Supply chain performance models: A literature review on approaches, techniques, and criteria <s> Balanced scorecard based model (BSC) <s> This paper develops a balanced scorecard for supply chain management (SCM) that measures and evaluates day-to-day business operations from following four perspectives: finance, customer, internal business process, and learning and growth. Balanced scorecard has been developed based on extensive review of literature on SCM performance measures, supported by three case studies, each illustrating ways in which BSC was developed and applied in small and medium sized enterprises (SMEs) in India. The paper further suggests that a balanced SCM scorecard can be the foundation for a strategic SCM system provided that certain development guidelines are properly followed, appropriate metrics are evaluated, and key implementation obstacles are overcome. The balanced scorecard developed in this paper provides a useful guidance for the practical managers in evaluation and measuring of SCM in a balanced way and proposes a balanced performance measurement system to map and analyze supply chains. While suggesting balanced scorecard, different SCM performance metrics have been reviewed and distributed into four perspectives. This helps managers to evaluate SCM performance in a much-balanced way from all angles of business. <s> BIB001 </s> Supply chain performance models: A literature review on approaches, techniques, and criteria <s> Balanced scorecard based model (BSC) <s> In Supply Chain Management (SCM), performance measurement can facilitate understanding and integration among the supply chain partners. The purpose of this paper is twofold: first, to review the existing SCM performance measurement framework based on the Analytical Hierarchy Process (AHP) and Balanced Scorecard (BSC) models reported in the literature. Second, based on the prioritisation of the suggested performance measures/metrics and performance at different decision levels, a mathematical model is developed to optimise the overall performance measurement of SCM for Small- and Medium-sized Enterprises (SMEs). <s> BIB002
Among 42 journal articles, seven papers (16.67%) employed the BSC as a single approach in constructing models.  have proposed the BSC approach as a tool for performance evaluation through four perspectives of financial, internal business process, customer, and learning and growth. Some of performance articles used the BSC perspectives in model development. Bhagwat and Sharma (2009) studied required performance metrics and developed a model for SC performance evaluation. They used BSC approach to analyze their operations from every angle that covers all perspectives of business. Bhagwat and Sharma (2007b) constructed a hierarchical model and put BSC perspectives in the lowest level as alternatives. They presented a methodology that can help firms to prioritize and formulate viable performance measurement strategies in the volatile and complex global decision environment from different BSC perspectives. In another paper BIB002 referred to this model and developed a methodology to optimize the overall performance measurement of SCM for SMEs. In yet another paper BIB001 presented a BSC model for supply chain management in their framework that is structurally similar to the BSC framework proposed by Kaplan and Norton. In this paper, the BSC has applied metrics that was proposed by  with the intent to evaluate SCM performance comprehensively. Four perspectives of the BSC were applied to these metrics or in another words the different metrics were fitted into four different perspectives of BSC to give a balanced picture of SCM performance evaluation.  with the purpose of suggesting a method to evaluate the performance of petroleum industry supply chain, employed BSC perspectives and mapped petroleum supply chain criteria under the four perspectives. Bigliardi and Bottani (2010) proposed a generic BSC model for supply chain management by focusing on the specific context of the food supply chain. The authors identified key performance indicators in the context of BSC and applied the Delphi technique for obtaining a high degree of consensus on the key indicators in their model. Then the authors offered the final results of Delphi technique as BSC model and tested it on two companies, operating in the food industry for validation. Yang (2009) for constructing a performance evaluation index system developed BSC by adding society development to BSC perspectives and employed them to emphasize the important role of organization strategy in performance evaluation system.