Title: Collaborative Supply Chain Performance Measurement Systems. A multiple case study on the OTD-process of manufacturing SMEs in the Swedish lighting industry. Authors: Arvid Svensson, Frida Gustafsson and Julien Guillaume. Background: Even though the multiple stated benefits of Supply Chain Performance Measurement Systems (SCPMS) to enhance the collaboration, there is a lack of research, especially regarding the presence among Small and Medium-sized Enterprises (SME). Closely associated with the presence of a SCPMS are the challenges. Research on SCPMS and the accompanied challenges have been made in multiple fields and contexts. Yet, SCPMS in the Order to Delivery (OTD)-process between a SME lighting manufacturer and their key customers is missing. Purpose: The purpose of this thesis is to investigate to what level collaboration regarding SCPMS is present in the OTD-process among the cases studied as well as explain this level of collaboration by studying the challenges of SCPMS. The aim is to contribute to existing literature with an explanatory model that highlights the challenges for a highly collaborative SCPMS with their key customers. This model should also give practical contributions to the case companies. Method: A multiple case study have been conducted. Qualitative data has been gathered through semi-structured interviews. Findings and Conclusion: The findings show that the level of collaboration in the SCPMS differs from no presence at all to an almost total high presence in the cases studied. The criteria that were found in previous literature for high collaboration in the SCPMS were overall similar to the practices found in the cases. Most of the challenges found in previous research were able to explain the difference in level of collaboration in the SCPMS. The two major challenges were lack of knowledge and lack of will. Lack of knowledge was present where the will to progress was clear, while also in one case, there was not even a will to progress. Overall, the company with low level and will to progress was most likely to perceive challenges, while the company with the highest level perceived the least challenges.