We have shown that the goal of supply chain management is to steer the actors of one or several supply chains in order to optimize their performance and thus offer the creation of common value, especially for the customer.
An evaluation of supply chain performance can only be carried out with prior identification of value creation for the customer, the company itself and all actors across the chain. Although all supply chains have great disparity between their actors, often related to different maturity levels, objectives and constraints, seeking to improve performance across the whole supply chain is essential. The value creation approach is a key element in achieving a high-quality supply chain for the company and the entirety of the chain.
Highlighting this element with value creation attributes is fundamental for any manager looking to direct the various actors in a supply chain. Performance can be measured by using indicators related to value creation attributes, which can then establish a company’s maturity or performance level. Implementing processes within an organization and evaluating their performance using models focused on value creation can help to guide the company in identifying those practices that are closely related to their performance.
The current models are not all focused on analyzing value creation. They can be classified into two general categories: