Logistics Performance


Garland et Al ( 1994 ) argues about the being of a peculiar class of action and logistics public presentation ( or effectivity ) . It has ever been disputing to specify “ Performance ” as organisational ends are changing. Those ends may be net incomes, service or gross revenues maximization or something else. He besides founds that different step for specifying public presentation may be classs into “ Hard ” steps ( such as net income or accounting figures ) and “ soft ” steps ( such as client satisfaction evaluations ) each have strengths and failings associated with them.

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Specifying Logisticss Performance

Briefly it can be said that logistics public presentation is a little part of house or organisational public presentation. But it has been ever disputing for research worker to specify public presentation in the best possible words. For illustration, Gleason and Barnum ( 1986 ) defined effectivity as “ the extent to which an aim has been achieved ” , while efficiency as “ the grade to which resources have been used economically. Simply put, efficiency is “ making things right ” , while effectivity is “ making the right thing.

With add-on to that, Sink and DeVries ( 1984 ) , defined seven dimensions to lucubrate “ what public presentation means ” : they are effectiveness, efficiency, quality, productiveness, quality of work life, invention and profitability/budget ability

As the definition of public presentation is chiefly dependent on organisational ends, so the organisation or house should be really witting about puting ends. But the differentiation between public presentation and effectivity is slightly ill-defined as the work of Gleason and Barnum ‘s work ( 1986 ) based on simpleness that may be confounding. And the dimensions identified by Sink and DeVries ( 1984 ) are besides overlapping.

In malice of all these unsuccessful attempts one of the best illustration is the model presented by Rhea and Shrock ( 1987 ) , where physical distribution effectivity is defined as “ the extent to which distribution programmes satisfy clients. That led to a more clear image for conceptualisation of the thought of “ logistics public presentation ” . ”

The literature reappraisal provided by Rhea and Shrock ( 1987 ) suggests that attention must be taken to integrate multiple ends in specifying public presentation. Before specifying the assorted dimensions of logistics effectivity, they tried to specify the significances of logistics public presentation, and referred the logistic public presentation with the extent of completion of those ends.

Measuring Logisticss Performance

As the public presentation is based on different factors so it is tough to mensurate it. But researcher ever been seeking to happen ways to cover most of public presentation mensurating dimensions under a individual umbrella. Many dimensions of logistics public presentation lend themselves good to hard public presentation steps.

Examples of Hard Performance Measures.

  • Natural fiscal statistics ( e.g. net income, gross gross revenues )
  • Cost statistics ( e.g. conveyance cost, standard labour costs )


  • Often easy and cheap to roll up,
  • Likely to be comparable between organisations.
  • Can capture several of import dimensions of public presentation,
  • Frequently with impressive truth.


  • May non be comparable between one clip interval and another.
  • Accounting methods may restrict comparison between organisations.
  • Degree of collection may be so big that it is hard to delegate duty.
  • Firms may be unwilling to unwrap information.

Other Examples of Hard Performance Measures.

  • Input/output measures or “ public presentation indexs ” ( e.g. figure of shipments/vehicle hr )
  • Quality steps ( e.g. order rhythm clip )


Can be used to measure end attainment in many countries


  • Narrow focal point upon single public presentation indexs may easy do faulty analysis or decision-making.
  • May cause problem in acquiring informations.
  • May be uncomparable across organisations

Net Income or Order Fill Rate Measures.

These are typically impersonal, accurate and easy and cheap to roll up.

Net Income, and Accounting Ratios Measures.

  • Useful ways of capturing profitableness.
  • Easy and cheap to roll up

Profitableness as a Measure

It is utile end but may non be a good index of the viability of the house in the long tally.

Cost accounting steps are besides utile in mensurating public presentation but with some troubles, such as houses are loath to portion such informations with foreigners. And informations about different clip span and under different accounting methods is much hard for comparing.

Another job for mensurating public presentation is of input-output ratios as productiveness may be measured some times as figure of cargos per vehicle-mile. Being confidential, the research worker has limited entree to these informations that frequently make it hard to compare public presentation indexs between one organisation and another.

Lead-time variableness is besides a step of public presentation. But some steps are still tough to mensurate as the extent to which clients are satisfied. For such measuring, difficult steps are added with soft 1s. Some illustrations of soft steps are mail study and telephone interview.

In another Prospective for Performance Indexs

Logistic public presentation:

  • Length of promised order
  • Cycle times for base-line/in-stock merchandises,
  • Manufacturer ‘s public presentation in run intoing promised bringing day of the months,
  • Fill rate on base-line/in-stock points,
  • Advance notice on transportation holds,
  • Accuracy of maker in prediction and perpetrating to estimated transporting day of the months on contract/project orders,
  • Manufacturer ‘s attachment to particular transportation instructions,
  • Accuracy in make fulling orders


  • Garland Chow, Trevor D. Heaver and Lennart E. Henriksson, ( 1994 ) , Logistics Performance: Definition and Measurement, International Journal of Physical Distribution & A ; Logistics Management, 24 ( 1 ) ,17-28
  • Gassenheimer, J.B. , Sterling, J.U. and Robicheaux, ( 1989 ) R.A. , ” Long-run Channel Member Relationships ” , International Journal of Physical Distribution & A ; LogisticsManagement, 19 ( 12 ) 15-28.
  • Gleason, J.M. and Barnum, D.T. , ( 1986 ) “ Toward Valid Measures of Public Sector Productivity: Performance Measures in Urban Transit ” , Management Science, 28 ( 4 ) , 379-86.
  • Rhea, M.J. and Shrock, D.L. , ( 1987 ) “ Measuring Distribution Effectiveness with Key Informant Reports ” , Logistics and Transportation Review, 23 ( 3 ) , 295-306.
  • Sink, D.S. , Tuttle, T.C. and DeVries, S.J. , ( 1984 ) , “ Productivity Measurement and Evaluation: What Is Available? “ , National Productivity Review, 4 ( 3 ) , 265-387.

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