Performance Management

2007 ◽  
pp. 261-282
Author(s):  
S. Srinivas
Keyword(s):  
Supply Chain ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Integrated Approach ◽  
Maturity Level ◽  
Stimulate Action ◽  
Management Framework ◽  
Capability Maturity ◽  
The Right ◽  
A Performance

The purpose of this chapter is to help you design a performance management framework that will result in choosing, successfully implementing, and getting significant benefits from e-supply chain technologies. The framework is designed to stimulate action by pinpointing where the gaps are, and leveraging technology to bridge those gaps. This is done using a balanced scorecard revolving around five critical variables: value, variety, velocity, variability, and visibility. The maturity level of each of these critical variables is classified using a six-level capability maturity continuum: ignorance, awareness, understanding, approach, action, and culture. This integrated approach of combining critical variables, balanced scorecard, and capability maturity helps leverage technology for the right purposes, and significantly improves the performance and productivity of the supply chain.

scholarly journals Verifying Theoretical Concepts of Performance Management Framework

2018 ◽  
pp. 815-824
Author(s):  
Reno Renaldi Tibyan ◽  
Dermawan Wibisono ◽  
Mursyid Hasan Basri
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Single Case ◽  
Group Discussion ◽  
Theoretical Concepts ◽  
Management Framework ◽  
Verification Method ◽  
The Balanced Scorecard ◽  
Verification Process

Purpose – This paper aims to discuss the verification process of the theoretical concepts of the proposed performance management (PM) framework in practice. Design/methodology/approach – A case study based on a focus group discussion (FGD) method is used to describe the application a PM framework and the implementation of a PM system in a case organisation. Findings – The findings show that the case organisation has been applying the Balanced Scorecard framework and show that it needs to add some important aspects to the framework to support the better implementation of its PM system. Research limitations/implications – This paper is based on a single case study due to the need for an effective FGD in a selected organisation. Originality/value – The study drives the development of PM research in the use of a theoretical verification method to confirm the application of the theoretical concepts of PM framework in practice.

An environmental balanced scorecard for supply chain performance measurement (Env_BSC_4_SCPM)

2016 ◽  
Vol 23 (6) ◽  
pp. 1398-1422 ◽  
Author(s):  
Luís Miguel D. F. Ferreira ◽  
Cristóvão Silva ◽  
Susana Garrido Azevedo
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Environmental Performance ◽  
Supply Chain Performance ◽  
Content Type ◽  
Proposed Model ◽  
Novel Model

Purpose – Companies need to excel in many areas to achieve a competitive advantage. This, together with pressure imposed by regulators and customers regarding sustainability concerns, leads companies to address sustainability in an integrated fashion across all management processes. The purpose of this paper is to suggest a model for the assessment of the environmental performance of a supply chain, based on four perspectives used in the balanced scorecard. Performance indicators are proposed based on the literature, as well as on the ISO 14031 and GRI standards, and were validated by a panel of experts. Design/methodology/approach – Based on a literature review on models for environmental performance management a novel model to assess the environmental performance of the supply chains (Env_BSC_4_SCPM) is proposed. Data collected from the first tier suppliers of an automotive industry case study are used to test the proposed model. Findings – The model developed was tested in a case study company, showing it ability to benchmark the company first tiers suppliers and products. The model is also useful as a decision support tool to define actions to be taken in order to improve the global environment performance of the supply chain. Research limitations/implications – The proposed model was developed to evaluate the environmental performance of supply chains. Nevertheless, the case study only takes account of the first tier suppliers, due to difficulties associated to data collecting for the other elements in the supply chain. Widening the frontiers, the next phase may include the application of this model to second, third and lower tier suppliers, as well as the final customer. Improvements in the model could also include the construction of a composite index to measure the environmental supply chain performance. Practical implications – The paper provides a model that can be used by practitioners to evaluate the environmental performance of their supply chain and to decide on actions to be taken to improve it. Originality/value – As stated by several authors, there has been limited research conducted in the field of environmental evaluation of supply chains. This paper proposes a novel model for the environmental performance of the supply chain and tests it using industrial empirical data.

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

MANAJERIAL ◽  
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.

scholarly journals Performance Assessment in Business of Agricultural Companies using Balanced Scorecard Model

2015 ◽  
Vol 48 (2) ◽  
pp. 109-120 ◽  
Author(s):  
S. Brezuleanu ◽  
Carmen Olguţa Brezuleanu ◽  
I. Brad ◽  
T. Iancu ◽  
A. Ciani
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Classical Model ◽  
Integrated Approach ◽  
Strategic Objectives ◽  
Four Dimensions ◽  
The Balanced Scorecard ◽  
Individual Level ◽  
Financial Perspective ◽  
Long Time

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

Balanced Scorecard Development as a Performance Management System in Saudi Public Universities: A Case Study Approach

2021 ◽  
pp. 2319510X2110485
Author(s):  
Hussein H. Sharaf-Addin ◽  
Hesham Fazel
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Strategic Plan ◽  
Research Approach ◽  
Performance Management System ◽  
Depth Analysis ◽  
Strategy Map ◽  
The University ◽  
A Performance

This study’s main objective is developing a balanced scorecard (BSC) model as a performance management system for the University of Bisha, Kingdom of Saudi Arabia. The study aims to describe how the University can move from mission to vision using goals and objectives articulated in its strategic plan 2017–2022. The study uses a qualitative research approach. It comprises an extensive review of relevant literature, an in-depth analysis of documentation of the University’s strategic plan 2017–2022, and a comprehensive discussion and face-to-face interview with relevant executives. A BSC framework was developed as a complementary process for the University’s strategic plan 2017–2022. In addition, a strategy map was designed based on the BSC model. The BSC framework and strategy map can be used to assess and monitor the University’s performance towards achieving ‘Educational and Research Excellence’ status by translating its strategic objectives into action plans.

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