Background: To be able to ensure all value-creating activities are made use of throughout the entire supply chain, and also to align the organizational goals for separate companies, performance measurement systems needs the ability to monitor and compare performance for all actors within the inter-organizational relationship, not only vertical relationships, but also horizontal. The performance measurements needs to be derived from inter-operational reality and be flexible to the changing context and constellations in the collaboration. Therefore, the interdependent collaboration between partners within a supply chain, coordination and establishment of common goals and strategies and thereby also performance measurements, becomes a critical process.

Objectives: The purpose of this study is to establish the current processes of calculating and comparing performance measurements for companies within an inter-organizational context, as well as the collaboration between them and how this collaboration is affected by measurements.

Method: A qualitative, in-depth case study on a group of companies with six sub-units, operating within an inter-organizational context has been performed. The data collection consists of primary data, collected through interviews and internal documents.

Results: The results in the case study shows that there are deficiencies in the existing approach of managing and calculating the delivery performance measurements, which implicitly affect the collaboration negatively, and makes it difficult for all parties to compare and utilize the performance results.

Conclusions: The main contributions are providing detailed description regarding the deficiencies that can exist in the current management of performance measurements within inter-organizational contexts, and also what challenges companies face when collaborating in such settings. It has been established that collaborating partners do not take full advantage of the opportunities regarding knowledge sharing, supporting improvements and comparing internal processes when performance is measured differently. Moreover, the importance and significance of the willingness from all involved parties to have one shared strategy is highlighted.