Synergies and conflicts between marketing and supply chain management key performance indicators

Abstract

The integration between marketing and supply chain management (SCM) can be compromised by cross-functional aspects and lead to conflict and lack of cooperation, thus hindering organisational goals. This study aims to analyse the factors that present synergies and conflicts between marketing and SCM key performance indicators (KPIs), as well as their measurements and applications. An in-depth case study was conducted in a multinational supplier of automotive parts. It analyses the perspectives of four functions: Customer Service, SCM, sales and production regarding their organisational KPIs. The results show elements of conflict between the analysed KPIs, for which adjustments are proposed to make them more focused and integrated with the organisational objectives. Points of mutual and conflicting interests were found between the analysed KPIs, especially in indicators composed by factors related to: deadlines, manufacturing capabilities, costs, flexibility to meet volatile demand, and promotions.