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<p class="Abstract">Supply chains lack their own across-the-board managers that can design and implement a performance measurement system (PMS), nor do they have an explicit overall strategy from which the PMS can be derived. The focus of this article is to develop a qualitative theoretical model on PM in supply chains to explore how to adopt PMS as a tool to implement collaboration and integration in chains. The exploratory nature of the research question determined our use of a multiple casedoi:10.4995/wpom.v7i1.5380 fatcat:mkvs7mtgdncutdquhqehaazycy