KLJUČNI INDIKATORI PERFORMANSI U SEKTORU NABAVKE
Ključne reči:
KPI, BSC model za merenje, sektor nabavke
Apstrakt
U radu je dat pregled literature u oblasti ključnih indikatora performansi u organizacijama i najpoznatiji modeli za njihovo merenje. Analizirano je trenutno stanje indikatora u sektoru nabavke na posmatranom preduzeću, uočeni su nedostaci i dati dalji predlozi za unapređenje sistema indikatora.
Reference
[1] Hronec, Steven M. (1993). VitalSigns: UsingQuality, Time andCostPerformanceMeasurement to ChartYourCompany's Future. NewYork: AmericanManagementAssociation
[2] Pritchard, R. D., Roth, P. L., Jones, S. D. &Roth, P.G. (1990). Implementingfeedbacksystems to enhanceproductivity: a practicalguide. NationalProductivityReview
[3] Keegan, D. P., Eiler, R. G., & Jones, C. R. (1989). Are yourperformancemeasuresobsolete?
[4] Pešalj B, Stamatović, M., & Zakić, N. (2010) Effectsofthe global economiccrisis on smallandmediumentreprises in Serbia,
[5] Spasojević B, V., Milanović, D.D., Knežević, S., Lazić, D., & Milanović, T. (2012). Sistem menadžmenta kvalitetom i poslovne performanse. Beograd: Mašinski fakultet.
[6] De Guerny, J., Guiriec, J. C., &Lavergne, J. (1990). Principes et Mise en Place duTableau de Bord de Gestion
[7] Kaplan, R. SR., & Norton, D. P. (1993). PuttingtheBalancedScorecard to Work.
[8] Lynch, R. L., &Cross, K. F. (1991). MeasureUp! YardsticksforContinuousImprovement.
[9] Kaplan, R. SR., & Norton, D. P. (1993). PuttingtheBalancedScorecard to Work.
[10] Bellman, R., Droemer, D., Lohmann, M., &Miller, C. (1994). PerformanceMeasurementProcess
[11] Momčilović, M. (2010). Odnos između indikatora ciljeva i performansi organizacije u integrisanom menadžment sistemu - Studija slučaja: Apex Computers (Master rad, Univerzitet Singidunum, Beograd).
[12] Enström, J. (2002). Developing guidelines for managing processes by objectives. Luleä University of Technology, Luleä
[2] Pritchard, R. D., Roth, P. L., Jones, S. D. &Roth, P.G. (1990). Implementingfeedbacksystems to enhanceproductivity: a practicalguide. NationalProductivityReview
[3] Keegan, D. P., Eiler, R. G., & Jones, C. R. (1989). Are yourperformancemeasuresobsolete?
[4] Pešalj B, Stamatović, M., & Zakić, N. (2010) Effectsofthe global economiccrisis on smallandmediumentreprises in Serbia,
[5] Spasojević B, V., Milanović, D.D., Knežević, S., Lazić, D., & Milanović, T. (2012). Sistem menadžmenta kvalitetom i poslovne performanse. Beograd: Mašinski fakultet.
[6] De Guerny, J., Guiriec, J. C., &Lavergne, J. (1990). Principes et Mise en Place duTableau de Bord de Gestion
[7] Kaplan, R. SR., & Norton, D. P. (1993). PuttingtheBalancedScorecard to Work.
[8] Lynch, R. L., &Cross, K. F. (1991). MeasureUp! YardsticksforContinuousImprovement.
[9] Kaplan, R. SR., & Norton, D. P. (1993). PuttingtheBalancedScorecard to Work.
[10] Bellman, R., Droemer, D., Lohmann, M., &Miller, C. (1994). PerformanceMeasurementProcess
[11] Momčilović, M. (2010). Odnos između indikatora ciljeva i performansi organizacije u integrisanom menadžment sistemu - Studija slučaja: Apex Computers (Master rad, Univerzitet Singidunum, Beograd).
[12] Enström, J. (2002). Developing guidelines for managing processes by objectives. Luleä University of Technology, Luleä
Objavljeno
2024-05-02
Sekcija
Industrijsko inženjerstvo i inženjerski menadžment
