An Empirical Exploration of Supply Chain Performance Evaluation Models Used by the Moroccan Industrial Sector

The search for performance is a continuous process and a natural need for survival for each organization or company, taking into account the constraints linked, in particular, to globalization and the competitiveness of markets. Performance and its evaluation can be considered as necessary conditions for the success of an organization, they constitute a field of research oriented by a strong demand from practitioners to develop best practices to improve the overall performance of the company. Supply Chain Management is a key strategic factor in rising corporate success in a global economy, challenging and complex climate. As consequence, supply chain performance evaluation has become one of the most interesting research areas focused on providing guidance to practitioners in selecting the appropriate performance model for the supply chain management. This article presents the results of the questionnaire survey, which aimed at identifying the most relevant supply chain performance assessment models used by the Moroccan industrial sector. To achieve the main propose of this study, the methodology used includes an empirical survey analysis using a questionnaire and statistical tools. The empirical survey was conducted among a sample of 120 Moroccan industrial companies during October, November and December 2019. Data gathered through an e-mail survey, face-to-face interviews and telephone interviews to approach companies by using a structured questionnaire. This study follows the design survey research methodology. Thus, we initially approach the selection and presentation of the adopted methods. Then, we present the sample selection phase, the mode of questionnaire administration and the data collection, and finally, the interpretation of research results. The findings showed that the lack of unanimity among Moroccan industrial companies on the appropriate approach to assessing supply chain performance, justified by the complexity of their own supply chains as organizational configurations, coupled with the complexity of their management approaches