Abstract—Supply chain management (SCM) practices and performance are managed through a strategic map. They are bridged by the attention to a few measures including both financial and non-financial perspectives. Such the measures are embedded into the balanced scorecard (BSC). The BSC is however criticized as limitations because of unidirectional causality and internal focus. These could be overcome by a supply chain causal linkage-based strategic map design. Its conceptual framework is proposed in this paper purposing to causally link SCM practices to performance. The causal linkages contribute to identify their root causes leveraging the organizational vision and mission. This contribution is useful for decision makers to set SMART (specific, measurable, attainable, relevant, and timeline) objectives.

Index Terms—supply chain management, causal linkage, strategic map

Cite: Kanda Boonsothonsatit, "Supply Chain Causal Linkage-based Strategic Map Design" Journal of Advanced Management Science, Vol. 5, No. 3, pp. 205-209, May 2017. doi: 10.18178/joams.5.3.205-209