Performance Assessment in Business of Agricultural Companies using Balanced Scorecard Model

AbstractThe performance management is a strategic and integrated approach for long-time success of the activity of agricultural companies, by improving the performance of the organization, teams and individuals. In search of success, the performance management uses a variety of models, techniques and methods, some taken from other systems and improved and others of its own, focusing on strategy and differentiating features that provide a strong competitive advantage. The Balanced Scorecard (BSC) model identifies several dimensions of the organization, representing areas where organizations need to achieve results at department, team or individual level. According to the type of the agricultural company, there can be esential financial aspect, customers, internal processes, knowledge and learning, service quality, market share etc. The company under study, S.C. Agrocomplex Lunca Paşcani S.A., is representative in terms of ownership, farm and profile of the agricultural production in Moldavia region. According to the methodology developed, starting from the strategy of S.C. Agrocomplex Lunca Paşcani S.A. we identified the strategic objectives for each situation and the level of reaching the objectives using several indicators. In the second stage of the BSC analysis, the indicators are defined according to the management priorities of S.C. Agrocomplex Lunca Paşcani S.A. in four categories, corresponding to the four dimensions of the classical model: customer perspective, perspective of processes within the company, employee perspective and financial perspective

Download Full-text

Rancangan Service Scorecard sebagai Pengukuran Kinerja Pelayanan Cargo

JURNAL Al-AZHAR INDONESIA SERI SAINS DAN TEKNOLOGI ◽

10.36722/sst.v2i3.135 ◽

2015 ◽

Vol 2 (3) ◽

pp. 143

Author(s):

Nurlailah Badariah ◽

Tiena Gustina Amran ◽

Aditya Friandy

Keyword(s):

Performance Management ◽

Customer Service ◽

Balanced Scorecard ◽

Business Processes ◽

Business Environment ◽

Strategic Objectives ◽

The Balanced Scorecard ◽

Financial Perspective ◽

Customer Perspective ◽

Charter Flight

Abstrak – Persaingan antara pelaku bisnis charter flight semakin ketat dalam persaingan global. perusahaan harus dinamis dan adaptif terhadap perubahan lingkungan bisnis. Perubahan ke arah strategi yang dapat diimplementasikan sesuai dengan perkembangan persaingan charter flight untuk pelayanan yang terbaik bagi pelanggan. Penelitian ini menggunakan pendekatan aplikatif yaitu merancang suatu sistem yang dapat diaplikasikan pada perusahaan charter flight, yang telah memiliki sistem pengelolaan kinerja dengan menggunakan Balanced Scorecard. Pada perancangan Balanced Scorecard terdapat 4 perspektif utama yaitu : financial perspective , customer perspective, internal business processes , learning and growth perspective. Balanced Scorecard tidak di desain secara spesifik untuk perusahaan jasa dan tidak bersifat prediksi. Sementara Service Scorecard memfokuskan spesifik pelayanan pada customer perspective. Dari hasil penelitian diperoleh Strategy Mapping yang memuat tujuan-tujuan strategis dan indikator (Lead dan Lag) dari Service Scorecard. Terdapat 17 ukuran kinerja yang temuat di dalam 17 tujuan strategis dan 7 perspektif dari Service Scorecard yaitu : Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention. Tujuan strategis yang dibuat dalam suatu Strategy Mapping dan indikator sangat berguna untuk menyusun langkah selanjutnya yang akan ditempuh oleh perusahaan. Abstract – Competition between charter flight businesses increasingly stringent in a global competition. Companies must be dynamic and adaptive to changes in the business environment. Changes in the direction of strategy that can be implemented in accordance with the competition development of charter flight for the best service for customers. This research uses applicative approach to design a system that can be applied to the charter flight company, which already has a performance management system by using the Balanced Scorecard. In the Balanced Scorecard , there are four main perspectives: financial perspective, customer perspective, internal business processes, learning and growth perspective. Balanced Scorecard is not designed specifically to service companies and non-predictive. While the Service Scorecard specific focus on customer service perspective. This research has resulted a strategy map with subsequent strategic objectives and indicator (Lead and Lag) for Service Scorecard. Finally, there are 17 performance measures with subsequent 17 strategic objectives and 7 perspectives Service Scorecard: Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention. Strategic goals made in a Mapping Strategy and indicator is very useful to formulate the next steps to be taken by the company. Keyword – Service Scorecard, Balanced Scorecard, Strategy Mapping, customer perspective, Lead dan Lag

Download Full-text

Strategy Map dan Rancangan Balanced Scorecard PT. DPI

BISMA (Bisnis dan Manajemen) ◽

10.26740/bisma.v7n2.p117-124 ◽

2018 ◽

Vol 7 (2) ◽

pp. 117

Author(s):

A Fakhri Arifyanto

Keyword(s):

Balanced Scorecard ◽

Customer Relationship ◽

Strategy Development ◽

Strategic Objectives ◽

The Balanced Scorecard ◽

Strategic Issues ◽

Strategic Objective ◽

Financial Perspective ◽

Strategy Map ◽

Process Perspective

This research aims to compile and designing Strategy Map and Balanced Scorecard on PT. DPI in order to achieve the objective of becoming an international organization or world class company. According to David P. Norton which had been quoted by Mathews (2007), Balanced Scorecard is precise methodologies to develop measurement which is capable to describe the organization’s strategy. Development of Strategy Map is the key to design effective Balanced Scorecard. The analysis result stated that the Strategy Map of PT. DPI could be compiled by virtue of the strategic issues in the corporate level, meanwhile for the Balanced Scorecard design consists of four perspectives in which financial perspective to improve the ROI of strategic objective by increasing revenue from existing product and new product. Customer perspective, with the strategic objective of customer satisfaction, increased market share by retaining existing customers and add new customers. Internal Business Process Perspective, with a strategic objective of developing superior products, innovative and sophisticated, improved customer relationship management. Learning and Growth Perspective, with strategic objectives to improve the quality, professionalism of human resources DPI, to develop a conducive climate in DPI (improve DPI climate).

Download Full-text

PENILAIAN KINERJA PERGURUAN TINGGI ISLAM DENGAN BALANCED SCORECARD AGAR TERWUJUD LEMBAGA PENDIDIKAN ISLAM BERBASIS MAQASID SYARIAH

JRAK Jurnal Riset Akuntansi dan Komputerisasi Akuntansi ◽

10.33558/jrak.v8i2.935 ◽

2017 ◽

Vol 8 (2) ◽

pp. 121-131

Author(s):

Zuraidah Zuraidah ◽

Esy Nur Aisayah

Keyword(s):

Organizational Performance ◽

Internal Control ◽

Balanced Scorecard ◽

Performance Measure ◽

Strategic Objectives ◽

Internal Process ◽

The Balanced Scorecard ◽

Financial Perspective ◽

Process Perspective ◽

And Performance

In improving organizational performance, alignment an organizations and individuals in the organization is very important. Balanced Scorecard is one of the alternative performance measure that aims to combine the performance measures of financial and non-financial. Inspired by Kaplan and Norton, the concept was developed in four perspectives: financial, customer, internal process and learning and growth. This article discusses how to build a balanced scorecard, include determining the strategic objectives, measures, targets, initiatives, and implementing the balanced scorecard in public organizations. The performance assessment of Islamic Universities have: 1) strategic targets financial perspective: the ability to obtain funding and cost efficiency, 2) strategic objectives perspectives of stakeholders, namely the satisfaction and pride for students, 3) strategic objectives of internal process perspective is a internal business portal, process and policy procedures, financial systems and reporting, internal control and performance measurement, research and community service quality, 4) strategic objectives of learning and growth perspectives improve the professionalism of human resources, improve the quality and infrastructure facilities. Islamic university has 21 strategic objectives in the four perspectives of the balanced scorecard. As well as the maqasid syariah used as an indicator both in aligning the results of an assessment of the performance of the Islamic universities.

Download Full-text

PERACANGAN INSTRUMEN PENGUKURAN KINERJA USAHA UKM KALEM COFFEE DENGAN PENDEKATAN BALANCED SCORECARD

MANAJERIAL ◽

10.30587/manajerial.v6i01.850 ◽

2019 ◽

Vol 6 (01) ◽

pp. 9

Author(s):

Nur Elisa Faizaty ◽

Yanuar Trisnowati ◽

Atika Anthony ◽

Eka Desy Aminah Sari

Keyword(s):

Performance Management ◽

Balanced Scorecard ◽

Business Processes ◽

Swot Analysis ◽

Measurement Instrument ◽

Coffee Shop ◽

Strategic Objectives ◽

Financial Perspective ◽

Initial Stage ◽

A Performance

Performance management is intended to improve the strategic focus and effectiveness of the company by ensuring continuous improvement in individual and team performance. The most popular approach used is the BSC (Balanced Scorecard). Coffee shop "Kalem Coffee" wants to develop their business, therefore in this study we want to design a performance measurement instrument Kalem Coffee using BSC. The initial stage in designing a performance instrument is to conduct internal and external analysis in order to know the business position in the industry and what strategies should be used. The SWOT approach is used in internal and external environmental analysis. From the SWOT analysis, it is known that Coffee Sugar is in quadrant IV position. The strategy that should be applied is diversification. This strategy requires Kalem Coffee to make a difference with similar businesses to bring greater opportunities for business to take place. The next stage is the formulation of strategic objectives. The strategic objectives designed are; (1) increase in profit, (2) increase customer loyalty, (3) improve relations with new customers, (4) develop quality products with innovation, (5) develop good and quality services, (6) increase employee job satisfaction, (7) improvement of employee skills, and (8) Knowledge of employee knowledge. The eight strategic objectives are translated into 2 financial perspective Key Performance Indicators (KPI), 3 KPI internal business processes, 4 KPI customer perspectives, and 5 KPI growth and learning perspectives, with the target of each KPI set based on discussions with Kalem Coffee owners.

Download Full-text

MODEL STRATEGY FOR PERFORMANCE IMPROVEMENT USING BALANCE SCORECARD ON COMPANY ON COMPANY ELECTRICAL DISTRIBUTORS

10.31219/osf.io/sk6gx ◽

2020 ◽

Author(s):

arasy alimudin

Keyword(s):

Balanced Scorecard ◽

Corporate Strategy ◽

Business Environment ◽

Strategic Objectives ◽

The Balanced Scorecard ◽

Financial Perspective ◽

Strategy Model ◽

Competitive Prices ◽

Process Perspective ◽

Strategic Advice

The turbulent and complex business environment demands that an organization keeps updating its business travel map; take a strategic step that focuses the capabilities and commitment of all personnel to realize the organization's ideal future. Innovative companies use a balanced scorecard as a strategic management system that manages corporate strategy on a continuous basis. The Strategy Model using balanced scorecard on the company's electrical distributor is a strategic and operational business plan that is developed through the following steps: 1) description of vision and mission becomes the goal; 2) description of objectives into strategic advice; 3) Strategic description becomes a strategic initiative to achieve strategic objectives; 4) description of strategic initiatives into a program; and 5) a description into the budget program. The goal to be achieved in this research is to know the performance on the company's electrical distributor in improving profitability. The Balanced Scorecard analysis in the firm found that the financial perspective score 5, the Customer Perspective 3.08, the Internal Business Process Perspective of 3.04, and the Learning and Growth Perspective 2.7. Based on the results of the company score then determine the strategy to increase sales volume by increasing customer satisfaction through quality products with competitive prices, and increase the number of stock items. Optimizing the profit earned, so as to increase the company's ability to return capital to shareholders, by limiting the cost to the owner's personal needs.

Download Full-text

Strategic Supply Chain Management with the Balanced Scorecard

Economic Alternatives ◽

10.37075/ea.2020.2.06 ◽

2020 ◽

pp. 283-299

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Strategic Management ◽

Balanced Scorecard ◽

Integrated Approach ◽

Strategy Formulation ◽

Chain Management ◽

Strategic Objectives ◽

Supply Chain Strategy ◽

The Balanced Scorecard

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.

Download Full-text

Evaluasi Penerapan Balanced Scorecard sebagai Pendekatan dalam Pengukuran Kinerja

Jurnal Buana Akuntansi ◽

10.36805/akuntansi.v1i1.42 ◽

2016 ◽

Vol 1 (1) ◽

Author(s):

Dian Purwandari

Keyword(s):

Performance Measurement ◽

Balanced Scorecard ◽

Comparative Method ◽

Performance Measurement System ◽

Strategic Objectives ◽

The Balanced Scorecard ◽

Financial Perspective ◽

And Performance ◽

Measure Of Performance ◽

Internal Business Process

Abstrak Penelitian ini bertujuan untuk: (1) mengevaluasi balanced scorecard yang diterapkan oleh Bank XYZ; (2) menganalisis sistem pengukuran kinerja; (3) merumuskan kembali balanced scorecard sesuai dengan misi, visi, dan strategi Bank XYZ. Penelitian dilakukan dengan menggunakan metode deskriptif komparatif, yaitu melalui studi literatur yang dilakukan dengan mempelajari literatur yang berkaitan dengan topik penelitian, serta studi lapangan yang dilakukan melalui wawancara dan observasi langsung untuk mendapatkan gambaran mengenai situasi dan kondisi perusahaan. Berdasarkan hasil evaluasi secara keseluruhan, perancangan balanced scorecard Bank XYZ belum optimal. Cakupan sasaran strategis dari perspektif proses bisnis internal, serta perspektif pembelajaran dan pertumbuhan masih terlihat sederhana dan belum mengakomodasi sasaran strategis dari perspektif pelanggan dan perspektif keuangan. Penelitian ini berusaha merumuskan kembali perancangan balanced scorecard dengan menggunakan ukuran indikator kinerja sesuai dengan teori Kaplan dan Norton. Kata Kunci : Balanced Scorecard dan Pengukuran Kinerja Evaluation of the Application of Balanced Scorecard as Performance Measurement Approach (Case Study on Bank XYZ) Abstract This research is aimed to: (1) evaluate BSC applied by Bank XYZ; (2) analyze the performance measurement system; (3) reformulate balanced scorecard in accordance with the mission, vision, and strategy of Bank XYZ. This research uses descriptive comparative method, specifically the study of literature that conducted by studying literature related to the research topic, and the field study carried out by interviews and direct observation to get an overview of the situation and condition of the company. Based on the overall results of the evaluation, the design of balanced scorecard on Bank XYZ is not optimal. The scope of the strategic objectives of the internal business process, and learning and growth perspective still look simple and yet accommodate the strategic objectives of the customer perspective, and financial perspective. This research seeks to reformulate the design of the balanced scorecard by using a measure of performance indicators in accordance with the theory of Kaplan and Norton. Keywords: balanced scorecard and performance measurement

Download Full-text

From Performance Measurement to Strategic Management Model: Balanced Scorecard

Journal of Economic Development Environment and People ◽

10.26458/jedep.v4i1.97 ◽

2015 ◽

Vol 4 (1) ◽

pp. 7

Author(s):

Cihat Savsar

Keyword(s):

Strategic Management ◽

Performance Measurement ◽

Performance Management ◽

Performance Measures ◽

Balanced Scorecard ◽

Integrated Approach ◽

Industrial Society ◽

Management Model ◽

Measurement Tool ◽

Financial Perspective

Abstract: In Today’s competitive markets, one of the main conditions of the surviving of enterprises is the necessity to have effective performance management systems. Decisions must be taken by the management according to the performance of assets. In the transition from industrial society to information society, the presence of business structures have changed and the values of non-financial assets have increased in this period. So some systems have emerged based on intangible assets and to measure them instead of tangible assets and their measurements. With economic and technological development multi-dimensional evaluation in the business couldn’t be sufficient. Performance evaluation methods can be applied in business with an integrated approach by its accordance with business strategy, linking to reward system and cause effects link established between performance measures. Balanced scorecard is one of the commonly used in measurement methods. While it was used for the first time in 1992 as a performance measurement tool today it has been used as a strategic management model besides its conventional uses. BSC contains customer perspective, internal perspective and learning and growth perspective besides financial perspective. Learning and growth perspective is determinant of other perspectives. In order to achieve the objectives set out in the financial perspective in other dimensions that need to be accomplished, is emphasized. Establishing a causal link between performance measures and targets how to achieve specified goals with strategy maps are described.

Download Full-text

Management of Performance Management Using Balanced Scorecard Method

Management Analysis Journal ◽

10.15294/maj.v7i4.26881 ◽

2018 ◽

Vol 7 (4) ◽

pp. 481-493

Author(s):

Rina Anggi Lestari ◽

Achmad Slamet

Keyword(s):

Quantitative Analysis ◽

Data Collection ◽

Performance Management ◽

Balanced Scorecard ◽

Hospital Services ◽

The Balanced Scorecard ◽

Financial Perspective ◽

Overall Performance ◽

And Training ◽

Collection Methods

The aims of this research is to describe and analyze the level of performance management of RSUD Dr. Soeselo Kabupaten Tegal using the Balanced Scorecard method. Sampling was carried out by incidental sampling the sample size was determined using the formula slovin and obtained 100 respondens. Data collection methods used are documentation and questionnaires. The analytical method used is descriptive quantitative analysis. The results obtained, in 2015-2017 performance of the financial perspective was considered good. Cutomer perspective performance is considered good. The performance of learning and growth is considered good. The conclusions of this study is the overall performance of RSUD Dr. Soeselo Kabupaten Tegal is categorized quite well. Suggestion in observational it is advisable RSUD Dr. Soeselo Kabupaten Tegal needs to increase motivation and training for employees, so that it can contribute to improving the performance of hospital services.

Download Full-text

THE BALANCED SCORECARD AND EFQM WORKING TOGETHER IN A PERFORMANCE MANAGEMENT FRAMEWORK IN CONSTRUCTION INDUSTRY

Journal of Civil Engineering and Management ◽

10.3846/13923730.2013.799090 ◽

2013 ◽

Vol 19 (5) ◽

pp. 683-695 ◽

Cited By ~ 6

Author(s):

Mladen Vukomanovic ◽

Mladen Radujkovic

Keyword(s):

Performance Management ◽

Construction Industry ◽

Balanced Scorecard ◽

Best Practice ◽

Analytic Hierarchy ◽

Strategic Objectives ◽

The Balanced Scorecard ◽

Construction Companies ◽

Working Together ◽

New Perspective

In the recent years the Balanced Scorecard (BSC) and EFQM Excellence Model (EFQM) became very popular performance management (PMM) models. However, many studies showed their flaws, especially in communicating, integrating and aligning Key Performance Indicators (KPI) with strategy, setting targets and conducting benchmarking. BSC or EFQM have always been used alone and regarded as exclusive PMM tools. In contrast, this study introduces a novel PMM framework that relies on the strengths of both BSC and EFQM. The framework uses the Analytic Hierarchy Process (AHP) to connect these two models. At first, AHP is used for setting priorities among competitive strategic objectives and afterwards for selecting KPIs against SMARTER (Specific, Measurable, Achievable, Relevant, Time-bound, Encouraging and Rewarding) criteria. By verifying the framework on the construction industry we discovered that companies can integrate EFQM and BSC to conduct benchmarking, identify best practice, align strategy with the competitive surroundings and selecting strategy aligned KPIs. Using this framework, construction companies can thus achieve strategic control that otherwise by just using BSC could not be achieved. These findings are important because they bring a new perspective on managing organizations and confront many authors who have put EFQM and BSC against each other.

Download Full-text