Amidst rivalry and intricate value networks the relationship between Supply Chain Management (SCM) and Total Quality Management (TQM) has emerged as a fundamental element of contemporary operational strategies and is essential for securing long-term competitive benefits. This bibliometric analysis methodically charts the framework and research directions within this crucial overlap. Drawing on a collection of 371 publications from the Scopus database, this study offers an in-depth summary of the discipline's progression from 1994, to 2025. The study indicates a developed research area that has seen a significant rise in scholarly attention with the number of publications increasing more than threefold since 2017. Major contributions are regionally clustered with the USA, India and China standing out as the leading contributors. A thematic keyword map uncovers the fields framework: 'Total Quality Management' and 'Supply Chain Management' serve as central driving themes propelling the research. These are underpinned by fundamental themes, like 'sustainability'. The analysis also indicates an evolution in terminology, with older concepts like 'just in time' now appearing as declining themes, superseded by more integrated frameworks. This survey serves as a valuable resource for researchers and practitioners by providing a data-driven landscape of the field's foundational pillars, dominant topics, and future research trajectories.

The primary goal of creating a culture of performance management is to improve processes based on the responsibility of individuals and groups for the continuous improvement of business processes, and to contribute to their skills. In this paper, we discuss all related issues and indentify the most important aspects and components of performance management. The proposed study of this paper is to find out which performance management works best for national Iranian oil products distribution company (NIOPDC). The proposed study uses analytical hierarchy process to prioritize all important factors based on pair-wise comparison. We use geometric mean to find the average of comparisons and all computations are performed using Expert Choice software package. In summary, stakeholders (0.262) are the most important components of our survey followed by employee management (0.247), social responsibility (0.190) comes in the third position and quality of services (0.166) and internal process (0.134) are two less important factors in this survey.