The purpose of this paper is to examine the use and effect of benchmarking in manufacturing companies.
A total of 23 companies were interviewed longitudinally in 1993, 2004 and 2010. For the study a standard questionnaire was used, and the questions asked concerned the best practices used in the companies and their operational performance.
The use of benchmarking has changed a lot over the last 15 years. It grew a lot after the first study was made, but by the time of the third study it had shrunk to the same level as in 1993. There may be several reasons for that, but, as the data indicates, there is no clear relation between the use of benchmarking and operational results, which may be one reason.
Due to the small sample size the results are only indicative and more research is needed in this area. Furthermore, there may also be several other reasons affecting the performance of companies. It is always risky to claim that the use of a certain best practice is the only reason for a performance improvement. One implication is that certain best practices may not be suitable at all levels of operation and that therefore they need to be applied and used carefully.
This study is the only longitudinal study in this field using data from three different periods of time. This gives a unique perspective to critically study the changes in, and consequences of, the use of certain practices.
