In this research, performance measurement was identified as a problem for many meatrnprocessing industries. even if, Ethiopia is 10th largest livestock and massive availability ofrnanimals in local market. But still the sector is not competitive at all. Performance measures arernthe lifeblood of organizations, without them no decision can be made, it is the first step tornimprove and control the company's business performance.rnGovernment of Ethiopia is promoting meat processing and leather industries as one of the rnpriority area in GTP Two plan and the sector has a huge potential for developing the economy ofrnthe country, its performance measurement system is unsatisfactory due to missing of integratedrnPerformance measurement and improvement system that hinders its competitiveness. rnThis research explores the major metrics/key measurement indicators for AAAE and to subrnsector from different literatures and finding results. To achieve this objective, an overview trendrnof existing PMIS in meat companies is assessed. Primary and secondary data were collectedrnusing questionnaire survey, interview and observation of records. The methodology is to evaluaternbusiness performances of sampled meat industries and the extent utilization of crucial financial rn(lagging) and non-financial (leading) the researcher used survey instruments and data rnanalysis tools such as descriptive statistics, correlation and regression analysis with the help ofrnSPSS for Window Version 20. rnThis study indicates that companies which measure their performance using important financialrnand non-financial measures in seven perspective to achieve better business performance. Evenrnthough certain companies are currently using non-financial measures like productivity andrnproduction volume, the finding result shows higher companyâ€™s profitability does not mean theirrninternal process performance is high, or its customer and market performance as it is expected.rnThey can be profitable in unbalanced markets. This study was identified and shown theirrnrelationship between financial and nonfinancial performance measures and integrated usingrnequations of each indicators in every perspective with a multiple linear regression andrnmathematical equations to identify which metric to improve first. Finally this study ABSCrnholistic model performance measurement and improvement system with their framework. In thernproposed model, developed hierarchy measures are verified in strategic, tactical and operational rnlevel.