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TopMeasuring SC performance remained the key managerial agenda for manufacturing sector. In the early 1990s, the focus was on financial measures. Later on, the literature witnessed the shift to financial and customer measures (Kaplan & Norton, 1996; Supply-Chain Council, 2000; Lambert & Terrance, 2001; Li et al., 2005). In the late 2000, service sector came in a big way and dominated the manufacturing sector. Many researchers identified KPI for manufacturing and service sectors: Gary (2005)-service, assets, efficiency, and speed; Shepherd and Gunter (2006)-cost, time, quality, flexibility, and innovation; Ferry et al. (2007)- flexibility, efficiency, food quality, and responsiveness. Later on, virtual enterprises came into existence. Zheng and Lai (2008) in their study on SC dynamic performance measurement of agile virtual enterprise (AVE) identified; management of finance, customers, international operations, and ability to learn and growth as KPI for measuring SC performance. They further developed 5D dynamic BSC model and identified 15 performance measures i.e. profitability, capital to turnover ratio, capital turnaround time, customer satisfaction, market share, market growth rate, response time, merchandise turnover ratio, reject rate, technique advantage, profit growth rate, employee satisfaction degree, research and development of new products, punctual delivery rate, and flexibility.