Performance evaluation of logistics enterprises based on Economic Value Added and Balanced Scorecard

2010 ◽  
Author(s):  
Yan Tong ◽  
Yan Yao ◽  
Xiaotong Xiong
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Economic Value ◽  
Value Added ◽  
Economic Value Added ◽  
Logistics Enterprises

Briggs & Stratton, Inc.

2017 ◽  
pp. 1-17
Author(s):  
Kenneth M. Eades ◽  
Martson Gould ◽  
Jennifer Hill
Keyword(s):  
Performance Evaluation ◽  
Performance Measurement ◽  
Student Learning ◽  
Economic Value ◽  
Value Added ◽  
Strategic Plan ◽  
Economic Value Added ◽  
Comprehensive Strategy ◽  
Enhance Student Learning

The student's task is to develop a comprehensive strategy for Briggs & Stratton, which is facing severe competition and margin pressures. A major component of the strategy to be considered is whether to implement economic value added (EVA) as a new performance measurement for management. The case is designed to serve as an introduction to how to compute and use EVA. It emphasizes the importance of performance evaluation as part of a larger strategic plan. A teaching note is available to registered faculty, as well as two video supplements to enhance student learning.

scholarly journals Managing For Value: Developing A Performance Measurement System Integrating Economic Value Added and The Balanced Scorecard In Strategic Planning

1970 ◽  
Vol 21 (1) ◽  
pp. 1-18
Author(s):  
Harold Fletcher ◽  
Darlene Brannigan Smith
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Economic Value ◽  
Value Added ◽  
Performance Measurement System ◽  
Corporate America ◽  
Economic Value Added ◽  
The Balanced Scorecard ◽  
System A ◽  
Hierarchy Process

Economic value added (EVA) systems and the balanced scorecard (BSC) havegenerated a tremendous interest in corporate America recently as approachesto performance management. Implementation of these methodologies has notproven to be easy. This paper introduces the analytical hierarchy process andshows how this methodology addresses the limitations of EVA and BSC by integratingthem into one comprehensive system. A case study is used to illustratethis methodology.

Theory of Cost Approach to Industrial Enterprise Management

2020 ◽  
Vol 8 (1) ◽  
pp. 10-21
Author(s):  
Elena Maevskaya
Keyword(s):  
Balanced Scorecard ◽  
Economic Value ◽  
Value Added ◽  
Enterprise Management ◽  
Economic Value Added ◽  
Historical Aspect ◽  
Value Based Management ◽  
Industrial Enterprises ◽  
Characteristic Features ◽  
The Cost

The article discusses the theoretical aspects of managing the value of industrial enterprises based on models that have become as wide-spread as possible, such as economic value added — EVA (Economic Value Added), MVA (Market Value Added), Equity value added — SVA (Shareholder Value Added), monetary value added — CVA (Cash Value Added), RCF (Resident Cash Flow) and Balanced Scorecard (BSC). The given models were chosen from a large number of proposed instruments in the works of domestic and foreign scientists, as the later concepts only developed the theory of their application. The purpose of the article was to share the determinants of the increase in the cost of industrial enterprises. The study is based on the theory of VBM (Value-Based Management) — valuebased management. The formation of this theory and the above-mentioned models in the historical aspect taking into account the factors of their occurrence are considered. The characteristic features of each model in terms of their application to cost management of modern domestic industrial enterprises were assessed. On the basis of the conducted study, the determinants of the increase in the cost of industrial enterprises and the methodology of their management have been determined.

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