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Hillek, T. ) Supply Chain Management - Strategien, Konzepte und Erfahrungen auf dem Weg zu digitalen Wertschöpfungsnetzwerken, Vieweg Verlag Gehringer J, Michel WJ (2000) Frühwarnsystem Balanced Scorecard, Metropolitan, Düsseldorf/Berlin Kaplan RS, Norton DP (1997) Balanced Scorecard: Strategien erfolgreich umsetzen, Schäffer Poeschel, Stuttgart Interfaces @ Supply Chain Event Management Peter Schorn CEVA Logistics GmbH Wolfsacker 3, 38444 Wolfsburg, Germany Introduction This article examines the interaction between interfaces and Supply Chain Event Management (SCEM) systems as well as practical experiences with such systems made during the implementation of projects as well as day-to-day operations.

Other companies use a cobweb representation to show the metrics and their objectives. While the Balanced Scorecard requires an unambiguous definition of the metrics used, the event-based Balanced Scorecard needs to maintain trigger points for notifications and their receivers. These trigger values can be determined from internal measurements or through quantitative benchmarking. Event Based Process Performance Management 41 The Supply Chain Operations Reference-model (SCOR), which has been developed by the Supply Chain Council, has extended the scorecard with a benchmarking component (Fig.

Supply Chain Management - Strategien, Konzepte und Erfahrungen auf dem Weg zu digitalen Wertschöpfungsnetzwerken, Vieweg Verlag Gehringer J, Michel WJ (2000) Frühwarnsystem Balanced Scorecard, Metropolitan, Düsseldorf/Berlin Kaplan RS, Norton DP (1997) Balanced Scorecard: Strategien erfolgreich umsetzen, Schäffer Poeschel, Stuttgart Interfaces @ Supply Chain Event Management Peter Schorn CEVA Logistics GmbH Wolfsacker 3, 38444 Wolfsburg, Germany Introduction This article examines the interaction between interfaces and Supply Chain Event Management (SCEM) systems as well as practical experiences with such systems made during the implementation of projects as well as day-to-day operations.

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