Business Excellence Model evaluates the performance of firms and explores actions for the improvement (Kanji, 2002). Organization can use BEM to increase the performance in following ways:
Performance Measurement Tool
Organization can use the Business excellence model as a performance assessment tool such as benchmarking or audit framework. Through using the business excellence model, company can evaluate the gap existed between actual and standard performance. After identifying the gap, can take necessary actions for performance improvement (Groves, Herbert, Correll & Correll, 2008).
Utilization of Resources
Company can use the business excellence model in the allocation and utilization of the resources (Kanji, 2002). Through Business excellence model, company can allocate the resources in right time, at right place in right manner that can increase the performance of the organization.
Policy & Strategy
By using business excellence model, organization can develop effective policies and strategy for the identified areas of performance improvement (Groves, Herbert, Correll & Correll, 2008). Business excellence model is based on TQM principle and provides necessary information regarding supply chain, quality standards, deviations, etc. Through business excellence model, company can achieve holistic development of its product or service quality that will enhance organizational performance.
Supply chain management
For increasing the performance, company can use the Business excellence model in the supply chain management. Business excellence covers all TQM factors that affect the business excellence of the organization. By using BEM, organization can improve inventory management, distribution system, logistics operations and supply chain network that are directly linked to performance (Kanji, 2002).
Groves, D., Herbert, K., Correll, J. C. & Correll, J. G. (2008). Achieving Class a Business Excellence: An Executive's Perspective. USA: John Wiley and Sons.
Kanji, G. (2002). Measuring business excellence. USA: Routledge.
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