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MEASUREMENT AGAINST KPI TARGETS

The TEAM-UP KPI system has been adapted from tried and tested 360-degree feedback models from other sectors. It is premised around the fundamental question:

“HOW WELL IS THIS COMPANY WORKING AS A TEAM-PLAYER IN THE EYES OF THOSE WHO HAVE A STAKE IN OUR PERFORMANCE?”

TEAM-UP KPIs:

Because of the need to keep KPI targets simple, universal and relevant, the TEAM-UP KPI system revolves around a multi-source feedback routine that provides ongoing monitoring of collaborative behaviour by a company’s supply chain peers. Feedback on a number of key indicators is courted from the appropriate supply-chain partners parties using a simple web-based Q&A system.

The procedure provides members with the means of measuring continuous improvement against their own individual targets and to compare their products, services and business processes with the average and best within TEAM-UP. On a day-to-day level, it can also provide an ‘early-warning’ of recurring problem areas.

Flexibility

To ensure that the KPI targets are wholly meaningful to the TEAM-UP organization concerned, the TEAM-UP KPI requirements are purposely flexible. Individual TEAM-UP participants are required to determine the collaboration metrics that are most appropriate to their particular role and needs.


Confidentiality

Except where explicit consent is granted by an individual TEAM-UP participant, the KPI data tallies are not made public and will only be used in a consolidated form for producing network-wide benchmarks. Individual KPI data may however, be discussed during a Peer Review session with the prior consent of the Candidate concerned, and in such cases will be subject to the confidentiality conditions pertaining to this process.

In addition, KPI feedback providers have the option of providing their feedback anonymously if they prefer (although this may limit the scope for remedial action).



How the TEAM-UP KPI system works

The TEAM-UP KPI system uses a simple, fast, web-based feedback system which enables TEAM-UP participants to court 360 degree performance information from their supply chain partners on a range of collaboration-relevant criteria. These are measured on a simple 1- 5 rating basis:

1 = Unsatisfactory

2 = Poor

3 = Average

4 = Good

5 = Excellent

These must be measured by and against all relevant supply-chain parties e.g. 3PLs, forwarders, key product manufacturers, ground handlers, airlines, airports, road hauliers, IT systems suppliers, etc.   

Guide KPIs for an integrated supply-chain scenario

The following are typical performance metrics that might be measured. However it is up to individual TEAM-UP participants to develop and implement KPIs that are deemed to be appropriate to their particular circumstances.  

A TEAM-UP participant will be expected to investigate and act upon any ‘Poor’ and 'Unsatisfactory' feedback scores received.







A Note about TEAM-UP KPI Measurements

There is a huge span of collaborative best-practice within and between different parts of the pharma-logistics supply chain. Many organisations are clearly at different stages of understanding and involvement with respect to integrated working.

Furthermore, it is clear that that different KPI’s have varying degrees of significance for different operations. It is obvious, for example, that the KPI requirements for a logistics-commissioning shipper will be very different from those of a, say, product or software supplier.

What’s more, the measurement process itself is largely based on subjective criteria and its ‘scorecard’ benchmarking system can only, at best, provide a rough  picture of individual improvement and a rather ‘fuzzy’ guide to comparative performance at an industry-wide level.

TEAM-UP KPI benchmarking cannot, therefore, be the only arbiter of progress towards reform. The most important thing is that individual organizations:


TEAM-UP KPIs