Integrated Benchmarking Performance Measures (Survey‪)‬

EXECUTIVE SUMMARY The focus of this article is to show how a thorough understanding of organizational strategy and deployment of the strategy into consistent functional strategies is critical for improving the effectiveness of a benchmarking process. The article examines the impact of managerial positions and organizational sizes on utilization of strategic and operational benchmarking performance measures. Statistical results indicate evidence of misalignment between organizational mission and goals, competitive priorities, and manufacturing performance objectives. Evidence of miscommunicatian among managers at various levels, lack of proactive strategy to develop organizational core competencies, and inconsistent decisions with respect to managerial positions and organizational sizes is also the result of the article. Successful resolution of such inconsistencies is crucial before committing resources to benchmarking activities.