Against this current trend of low growth and high uncertainty, business directors must work with their shareholders to set strategic objectives and define business models. The great number of possible strategies makes this type of management very complex, and the actual deployment of strategic choices is often limited by a lack of overall coherence within the organization. This problem calls for an appropriate and renewed response. In strategic management today, a closer, permanent dialogue is needed between operational and financial performance. Based on a supply chain approach, the Value Added Supply Chain (VASC) model focuses on driving operational performance, but aims to achieve a greater and more dynamic integration between these two dimensions of the company's value creation.
This book aims to provide a synthesis of work and ideas done by our team over the last fifteen years in the field of information processing for expression of industrial performance. The statement of objectives on the one hand and the calculation of the other performances are discussed, with the search for the explanation of the link between these two basic steps of an industrial improvement. Beyond the synthetic and typological character of this study, the originality of this work lies in the consideration of the temporal dimension of the objectives, and spread on performance expressions. A fuzzy processing and multi-criteria aggregations time information that can be quantitative, qualitative or symbolic are proposed, in line with industrial practice and literature in the field of performance management.
Against this current trend of low growth and high uncertainty, business directors must work with their shareholders to set strategic objectives and define business models. The great number of possible strategies makes this type of management very complex, and the actual deployment of strategic choices is often limited by a lack of overall coherence within the organization. This problem calls for an appropriate and renewed response. In strategic management today, a closer, permanent dialogue is needed between operational and financial performance. Based on a supply chain approach, the Value Added Supply Chain (VASC) model focuses on driving operational performance, but aims to achieve a greater and more dynamic integration between these two dimensions of the company's value creation.
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