The supply chain idea basically changes the nature of organizations; control is no longer based on straight ownership and control, but rather based on incorporation across interfaces among functions and companies. This has penalty for the dimension of performance. Traditional dimension approaches may have to be eliminated and a supply chain measurement system developed. Traditional performance actions may limit the potential to optimize supply chains as management does not "see" supply chain wide areas for development. This note raises issues dangerous to measuring supply chain performance. A new dimension approach ought to lead the way for supply chain competitiveness and ought to direct management attention to areas for supply chain optimisation. A beginning structure for measuring immeasurable performance is developed.
"One can frequently divide the work a program does into theoretically separate tasks: each encapsulates a control flow and the whole task accesses some common, shared state. High-performance program frequently written with preventative task management wherein implementation of task can intersperse on uniprocessors or over lap on multi processors. The conflicting approach, serial task
Management, run each tasks to attainment before starting the next task. Its advantage is that there is no divergence of access of the shared state, one can define inter-task invariant on the shared state and be assured that as the one task is running no other variants can infringe the invariant. The strategy is unsuitable however when one wishes to exploit multiprocessors parallelism, or when slow task have to not defer afterward task for a long time." (Adya, Howell, Theimer, Bolosky, Douceur, 2000)
Once the strategic choice has been made operation manger move to the planned operations decisions. No doubt, aggregate planning deals with planning the in general production activities and the operating resources required to do them. The arrogate plan provides a big picture to operation manager of the sales insist forecast and capacity plan, aggregate plan establishes account levels and manufacturing rates
To sum up this discussion we may say that the supply chain concept basically changes the nature of organizations; control is no longer based on direct possession and control, but rather based on incorporation across interfaces connecting functions and companies. Traditional performance events may limit the potential to optimize supply chains as management does not "see" supply chain wide areas for development. A new dimension approach should lead the way for supply chain competitiveness and ought to direct management notice to areas for supply chain optimization. A introduction scaffold for measuring vast performance is developed.
Arntzen, B., G. Brown, T. P. Harrison and L. Trafton, "Global Supply-Chain Management at Digital Equipment Corporation," Interfaces 25, January 1995, 69-93.
Breitman, R.L. and J.M. Lucas, "PLANETS: A Modelling System for Business Planning," Interfaces 17, January-February 1987, 94-106.
Chapman, Paul T., "Achieving Operations Excellence Through Better Operations Planning," IIE Solutions, August 1996. 1-7