications The paper reveals practical problems and outlines practical issues in integrating and handling the PM process in dyads, especially when measuring delivery service using the on‐time delivery metric. It also presents a model for describing and integrating the PM process and its activities. Originality/value Practical implications and generation of multiple issues for further research applying a dyadic approach in supply chain PM, a research approach that is quite uncommon.

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