Distribution platforms the inputs and output

distribution platforms. The inputs and output variables used in operational efficiency are those that involve
value-added services. The operational performance captures the efficiency and productivity of bank staffs
employed in the performing of value-added services (Jung, Park, Hong & Hyun, 2016)
Elements of Operational Activities in Banks
In banks performance management, four primordial elements come to play. According to Portela and
Thanassolious (2015) all companies must consider the following four elements of performance, via;
planning, execution, control and analysis.
 Planning: The strategies, processes and supporting IT solutions which help manufacturers schedule,
sequence or load level production in order to reliably meet the combination of customer satisfaction
and financial goals. Planning capabilities are crucial to ensure schedules are feasible, resources are
leveraged, and sequence an change-over are minimized to improved operation.
 Execution: The strategies, processes and supporting IT solution which provide instruction to
workforce and automation to better meet schedule and quality requirements. Execution systems
include equipment and technology to support work instructions, testing, inspection or work status,
inventory status and replenishment. Execution capabilities synchronize resources and treack
performance (Aberdeen, 2016).
 Control: The strategies, processes and supporting IT solutions which measures plan against actual
performance in real-time alert the workforce to actual or potential deviations, and proactively re-plan
or suggest corrective action (Jung, Park, Hong & Hyun, 2016).
 Analysis: The strategies, processes and supporting IT solution which aid in understanding complex
operations and their impact on financial performance. Analysis determines operation effectiveness and
identifies improvement opportunities. Planning is so important that all experts agree that one is
planning to fail when not planning to succeed. It believes the manager to plan for the future
requirements of the organisation. Planning, thus bridges the gap from where we are to where we want
to be (Portela & Thanassolious, 2015).
Theoretical Review
The theoretical foundation of this study was anchored on Information Theory and Theory of Performance
Rating
Information Theory
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Those companies that may look for ways to communicate their environmental performance to outside
shareholders and stakeholders may be hindered by lack of full understanding of the commodities, practices
and resources going through their supply chains. This might be due to suppliers may cling to some
information about their environmental performance and the impact the customers will experience. This
situation is also known as information asymmetry (Khan, 2017). The main benefit of green supply chains is
obtained from the potential to market and sell green products. This kind of capacity can potentially develop
innovative commodities thereby building a competitive edge for the firms (Delmas & Montiel, 2015).