This thesis explores several solutions to the problems faced by manufacturers when attempting to measure and analyze the results of their business activities. This thesis examines how performance measurement supported strategy deployment, resource alignment and the execution of action plans. Furthermore, this thesis seeks to highlight some of the leading measurement practices used by the manufacturing community.

The research method examined the writings of several notable authors including Robert Kaplan, David Norton, Peter Drucker, and W. Edwards Deming. The results of that research found that performance measures: (a) Need to be comprehensive, comparative and address all critical business success factors. (b) Should undergo periodic update to improve the data sources and related data analytics. (c) Should consider counterbalance measures to prevent sub-optimization. (d) Need roles and responsibilities aligned towards the leadership's strategic objectives. (e) Need to be distributed in a timely manner that assures data accuracy, reliability, confidentiality, and security.