Key Performance Indicators Prioritization in Whole Business Process: A Case of Manufacturing Industry
Syed Athar Masood1, Mirza Jahanzaib2, Khalid Akhtar2
1Department of Engineering Management, EME College, National University of Science & Technology,
2Industrial Engineering Department, University of Engineering & Technology, Taxila, Pakistan
Abstract: The Dynamic and rapidly changing business environment offers challenges to manufacturing industries that demands timely related and right strategic decisions in order to compete in the marketplace. In this research, analytical hierarchal process (AHP) at strategic decision making is used. In manufacturing environment at strategic level, whole business process is involved and includes activities like marketing, production planning and control, finance, shop floor control, quality assurance, capacity planning, product development, supply chain management, inventory management, packaging, human resource management, maintenance management and sales/dispatch. Three manufacturing strategies are ‘defensive strategies’ corresponding to low cost, ‘offensive strategies’ corresponding to more agile and ‘innovative strategies’ corresponding to product differentiator. A questionnaire based survey has been conducted in manufacturing organizations and it has been found that production planning and control is the most important for ‘protector players’, whereas quality assurance activity and rapid product development is the most important for ‘offensive and innovative players’. Interestingly, it has been found that marketing, and shop floor control is least important for protector and offensive manufacturers.
[Syed Athar Masood, Mirza Jahanzaib, Khalid Akhtar. Key Performance Indicators Prioritization in Whole Business Process: A Case of Manufacturing Industry. Life Sci J 2013;10(4s):195-201] (ISSN:1097-8135).http://www.lifesciencesite.com.29
Keywords: Dynamic Business; Manufacturing Strategies; Strategic Decision Making; Whole Business Process.