Assessment of Supply Chain Sustainability Strategy on Sustainable Performance Indicators: Evidence from Siemens DEGREE Framework (2019-2023)

The full integration of sustainability considerations into maintenance practices requires a close monitoring of maintenance impact through appropriate key performance indicators (KPIs) that take into account various sustainability aspects. However, there is a lack of a comprehensive framework of KPIs covering all the sustainability dimensions, and the few attempts to address this need are specific to certain industries and lack validation by experts in the field. Therefore, the aim of this research is to develop and validate a comprehensive and multidimensional framework of sustainability performance indicators for the assessment of maintenance impacts on the triple-bottom-line. To that end, an exhaustive list of general indicators is collected based on both international organizations standard-sets and published literature. Subsequently, this list is projected on the maintenance area to establish the pertinent indicators. Then, a validation phase is performed with a highly qualified expert panel through semi-structured questionnaires and follow-up discussions. The validated list of sustainable maintenance KPIs includes 63 indicators amongst which 34 belong to the environmental pillar and are split between various categories such as resource use, residuals, environmental compliance, etc. The social pillar comprises of 15 indicators related to occupational health and safety, training and development and customer satisfaction dimensions. Finally, the economic pillar includes 14 indicators split between economic performance and investment categories. The findings of this research provide guidance to practitioners in the field and set the foundations for conducting promising future works. A rich portfolio of future research based on the obtained results is proposed.

As Public-Private Partnerships (PPPs) are being practiced in most parts of the world, the need to adopt a system mechanism to evaluate the performance is imperative. The paper evaluates sustainable key performance indicators (KPIs) with a view to appreciating times of improved performance or otherwise. Eleven performance indicators for PPP in Nigeria were identified and ranked on a scale of 1 to 5 as follows: It indicates that increased road network size with mean score of 4.65 is the highest rated key performance indicator in a PPP project. Other important factors include Increased asset value, Increased road usage, Reduced road accident, Reduced travel time, Reduced user cost, Reduced maintenance cost, Reduced public sector administration costs, with mean scores of 4.14, 3.99, 3.75, 3.65, 3.59, 3.53, 3.39 respectively. The research alternative hypothesis is "Increased road network size is the most accepted performance indicator for evaluating progress of PPP financed projects". Chi-Square was adapted to test the hypothesis and it rejected the null hypothesis and accepted the alternative hypothesis. It follows that increased road network size is the most rated performance indicator in evaluating PPP projects. Good service outcome is the target of any PPP project and its achievement attaches value for money (VFM) and general confident to the project.Keywords: Public-Private Partnerships (PPPs), Key performance indicators (KPIs), service outcome, value for money (VFM)

Due to heightened concerns towards environmental issues and social responsibilities, manufacturers are becoming inclined towards investing in supplier development as suppliers play a crucial role in the sustainable performance of the supply chain. Hence, they are looking for effective supplier selection models which can also incorporate supplier development of underperforming suppliers. Since these decisions may have a huge financial impact, hence they must be taken after a strategic analysis of which suppliers to be developed. On how much cost will be incurred the manufacturer needs to perform another strategic supplier-related activity, i.e. supplier development for upgrading the performance of those underperforming suppliers. Hence, in order to maintain a network of competent suppliers and create a competitive advantage in the market, this study provides a framework for investigating the performance of suppliers under a sustainable environment, supplier development based on their performance and order allocation while optimizing the supply chain performance. The framework of this study consists of two integrated stages. First, the analytical hierarchy process (AHP) is utilized to calculate the weights of sustainable key performance indicators (KPIs) considered in the supplier evaluation process and the aggregated weights of each supplier. Second, these weights are then used as inputs to determine the appropriate development stage that should be assigned to each supplier for the development and optimal order quantities that should be ordered from each supplier by solving the optimization model through differential evolution (DE) algorithm. A real-life case study of an Indian home appliances manufacturing company is presented to show the validation of the proposed framework.

The success of modeling the sustainable performance of a residential building envelope will be, to a great extent, associated with the sustainable performance indicative parameters used. The sustainable indicative parameters that these assessment models are developed around should be chosen taking into account the targeted objectives. However, it is very common to find building performance assessment models that do not take into account these considerations and therefore have a limited capability and scope. The focus of this paper is to investigate the principal sustainable performance indicators for modeling the sustainable energy performance of the residential building envelope. This paper also provides an overview of existing sustainable performance indicators, discusses a conceptual framework for developing indicators and how they can be determined. In order to identify these indicators that influence the capability of building assessment models, a comprehensive survey of construction industry professional was conducted using questionnaire survey technique, while the data was analyzed using correlation analysis techniques. Suggestions were made on the principal sustainable performance indicator parameters that should be incorporated into the sustainable performance model.

Background: The industrial sector depends on a sustainable supply chain, which requires an organization to integrate (trade off) social, technological, economic, and environmental factors. One industry that applies the triple bottom line concept is palm oil. The palm oil industry is believed to have two drawbacks: harm to the environment, and social welfare. Sustainable supply chains have the potential to increase social welfare, reduce environmental impact, and increase profitability. Purpose: This study aims to enhance the understanding and implementation of sustainability in the palm oil supply chain through three key objectives: (1) mapping current sustainability practices and performance across all supply chain actors; (2) analyzing limitations and inconsistencies in existing sustainability measurement methods, particularly in addressing the Triple Bottom Line (TBL) dimensions; and (3) developing standardized, practical, and theoretically grounded Key Performance Indicators (KPIs) to support consistent and transparent sustainability evaluation. Design/methodology/approach: The Matrix of Crossed Impact Multiplications Applied to a Classification (MICMAC) method was employed. This approach makes the strength of the correlation between the variables and secret to a more methodical and targeted solution more evident. Data were collected through surveys and in-depth interviews with 16 respondents, including managers, sustainability officers, and operational staff, across the palm oil supply chain. The research was conducted between August and December 2023 in North Sumatra, Indonesia, specifically in PTPN III and the Sei Mangkei Special Economic Zone (KEK Sei Mangkei).Conclusion: Based on the Matrix of Direct Influences (MDI) and the Matrix of Indirect Influences (MII), important variables significantly affect other variables. A MICMAC analysis was conducted to determine the critical elements in the sustainability of the palm oil industry supply chain. This analysis serves as the basis for the variables of industrial productivity, financial performance, access to price information, level of industry employee education, and availability of infrastructure.Originality/value (State of the art): This study employs the Matrix of Crossed Impact Multiplications Applied to a Classification (MICMAC) method to identify key triple bottom-line indicators for implementing sustainable supply chains. Because Many sustainability studies focus on descriptive analysis or case comparisons, few apply a modeling approach that shows inter-variable influence and causal mapping, which enhances strategic decision making and improves the practical applicability of sustainability frameworks. Keywords: MICMAC method, sustainability, supply chain, palm industry

A techno-economic analysis of post-combustion CO2 capture and compression applied to a combined cycle gas turbine: Part I. A parametric study of the key technical performance indicators

Key performance indicators for developing environmentally sustainable and energy efficient ports: Evidence from Italy

The importance of performance measurement and indicators in realizing energy-efficient and, in broader perspective, sustainable manufacturing has been noticed and realized by the industry and academia. Although several frameworks for sustainability performance measurement and reporting exist, those focus mainly on corporate level and hence fail to provide adequate support for factory planning and management. This paper and the related research projects are motivated by this need to provide manufacturing companies with sustainability performance indicators that better support the realization of sustainable and energy-efficient manufacturing. The proposed paper aims to set the stage and to present the initial steps for identifying or developing sustainability key performance indicators that cover the three aspects of sustainability, economic, social, and environmental, and are linked to the improvement possibilities and measures at shop-floor level. The proposed paper contributes to the conference and the workshop by discussing performance indicators for planning and management of sustainable and energy-efficient factories. The paper presents guidelines and research needs for academia, while the related research projects intend to provide the industry with useful sustainability performance indicators for factory planning and management.KeywordsSustainability Performance IndicatorsSustainable ManufacturingFactory PlanningRelated Research ProjectsIndirect Energy ConsumptionThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Pengukuran kinerja Supply Chain PT. XYZ hanya melihat dari produktivitas perusahaan. Produktivitas hanya mampu mengukur kinerja proses internal, pada proses internal dalam satu hubungan rantai pasok. Perusahaan perlu merancang model pengukuran kinerja supply chain secara keseluruhan dan terintegrasi dalam suatu hubungan kausal, mulai dari pemasok, proses internal kepada pelanggan, untuk mengetahui efektivitas perusahaan rantai pasokan. balanced scorecard memenuhi perspektif yang diperlukan. Model balanced scorecard digunakan sebagai kerangka kerja untuk merancang Key Performance Indicator (KPI) dari kinerja supply chain PT. XYZ. KPI adalah desain berdasarkan 4 perspektif, yaitu: proses internal, pelanggan, pembelajaran dan pertumbuhan dan perspektif keuangan. Pembobotan untuk menentukan prioritas antara perspektif dan KPI dilakukan dengan menggunakan Analytical Hierarchy Process (AHP). Hasil dari analisis dihasilkan 20 KPI. perspektif proses internal yang berisi 9 KPI dengan berat total 21,0%, perspektif pelanggan berisi 6 KPI dengan berat total 42,6%, Belajar dan perspektif pertumbuhan berisi 4 KPI dengan berat total 17,5%, perspektif Pemegang Saham mengandung 1 KPI dengan total berat 19,0. Kata kunci: Key Performance Indicator, Supply Chain, Balanced Scorecard, Analytical Hierarchy proceses

Learning outcomes This case aims to enhance students’ scholarship and understanding of performance management systems with respect to the formulation of key performance indicators (KPIs). Specifically, working through this case and the assignment questions, students will be able to:▪ critically analyse process-based and outcome-based performance indicators;▪ recommend the right mix of process- and the outcome-based KPIs;▪ apply the specific, measurable, aligned, realistic and time-bound (SMART) framework to the KPIs;▪ create SMART KPIs; and▪ propose when to involve team members in decision-making. Case overview/synopsis The Director of the Centre for Learning and Innovative Pedagogies (CLIP), Dr Tanushree Sharma, was in for a surprise when the Dean and the Advisor to the school expressed their dissatisfaction with her approach to framing performance indicators for the management of the Centre. They categorically advised her to change her process-based orientation to an outcome-based one and create tangible ground-level outcomes. Their feedback made her realize why, in spite of having rolled out several initiatives, the Centre was struggling to demonstrate its impact on student learning and faculty development. It dawned on her that the Centre’s inability to showcase a tangible impact on the school could mar the collective hard toil of the team. Accepting the feedback and recognizing the merit of designing outcome-based SMART performance indicators, she started working towards them. Although she was able to conceptualize a broad framework, she was uncertain about whether to include only outcome-based KPIs. She was also unsure whether to unilaterally create and assign the key responsibility areas (KRAs) and KPIs or co-create them with her team members. A confluence of factors weighed heavily on her mind – the pressure of limited time, remote working because of the pandemic, moderately experienced team members, voluntary team membership, lack of positional power and her limited organizational influence. With less than a month to the proposal submission, she had no time to waste. Complexity academic level The case is suitable for courses on performance management systems, human resources and leadership; however, it is particularly relevant to framing KRAs and KPIs, developing outcome-based KPIs and applying the SMART framework to developing KPIs. It can be used in both postgraduate and undergraduate programmes at business schools. Supplementary material Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

PurposeThis paper aims to present a simple and innovative fuzzy methodology-based lean performance measurement system (L-PMS) for an Indian automotive supply chain. The paper also enlightens the influence of coronavirus disease 2019 (COVID-19) on supply chains and the practical implications of the unprecedented disruptions on the performance measurement systems.Design/methodology/approachThe L-PMS is divided into three phases. In the first phase, the key performance indicator (KPI) list, as deemed fit by the organization, is prepared using literature and suggestions from the case organization. The list contains 61 KPIs measuring 24 performance dimensions in seven functional areas of the supply chain. In the second phase, the KPI performance data (actual, best and worst) are collected using the enterprise resource planning (ERP) system. In the last phase, the leanness score of the case organization is calculated at four levels – KPI, dimension, functional area and overall organization.FindingsThe overall leanness score of the case organization is 60%. The case organization uses KPIs from all seven functional areas, but it needs to improve the number of KPIs in administration and supplier management functional areas. The case organization uses only quantitative KPIs. However, the performance dimensions at the middle level are adequate. The leanness level of the case organization in different areas is highly variable (ranges from 45% to 91%).Research limitations/implicationsThe major limitation of the study is that the case study is done at a single organization.Practical implicationsThe managers at the different levels of the hierarchy can use the lean performance measurement score to leverage the better performing areas/dimensions/KPIs and improve poor performing areas/dimensions/KPIs. The lean performance measurement at functional area level can help leadership to give responsibility to different people for the improvement of leanness with respect to different dimensions/functional areas. The disruptive impact of COVID-19 should clearly be understood by the managers to make appropriate decisions based on the severity as measured at different levels.Originality/valueAccording to the authors' best knowledge, this is the first lean performance measurement application at the four hierarchical levels (KPI, performance dimension, functional area and overall organization).

New South Wales Health introduced the new Tiered Networking Arrangements for Perinatal Care in New South Wales policy directive (TPN Policy), which defined key performance and quality indicators after implementation. This study aims to assess the success of the TPN Policy implementation in the Western Sydney TPN in accordance with key performance indicators. This is a retrospective cohort study of acute perinatal transfers within the Western Sydney TPN between 1 December 2019 to 31 December 2020. The primary outcome is compliance with objectives of the TPN Policy, as measured as an Aggregate Compliance Score comprising the five measures. Secondary outcomes include clinical, neonatal and logistics outcomes. There were 181 acute perinatal transfers within, into or out of the Western Sydney TPN between 1 December 2019 to 31 December 2020. There were 122 transfers within the network, 40 into the TPN and 19 were out of the TPN. All groups were at least partially compliant with the TPN Policy. No transfers in any of groups scored below three ('partially compliant'). A quarter of transfers gave birth within 24h of transfer. Over half of those who were transferred and admitted went on to give birth prior to discharge or transfer. Overall, the TPN Policy met its objectives after implementation in the Western Sydney TPN, while maintaining appropriate neonatal outcomes. All women arrived at an appropriate facility prior to giving birth, although the majority did not give birth within 24h. Neonatal intensive care unit bed availability is a key limitation to future improvement.

In the UK and elsewhere, there has been a concerted move away from primarily assessing sewer system capacity to focus on ‘serviceability’ as a key performance indicator in sewerage provision. Increasingly, water regulators are recognising that a prime concern of customers is avoiding flooding of their property, as environmental improvements can often be intangible. However, regulators insist that environmental factors are also given strenuous attention. Based on these considerations, it is evident that sewerage providers will increasingly consider undertaking proactive maintenance on sub-critical and non-critical sewers in order to reduce the risk of customers experiencing reduced levels of serviceability. This paper documents the development of a methodology to manage capital maintenance expenditure within the context of ‘serviceability’ to customers, the public and the environment. The methodology has been applied alongside Infoworks-CS software to determine critical points in a small coastal catchment in Edinburgh, Scotland. The paper also discusses how these results are linked to customer complaints held in a geographic information system (GIS) database, and how the approach developed was able to recommend which assets should be proactively maintained to minimise the risk of serviceability loss. For the catchment considered, key serviceability performance indicators were found to be combined sewer overflow (CSO) spills, flooding in residential areas, flooding in commercial zones and disruption to traffic.

Our study investigates the relevance and application of key performance indicators (KPIs) and key risk indicators (KRIs) in business management from 1992 to 2023 through a comprehensive bibliometric analysis performed in RStudio using the Bibliometrix platform and in VOSviewer. Utilizing data from the Web of Science database, we identify trends, key themes, and influential research in this domain, observing an annual growth rate of 17.76%. Our analyses include the top 10 most globally cited documents, word clouds based on authors’ keywords and Keywords Plus, clustering by coupling, co-occurrence networks, and factorial analysis. Our findings reveal a significant increase in research interest post-2004, with sustainability and corporate social responsibility emerging as central themes. We confirm positive correlations between KPIs, improved organizational performance, and effective risk management via KRIs. This research underscores the importance of international collaboration and diverse thematic exploration in advancing the field.

Local universities have long operated under resource constraints. As governance reform deepens and universities are expected to serve regional development more directly, institutional sustainability increasingly depends on whether a credible pipeline of young educational leadership talent can be identified and developed. In many local institutions, however, identification practices remain strongly shaped by metric-centred evaluation, especially publication outputs and grant/project rankings, making leadership potential, organisational contribution, and developmental promise less visible in decision-making. This conceptual paper synthesises research literature and policy documents to propose a differentiated career pathway framework for identifying young educational leadership talent in local universities. The framework distinguishes academic leadership, administrative governance, and hybrid pathways; combines Key Performance Indicators (KPIs) with Key Intangible Performance Indicators (KIPs); and links identification decisions to role-based practice and longitudinal developmental follow-up. By shifting attention from one-off outcomes to pathway fit and process-based evidence, the framework offers an operational reference for improving identification and cultivation practices in resource-constrained local universities.