An Internet System to Apply the Balanced Scorecard Concept to Supply Chain Management

Author(s):  
Ralph Scheubrein ◽  
Beate Bossert
2022 ◽  
pp. 95-110
Author(s):  
Doni Maryono ◽  
Rita Ambarwati

The pandemic has an impact on almost all sectors of people's lives, in the economic, political, and socio-cultural sectors. The government has implemented large-scale social restrictions (PSBB) as an effort to stop the spread of the COVID-19 virus. With the PSBB, it causes disruption to the hospital supply chain management. As a step to anticipate the hospital's impact on the PSBB, the hospital needs to evaluate the performance of supply chain management. The purpose of this chapter is to describe the performance evaluation of hospital supply chain management using a balanced scorecard approach. A new finding from this study is to measure the performance of hospitals experiencing various disruptions in their supply chain management caused by the COVID-19 pandemic with a balanced scorecard. The author concludes that measurements with the balanced scorecard approach can provide information about the performance of hospital supply chain management broadly in areas experiencing disruption due to the COVID-19 pandemic.


2020 ◽  
pp. 283-299

The strategic management of the supply chain includes the formulation and implementation of a supply chain strategy as well as the assessment of the results. Undoubtedly, the formulation of a supply chain strategy is part of each of the three levels of strategic planning: corporate, business unit, and functional. For successful strategic management of the supply chain, an integrated approach is needed to link the supply chain strategy with the overall strategic management of the company. It is the Balanced Scorecard which seems to be a suitable and effective tool for this purpose. The Balanced Scorecard focuses on formulating a supply chain strategy, linking it to the corporate vision and turning it into particular actions to achieve the strategic objectives. In this article, a methodology for strategic supply chain management is proposed based on the Balanced Scorecard as an instrument for supply chain strategy formulation and implementation. The methodology consists of twelve steps, each of which is commented in more detail. The article aims at filling the gap identified in the literature devoted to strategic aspects of supply chain management.


2015 ◽  
Vol 115 (3) ◽  
pp. 436-461 ◽  
Author(s):  
MingLang Tseng ◽  
Ming Lim ◽  
Wai Peng Wong

Purpose – Assessing a measure of sustainable supply chain management (SSCM) performance is currently a key challenge. The literature on SSCM is very limited and performance measures need to have a systematic framework. The recently developed balanced scorecard (BSC) is a measurement system that requires a balanced set of financial and non-financial measures. The purpose of this paper is to evaluate the SSCM performance based on four aspects i.e. sustainability, internal operations, learning and growth, and stakeholder. Design/methodology/approach – This paper developed a BSC hierarchical network for SSCM in a close-loop hierarchical structure. A generalized quantitative evaluation model based on the Fuzzy Delphi Method (FDM) and Analytical Network Process (ANP) were then used to consider both the interdependence among measures and the fuzziness of subjective measures in SSCM. Findings – The results of this study indicate that the top-ranking aspect to consider is that of stakeholders, and the top five criteria are green design, corporate sustainability, strategic planning for environmental management, supplier cost-saving initiatives and market share. Originality/value – The main contributions of this study are twofold. First, this paper provides valuable support for supply chain stakeholders regarding the nature of network hierarchical relations with qualitative and quantitative scales. Second, this paper improves practical performance and enhances management effectiveness for SSCM.


Author(s):  
Heba Mohamed Adel

The purpose of this article is to use strategy mapping (SM) and balanced scorecard (BSC) in portraying and assessing green entrepreneurial supply chain management (GESCM) performance of a vertically integrated entrepreneurial supply chain in an Egyptian emerging market of organic beverages industry. Based on thematic literature review and qualitative research (in-depth interviews with experts, focus groups, observations, and reports’ analysis), multi-item measurement quantitative BSC scale and strategy map were proposed to measure and communicate the GESCM performance of a hierarchical chain with multiple nodes and cross-functional green practices. This article conceptually contributes to the active debate on contemporary GESCM performance measurement. It integrates the literature of green production and operations management, strategic management and entrepreneurial supply chain management (ESCM) to investigate the unexplored context of GESCM research. It empirically assesses GESCM performance of an attractive network using BSC and maps its strategy with its multidisciplinary environment-friendly practices. The GESCM performance was measured in terms of four integrated perspectives (innovative and proactive processes, learning and growth, financial gains and supply chain stakeholders’ delight). Results showed that BSC and SM are effective and efficient tools in managing the performance of a successful GESC in an emerging market. Royal Herbs’ BSC key performance indicators (KPIs), which were used in assessing a GESCM strategy, indicate improvements along the BSC’s four perspectives. Results give green entrepreneurs/manufacturers in an emerging market as Egypt a comprehensive view on how they can effectively assess/improve their GESCM performance. It draws attention to the importance of investing in GESCM practices for maintaining sustainable development in a clean business environment. It helps practitioners, academics and policymakers in Egypt to bridge the gap between theory and practice regarding GESCM performance. From an interdisciplinary perspective, it provides insights on improving the ESCM performance of the industry without harming its natural environment.


2018 ◽  
Vol 7 (7) ◽  
pp. 3709
Author(s):  
Dannis Tanaka ◽  
I Nyoman Nurcaya

Tujuan penelitian ini adalah untuk mengetahui apakah kinerja supply chain management suatu perusahaan sudah terlaksana dengan baik dilihat dari keempat perspektif balanced scorecard. Penelitian ini dilakukan di PT. Alove Bali IND. Jumlah sample yang diambil sebanyak 20 karyawan PT. Alove Bali IND serta 5 agen PT. Alove Bali IND, Pengumpulan data dilakukan melalui penyebaran kuesioner dan wawancara. Teknik analisis data yang digunakan menggunakan pendekataan balanced scorecard. Berdasarkan hasil analisis ditemukan bahwa Kinerja PT.Alove Bali IND diukur malalui perspektif keuangan kurang baik dikarenakan masih terjadi fluktuatif di tahun 2012 hingga tahun 2014 dan dalam menjalankan operasionalnya perusahaan masih sangat tergantung oleh hutang. Pada perspektif pelanggan kinerja perusahaan sudah terbilang baik dikarenakan nilai rata-rata keselurahan responden adalah sebesar 4.20. Pada perspektif bisnis internal kinerja perusahaan sudah terbilang sangat baik dikarenakan nilai rata-rata keselurahan responden adalah sebesar 4.78. Pada perspektif Pembelajaran dan pertumbuhan kinerja perusahaan sudah terbilang sangat baik dikarenakan nilai rata-rata keselurahan responden adalah sebesar 4.61.   Kata kunci: supply chain management, balanced scorecard, manajemen operasi


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