Introduction Benchmarking refers to the process of measuring and improving products, services and best practices against the best that can be identified all over the world. It involves the evaluation of different aspects of the processes of an organization in relation to the best practice by the strategic management team. Benchmarking enables the organization to develop plans on how to come up with best practices so that they can increase their performance. It acts as a tool that organizations uses to improve their performance by enabling them to compare themselves with other organizations thus enabling them to compare their strengths and weaknesses and learn how to improve on their weaknesses and how to maintain their strengths. It involves the process which requires the organizations to compare their processes with other better processes so that they can be able to better their systems. Benchmarking therefore is a means or a measure of performance through which organizations establish goals of high performance and ways of making them come true (Camp, 1989, p. 12). There are three major types of benchmarking namely; internal benchmarking, external benchmarking and best practice benchmarking. Internal benchmarking involves the participation of partners found within the same company however the organizations may be located in same the regions or different regions. This type of benchmarking is mainly concerned with internal comparison. It is more easy and convenient since data can easily and quickly be collected, the partners exhibit the same language, culture and practices, there are ready communication channels, the surrounding is familiar and the partners are familiar with one another. External benchmarking involves partners within the same group but different companies and industries. It involves the comparison with external processes. Best practice benchmarking involves mainly benchmarking against best practice. It requires the organization to search for the leader already identified for the success of the business. It does not require what is best but instead requires what it means to be best when the process being assessed is put into consideration. There are different aspects of benchmarking which an organization can practice. They include product benchmarking which involves inventing new products and improving the quality of the already existing ones. Process benchmarking which involves examining the activities of the organization to identify the best practices. The third type of benchmarking is performance benchmarking which allows for the process of comparing a firm’s goods and services with those of other already identified firms. Functional benchmarking is another type of benchmarking and this is mainly concerned with the improvement of performance on a specific function. In this case the organization has to identify a specific function and then work towards improving its performance. In addition, there is financial benchmarking which involves analyzing financial performance and comparing the results with that of other organizations to realize the competitive stand of the organization. Finally, there is the strategic benchmarking as the last type of benchmarking. This is mainly concerned with making observation on the market competition of other organizations. It