Alignment of inter‐agency supply chains to enhance public sector performance management

Purpose - This paper seeks to explore sources of political and administrative challenges which arise from an absence of alignment of supply chains linking the activities of public agencies. Design/methodology/approach - The performance measurement challenges created by an apparent absence of alignment within public sector supply chains are explored from a conceptual perspective, through the supply chain and public sector performance management literature. A case study is provided to highlight the practical and organizational challenges facing politicians, policy makers and public sector managers when they seek to demonstrate to their stakeholders, including the general community, the performance efficiency of their agencies. Findings - There is an absence of research and debate concerning the alignment of inter‐agency supply chains and the potential this creates for delivery performance failure that disadvantages stakeholders. Research limitations/implications - While this is a conceptual paper, the existence of recurring supply chain problems between agencies, as illustrated by the case study, provides practical conclusions of use to practitioners and policy makers. Originality/value - The paper revisits earlier literature on performance measurement in the public sector and applies this to a supply chain situation to explore problems in measuring and managing inter‐organizational supply chains which exist not only between public agencies but also between private sector organisations undertaking outsourced contracts on behalf of government.