Define and Align Metrics to Accomplish Business and Supply Chain Objectives

"The increased complexity of supply chains requires a comprehensive performance program that extends beyond operations to areas such as sustainability, talent and DEI. Supply chain leaders can use this framework to help align E2E supply metrics with their strategic priorities."

Key Findings:

• At the execution level, companies often find they don’t have an accurate picture of whether the supply chain is achieving its aggregated goals. This can be due to either a lack of understanding of what the corporate strategic priorities are or because metrics are defined inconsistently.
• There is often confusion about the metrics that are needed at the executive level to measure overall performance (lagging indicators), and those needed at a more detailed level to assess root causes and course-correct as appropriate (leading indicators).
• Discussions in performance management meetings often focus only on the performance data itself, rather than how to act on the findings or communicate it to drive action.