Operations performance management

Hendricks, K. B. and V. R. Singhal. 2005. Association between supply chain glitches and operating performance. Management Science. 51(5) 695-711. 

CCM, Control Center Manager SM, Systems Manager OSM, Operating Strategy Manager CDM, Commercial Development Manager OPM, Operational Performance Manager... 

Hendricks, Kevin B., and Vinod R. Singhal. Association between Supply Chain Glitches and Operating Performance. Management Science 51, no. 5 (2005) 695-711. 

Hendricks K, Singhal V (2005) Association Between Supply Chain Ghtches and Operating Performance. Management Science, vol. 51, pp. 695-711. 

The Supply Chain Operations Reference (SCOR ) model is a reference model for supply chain planning and operations processes as well as performance management developed by the cross-industry organization Supply Chain Council (SCC) started in 1996 (Supply Chain Council 2006 reviewed by Siirie/Wagner 2004, pp. 41-49). The SCOR model structures... 

For people who have learned to operate as managers in the relatively predictable context of an established business, the uncertainty of pursuing a new initiative can be paralyzing. Because performance is unpredictable, such initiatives can appear to be riskier than the established business. Because data do not exist, or are hard to interpret, it is hard to know how to answer questions about the project, and difficult to anticipate what will happen next. Facts are not available assumptions are. 

Practical Cells need to be widely commercially-available, standardized and quality managed, Assays need sufficient operational performance throughput and cost-effectiveness at least one to several hundred per week assays are available that can be run at significantly less than U.S.S 100 per compound, including materials, staff and instrumentation... 

On a merchant vessel of more than 100 GT, the licensed individual shall be divided into three watches and shall be kept on duty successively to perform ordinary work incident to the operation and management of the vessel. 

However, despite the strong specificity of the solution for the individual company, our experience indicates that, now more than ever, specialty companies should focus in particular on five critical strategic levers they should (1) revisit and focus their strategies, (2) find an answer to the opportunities and threats arising from emerging countries, (3) strive for top-class operations, (4) rediscover innovation beyond the development of new molecules, and (5) upgrade the performance management of their various business units. 

Specialty companies are facing an ever tougher environment. Eventually, the extent to which a company will manage to outperform other players, be they existing players, financial investors or new low-cost entrants, will depend on its ability to develop a strategy which will enable it to shape a leading competitive position in a market or arena that can allow it to tap into its advantages, and to achieve superior operational performance at the business unit level. 

Since gas players have invested cautiously despite continuous growth, they have managed to increase their capital productivity and prevent value leakage during the last five years. Compared with specialty chemicals companies, industrial gases players have shown a relatively stable market-to-book ratio over the last ten years. Current valuation levels are driven by a relatively stable operating performance and substantial growth expectations. 

Companies aiming to reap the benefits here need programs that not only address the optimization of the operating system, but also performance management as well as mindsets and behaviors across the organization. Only if organiza-... 

Drive performance and health processes with the right rhythm to allow the organization to be directed and operated effectively and efficiently. A chemical company can have in place the appropriate review processes, value-drivers, and targets, but not the proper sequence, timing, and pace of performance management events for its particular businesses. 

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