Purpose

This study aims to address the current gap in knowledge of indirect procurement performance management. It attempts to argue the need for a specific and tailored performance management approach for the indirect procurement function that incorporates a balanced approach, beyond financial measures.

Design/methodology/approach

The case study approach evaluated key performance indicators from a balanced scorecard (BSC) perspective in the development of a performance measurement system (PMS) for a Middle Eastern university’s indirect procurement division. It initially reviewed the literature to assess potential indicators for this context. It used vision and mission statement analysis alongside expert interviews to augment the literature. The candidate indicators were then evaluated and ranked by an expert panel through applying a four-round Delphi technique.

Findings

Twenty-nine procurement-specific indicators are suggested in a BSC framework. The five highest-ranked indicators were not in the financial perspective unlike other BSC studies in the broader field of supply chain management (SCM).

Practical implications

The study suggests a framework and indicators for a procurement PMS for practitioners to consider. It also highlights there is no one-size-fits-all and that organisations need to tailor PM to the organisation and divisional strategy and operational needs. This study aids the development of guidelines for executives and procurement management that wish to develop indicators and a PMS.

Originality/value

This study contributes to knowledge by partly addressing the under-researched field of indirect procurement PM. The literature suggested that various roles in SCM require specific PM indicators. This study puts forward a BSC framework with 29 indicators specifically for indirect procurement. Fourteen of these indicators were derived from non-literature sources. This study enhances knowledge and contributes to the limited debate and evidence on indirect procurement PM and the broader PM literature.

中文翻译：

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间接采购绩效衡量系统的开发：德尔福研究

目的

本研究旨在解决当前间接采购绩效管理知识方面的差距。它试图论证间接采购职能需要一种具体的、量身定制的绩效管理方法，其中包括财务措施之外的平衡方法。

设计/方法论/途径

案例研究方法从平衡计分卡 (BSC) 的角度评估了为中东大学间接采购部门开发绩效衡量系统 (PMS) 的关键绩效指标。它首先回顾了文献以评估这方面的潜在指标。它使用愿景和使命宣言分析以及专家访谈来丰富文献。然后，专家小组采用四轮德尔菲法对候选指标进行评估和排名。

发现

平衡计分卡框架中提出了 29 项具体采购指标。与更广泛的供应链管理 (SCM) 领域的其他平衡计分卡研究不同，排名最高的五个指标并非财务角度。

实际影响

该研究提出了采购 PMS 的框架和指标，供从业人员考虑。它还强调没有一刀切的方案，组织需要根据组织和部门的战略以及运营需求定制 PM。这项研究有助于为希望制定指标和 PMS 的高管和采购管理层制定指南。

原创性/价值

这项研究通过部分解决间接采购 PM 研究不足的领域来贡献知识。文献表明，SCM 中的各种角色需要特定的 PM 指标。本研究专门针对间接采购提出了包含29个指标的平衡计分卡框架。其中十四个指标来自非文献来源。这项研究增强了知识，并为关于间接采购 PM 和更广泛的 PM 文献的有限辩论和证据做出了贡献。