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The importance of performance measurement is generally recognized in the literature and by industry. However, the adequacy of metrics applicable to different aspects of the organization does not appear to have been addressed. Provides fresh insight to fill some of the knowledge gaps in this area with particular focus on evaluating product development performance from a company perspective. Also presents insights gained from ten company‐based longitudinal case studies, which formed one essential part of a much larger research project with details of the other aspects of the project in Driva.

Reports on the findings of research undertaken at the University of Nottingham into Computing Services firms in the UK. The study particularly focuses on firms who are currently exporting to Germany. The implications of the European Single Market and the changes which will affect the Computing Services (CS) sector are discussed along with a full examination of the current state of the German market. Information from the research of successful entrants and results of interviews with the Department of Trade and Industry (DTI) have also been included. The development of the European Community′s policy, together with the views of successful organizations operating in the CS market, provide an insight into some of the factors influencing planning for 1992 and act as a useful starting point for new entrants. Finally, proposes guidelines for computing services firms intending to enter the German market.

Discusses the effect of electronic commerce on the management of the supply chain. Particular emphasis is placed on electronic data interchange (EDI). EDI has in the past been confined to larger companies. However, as more companies are becoming switched on to the benefits, so it is becoming a prerequisite for all businesses. The benefits and costs associated with electronic commerce are highlighted using results from a survey and follow‐up cases. Analysis showed that the main benefit is faster transactions. Additionally, better co‐operation between trading partners, reduced administration costs and improved accuracy resulted. The impact of the Internet on electronic commerce, including possible future directions, is then discussed. The paper closes by proposing a framework to assist companies with the change towards introducing electronic commerce into the supply chain.

The practice of logistics management has changed from an operational concern with the elemental activities to a strategic interest in how effective logistics management can help reach corporate objectives. Recent Australian government policy has emphasized world competitiveness and Australia′s place in the Asian trade bloc. Management rubric advocates strategic alliances with customers, suppliers and even competitors. Surveys a group of 86 practising logistics managers to establish the issues which they think will be important for the future direction of their logistics operations. Examines the impact of environmental pressures, changing power relationships in the logistics channel, the use of technology, the global marketplace, uses of outsourcing and the reduction in the cycle time to market. The result is a rather inward‐looking orientation – a focus on the strategy and activities of their own organization operating in the domestic market.

New product development (NPD) has become critical to the growth and future prosperity of organisations. This research therefore sought to determine the need for performance measurement during the NPD process and reveal measures currently used, where future requirements lie and where improvements can be made.

First, a theoretical model was developed that sought to capture the major factors for measuring NPD performance. This meant reviewing the existing body of work and using a combination of quantitative and qualitative methods to collect information from practitioners. Questionnaires were sent to manufacturing organisations, and ten participants were selected for further investigation. The resulting model describes steps that a company should follow when introducing and managing a performance measurement system for NPD. Five years later, a follow‐up questionnaire was carried out with a similar group of companies, which allowed the authors to test and then refine the model.

The results indicate useful guidelines for managers, including: ensure that transparency of measures at the individual project level is high; move product development performance up the corporate training agenda; and concentrate on the core processes first.

The performance measurement model proposed here can be used as the basis for developing an NPD best practice audit across the company, with a view to benchmarking against suppliers, competitors and/or industry best practice.