Optimizing Supply Chain Efficiency through Performance Management Systems
Ngo, Hanh (2025)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025120833771
https://urn.fi/URN:NBN:fi:amk-2025120833771
Tiivistelmä
This thesis investigated how a small and medium-sized business (SME) might increase supply chain efficiency via the use of Performance Management Systems (PMS). The Finnish Vietnamese fusion restaurant chain Lie Mi Restaurant (3 Bunny Tacos Oy) was the subject of the research, which looked at how PMS supports operations in the face of erratic demand and perishable inventory. Finding ways to increase performance, cut waste, and better match day-to-day operations with strategic goals was the goal.
Recent studies in digital transformation, supply chain efficiency, and performance management served as the foundation for the theoretical framework. To determine how PMS facilitates departmental integration and continuous improvement, essential ideas such just-in-time procurement, cross-functional alignment, and key performance indicators (KPIs) were examined.
Ten Lie Mi workers from a variety of positions, including waiters, shift supervisors, and kitchen personnel, participated in the structured survey used for the empirical study. The findings demonstrated that while the business monitors fundamental performance parameters like sales, waste, and delivery timeliness, these variables are not strategically connected across divisions. Major obstacles identified by respondents were poor information flow, insufficient digital integration, and unreliable supplier delivery.
According to the study's findings, Lie Mi's PMS is still operational rather than strategic. Key goals were determined to include improving cross-functional communication, staff training, and data integration. The study advances knowledge on how PMS may be modified for SME food service operations and provides useful suggestions for raising the level of performance management maturity in comparable businesses.
Recent studies in digital transformation, supply chain efficiency, and performance management served as the foundation for the theoretical framework. To determine how PMS facilitates departmental integration and continuous improvement, essential ideas such just-in-time procurement, cross-functional alignment, and key performance indicators (KPIs) were examined.
Ten Lie Mi workers from a variety of positions, including waiters, shift supervisors, and kitchen personnel, participated in the structured survey used for the empirical study. The findings demonstrated that while the business monitors fundamental performance parameters like sales, waste, and delivery timeliness, these variables are not strategically connected across divisions. Major obstacles identified by respondents were poor information flow, insufficient digital integration, and unreliable supplier delivery.
According to the study's findings, Lie Mi's PMS is still operational rather than strategic. Key goals were determined to include improving cross-functional communication, staff training, and data integration. The study advances knowledge on how PMS may be modified for SME food service operations and provides useful suggestions for raising the level of performance management maturity in comparable businesses.