Supply chain (SC) performance measurement is attracting the attention of practitioners
and academic researchers. Many studies report the importance of measuring and managing SC
performances to improve the understanding and cooperation among partners, to raise SC integration
and finally to pursuit SC excellence. But, whereas literature about SC performance measurement is
rich in theoretical approaches, empirical researches are still poor.
The work aims to increase fieldworks on this topic. This paper results from a three-years case study
within a SC of facility services in the healthcare sector. The proposed performance measurement
system adopts a balanced approach for performance evaluation and uses different levels of
measurement and accountability: strategic, tactical and operational. The model shares measures and
results among customer, prime contractor and subcontracting companies of the considered SC,
supporting partners in highlighting opportunities for services improvement, getting better
collaboration and coordination along SC and defining Service Level Agreements.
