Tracking Key Performance Indicators within Educational Institutions: The Balanced Scorecard Approach

Indonesia is the largest archipelago in the world which of course, has many ports as a place reliance ship. Ports in Indonesia is always crowded by various ship activities. Such vessels require fossil fuels as the material preparation to continue the journey. This has become a business opportunity for PT. Pelayaran Hub Maritim Indonesia as a company engaged in fuel distribution. The operational activities of PT. Pelayaran Hub Maritim Indonesia has made performance measurement yet of the financial aspects only. Therefore, this study aims to design a performance measurement system for companies based on four perspectives of the balanced scorecard is a financial perspective, a marketing perspective, internal business process perspective and learning and growth perspective. This study uses a qualitative method research approach to the type of research in the form of action research case study, the data used is primary data. Data from this study obtained by interviewing the informant is determined based on the balanced scorecard perspectives. Results of this research is a performance measurement system and the weighting of each of the key performance indicators with paired comparison method to get the level of importance of each strategic objective.

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EVALUATION OF EFFECTIVENESS OF DEVELOPING BUSINESS PROCESSES ON ENTERPRISES OF OIL AND GAS INDUSTRY

VESTNIK OF ASTRAKHAN STATE TECHNICAL UNIVERSITY SERIES ECONOMICS ◽

10.24143/2073-5537-2018-2-45-50 ◽

2018 ◽

pp. 45-50

Author(s):

Elena Prokofievna Karlina ◽

Elina Victorovna Polyanskaya ◽

Anna Nikolaevna Tarasova

Keyword(s):

Performance Management ◽

Balanced Scorecard ◽

Performance Indicators ◽

Business Processes ◽

Oil And Gas ◽

Oil And Gas Industry ◽

Key Performance Indicators ◽

Gas Industry ◽

The Balanced Scorecard ◽

Effective Organization

In conditions of high competition on the global markets Russian oil and gas companies are increasingly focusing on the creation of effective system of governance which would allow to concentrate the efforts of the company staff on increasing profitability and maximizing market value, one of the tools for the achievement of which is the effective organization of business processes. The study of LUKOIL, PJSC activity in management of business segments allowed to formulate a conclusion about the appropriateness of the use of the balanced scorecard for performance management of business processes. Building and implementation of the system of key performance indicators is carried out subject to the features of the strategic directions of the company and business segments, which helped to identify two subsystems of its development for LUKOIL, PJSC: key performance indicators for the evaluation of the company as a whole and key indicators for the evaluation of business processes. On the basis of the process approach the key performance indicators of the business process "Well construction management" have been formed and concretized reflecting the industry specifics of the operating and financial activities of the oil and gas industry.

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In Search Of An Integrative Theme For The Undergraduate Business Curriculum

Journal of College Teaching & Learning (TLC) ◽

10.19030/tlc.v4i12.1513 ◽

2007 ◽

Vol 4 (12) ◽

Author(s):

W. Richard Sherman

Keyword(s):

Balanced Scorecard ◽

Performance Indicators ◽

Business Schools ◽

Key Performance Indicators ◽

Business Curriculum ◽

Dimensional Approach ◽

The Balanced Scorecard ◽

Model Based ◽

Curricular Model

The Business Core is typically a set of courses in the curriculum of many business schools which provides the student with a breadth of knowledge across all business disciplines. The purpose of this paper is to introduce a curricular model based upon the balanced scorecard (BSC) developed by Kaplan & Norton (1996). With its multi-dimensional approach that encompasses all business disciplines, the BSC framework provides a natural vehicle for integration. Moreover, with the flexibility in the choice of Key Performance Indicators (KPIs) and the potential for adding other perspectives, the BSC is infinitely adaptable and expandable.

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Building a Strategy Map for Khanh Hoa Aquatic Product Processing Enterprises

Journal of Asian Business and Economic Studies ◽

10.24311/jabes/2015.22.3.08 ◽

2015 ◽

Vol 22 (03) ◽

pp. 123-140

Author(s):

Huong Phan Thi Xuan ◽

Nguyen Tran Dinh Khoi

Keyword(s):

Balanced Scorecard ◽

Performance Indicators ◽

Customer Orientation ◽

Key Performance Indicators ◽

Strategic Thinking ◽

Added Value ◽

International Outsourcing ◽

The Balanced Scorecard ◽

Aquatic Product ◽

Strategy Map

Building a strategy map helps an enterprise to clearly describe and interpret the content of the strategy, making a premise for selecting key performance indicators (KPIs) and implementing the strategy based on new management models and modern strategic thinking in accordance with the Balanced Scorecard approach. We proposed three groups of strategies and built three following strategy maps: (i) strategy of developing high added-value products, (ii) strategy of ensuring the possibly lowest international outsourcing cost, and (iii) strategy of target customer orientation. This paper is intended as a contribution to change the old strategic thinking of Khanh Hoa aquatic product processing enterprises and help them to navigate and describe the strategy clearly and to develop sustainably in a globally competitive context.

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Prototype Sistem Informasi Pengukuran Kinerja Fakultas Dengan Menggunakan Balanced Scorecard Studi Kasus: Fakultas Sains Dan Teknologi UIN Jakarta

JURNAL TEKNIK INFORMATIKA ◽

10.15408/jti.v11i2.7984 ◽

2018 ◽

Vol 11 (2) ◽

pp. 127-138

Author(s):

Tomi Hardi

Keyword(s):

Performance Measurement ◽

Financial Performance ◽

Measurement System ◽

Balanced Scorecard ◽

Performance Indicators ◽

Key Performance Indicators ◽

Performance Measurement System ◽

Strategic Objectives ◽

The Balanced Scorecard

ABSTRAK Pengukuran kinerja adalah hal yang penting bagi manajemen dalam melakukan evaluasi performa dan perencanaan perguruan tinggi. Salah satu metode untuk mengukur kinerja tersebut adalah dengan balanced scorecard. Fakultas Sains dan Teknologi sebagai sebuah fakultas yang memiliki visi dan misi belum memanfaatkan Sistem Pengukuran Kinerja (SPK) untuk mengetahui sudah sejauh mana visi dan misi itu terlaksana. SPK yang baik haruslah terintegrasi untuk semua unit dan aktivitas di fakultas . Indikator kinerja yang terbentuk tidak hanya berupa indikator kinerja finansial (keuangan) tetapi juga indikator kinerja nonfinansial. Oleh karena itu peneliti mencoba merancang system pengukuran kinerja dengan melibatkan indikator kinerja financial dan nonfinansial. Prores perancangan SPK menggunakan model Balanced Scorecard , yaitu keseimbangan antara finansial dan nonfinansial dengan didasarkan pada langkah-langkah (framework) yaitu penetapan arsitek pengukuran, penentuan tujuan strategis (strategic objectives) dari masing-masing perspektif (finansial, pelanggan, proses bisnis internal, belajar dan tumbuh), penentuan Key Performance Indicators (KPI) dan penentuan target. Untuk melakukan penilaian kinerja adalah menggunakan lembar kerja pengukuran kinerja yang dirancang sedemikian rupa sehingga dapat memberikan gambaran mengenai kinerja. hasil dari penelitian ini yaitu implementasi dalam bentuk software diharapkan mampu mempercepat proses analisis Balanced Scorecard itu sendiri dan memberikan nilai tambah yaitu berupa competiteve advantage dalam persaingan bisnis, sehingga dapat dijadikan sebagai salah satu sistem pendukung keputusan di tingkat manajerial. ABSTRACT Performance measurement is important for management to evaluate the performance and college planning. One method is to measure the performance of the Balanced Scorecard. Faculty of Science and Technology as a faculty that has the vision and mission have not been utilizing the Performance Measurement System (DSS) to determine the extent to which the vision and the mission was accomplished. Good SPK be integrated to all units and activities in the faculty. Performance indicators are formed not only in the form of financial performance indicators (financial) but also non-financial performance indicators. Therefore, researchers tried to design a performance measurement system involving financial and non-financial performance indicators. ProRes DSS design using a model of the Balanced Scorecard, which is a balance between the financial and nonfinancial measures are based on the (framework) that the determination architect measurements, determination of strategic objectives (strategic objectives) of the respective perspectives (financial, customer, internal business processes, learning and growing), the determination of Key Performance Indicators (KPI) and the determination of the target. To conduct performance appraisal is to use performance measurement worksheets are designed such that it can provide a picture of performance. the results of this study are in the form of software implementation is expected to accelerate the analysis process itself and the Balanced Scorecard provide added value in the form of competiteve advantage in a competitive business, so it can be used as a decision support system at the managerial level.

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ROLE OF THE BALANCED SCORECARD IN PROJECT-ORIENTED ORGANIZATIONS

Vestnik Universiteta ◽

10.26425/1816-4277-2020-2-148-155 ◽

2020 ◽

pp. 148-155

Author(s):

S. M. Sycheva ◽

T. B. Shramchenko

Keyword(s):

Continuous Improvement ◽

Balanced Scorecard ◽

Performance Indicators ◽

Key Performance Indicators ◽

Core Values ◽

The Balanced Scorecard

The concepts of “balanced scorecard”, “project-oriented organization” have been revealed. The role of a balanced scorecard in the development of the organization, including a project-oriented one, which connects the points between such elements of strategy as overall picture, mission (our goal), vision (what we strive for), core values (what we believe), strategic areas (topics, results and / or goals) and more operational elements such as goals (continuous improvement actions), indicators (or key performance indicators or KPIs that track strategic effectiveness), goals (desired level of performance) and initiatives (projects, which help you achieve your goals), has been shown.

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Optimalisasi Key Performance Indicators (KPI) Melalui Pendekatan Balance Scorecard Upaya Mengimplementasikan Performance Management System (PMS) Pada Perguruan Tinggi

CCIT Journal ◽

10.33050/ccit.v6i1.373 ◽

2012 ◽

Vol 6 (1) ◽

pp. 17-34

Author(s):

Untung Rahardja ◽

Muhamad Yusup Eva ◽

Rosyifa Rosyifa

Keyword(s):

Performance Indicators ◽

Management System ◽

Educational Institution ◽

Key Performance Indicators ◽

Individual Performance ◽

The State ◽

Public Institution ◽

Performance Measurement System ◽

Educational Institutions ◽

Successful Implementation

SQL Server Reporting Services is a way to analyze data, create reports using the indicators and gauges. Indicators are minimal gauges that convey the state of a single data value at a glance, and most are used to represent the state of Key Performance Indicators. Manage and harmonize the performance of an institution's educational institutions, especially universities with the performance of individuals or resources, no doubt is one of the essential elements for the success of an entity of the institution. Integrate the performance of an educational institution with individual performance is not an easy process, and therefore required a systematic approach to manage it. Implementation of a strategic management system based Balanced Scorecard can be used as a performance measurement system that will continuously monitor the successful implementation of the strategy of any public educational institution and measure the performance of its resources in a comprehensive and balanced, not the quantity but the emphasis is more concerned with the quality, so the performance of educational institutions at any time can be known clearly. Contribution of Key Performance Indicators to manage and harmonize the performance of any public institution is a solution in providing information to realize the extent of work that has set targets, identify and monitor measures of success, of course, with performance indicators show a clear, specific and measurable.

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