Operations Analysis: A Case for Supply Chain Performance

2013 ◽  
Vol 739 ◽  
pp. 742-747
Author(s):  
Makoto Nakaie ◽  
Gong Zee Hau ◽  
Shahryar Sorooshian
Keyword(s):  
Supply Chain ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Economic Trend ◽  
Raw Material ◽  
Manufacturing Firm ◽  
Internal Process ◽  
Financial Perspective ◽  
Long Run ◽  
Process Perspective

Under the on-going globalization economic trend, for international businesses that transports raw material, intermediary goods, and end products across borders, establishing and sustaining an efficient supply chain is the most critical part of their business strategy to succeed. But how do managers know that the firms supply chain is performing efficiently and effectively? Continuous measurement to obtain feedback and implementation of improvements based on the retrieved information is the answer to that. Balanced scorecard, which was developed by Kaplan and Norton, was a milestone for performance evaluation in supply chain management, which asserted in measuring performance not just from financial perspective, but to determine by focusing on the customer, internal process, and learning & growth. Since then to present, the scorecard has been evolved to further generations to correspond with the rapid changing economic situation.The following case study on Danone Dumex Sdn Bhd was conducted on a purpose to appraise a practical international business supply chain by using first generation balanced scorecard as a gauge. Danone Dumex was chosen as evaluation target due to the nature of business, which is a manufacturing firm that requires multinational logistics. For the research method, company report was reviewed, personal interview to a supply chain director was performed, and extensive information sources were revised and filtered. From the assessment, for customer, financial, and internal process perspective, Danone Dumex had an outstanding performance. This is attributable to their business strategy of customer above all, and based on that, the firm has established a prominent standard in quality control and market forecasting system, and implemented to its supply chain by utilizing customized SAP. Meanwhile, their less emphasis on learning and growth perspective should be reconsidered in a long-run, as its competitors are improving on the same direction as Danone Dumex is heading.

Factor analysis for balanced scorecard as measuring competitive advantage of infrastructure assets of owned state ports in Indonesia

2018 ◽  
Vol 60 (2) ◽  
pp. 386-401
Author(s):  
Nurdjanah Hamid
Keyword(s):  
Factor Analysis ◽  
Competitive Advantage ◽  
Balanced Scorecard ◽  
The Other ◽  
Competitive Advantages ◽  
Content Type ◽  
Internal Process ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective

Purpose This paper aims to investigate the factor analysis for balanced scorecard (BSC) as measuring competitive advantage of infrastructure assets of owned state ports in Indonesia: Pelindo IV, Makassar, Indonesia. Design/methodology/approach This investigation adopts an explanatory and an exploratory qualitative case study method to analyze the effectiveness of BSC over the strategy management processes. For data collection, the researchers have used semi-structured interviews, direct observation and document collection. Data collection was made during a six-month period, which allowed gaining of deep knowledge on the culture and management methods used in alpha. Other data collected refer to the company’s documentation and reporting of online media publications. Detailed interview data are the main data sources, which allow obtaining of a detailed and holistic understanding of the experience, opinions and attitudes of the interviewees. Interviews focus on asset management to determine the relationship between various factors. This study adopts ideal BSC principle (four perspectives) to develop strategic map for infrastructure asset of Pelindo IV. Analysis tools using factor analysis for the indicators (financial, customer, learning-growth and internal process) measure the competitive advantages. The data for factor analysis from the perception of each stakeholder using questionnaire are collected. Findings The competitive advantages of Pelindo IV depend on 81.2 per cent from financial perspective, customer perspective, internal process perspective and learning perspective, and 18.2 per cent from the other factor. The result of measurement model of competitive advantage in Figure 2 is significantly (p-value < 0.05) measured by financial perspective performance, customer perspective performance, internal process perspective performance and learning perspective performance. On the basis of the highest coefficient loading factor, it can be shown that the most powerful competitive advantages are measured by learning perspective. The high value of competitive advantage of Pelindo IV, Makassar, Indonesia, is especially seen from the learning perspective performance. The order result of BSC for measuring the competitive advantages is as follows: learning perspective performance, financial perspective performance, customer perspective performance and internal process perspective performance. Originality/value Originality of this study looks at the following three points: first, the measurement competitive advantages. Previous studies used measurements of cost leadership strategy, differential strategy and focus strategy as competitive advantages measuring (Porter, 1985; Warf and Stutz, 2007; Clulow et al., 2003). This study uses BSCs with four indicators (financial perspective result, customer perspective result, internal process perspective result and learning perspective). Second, on the other hand, several studies have investigated the BSCs as performance measurement (Ozturk and Coskun, 2014; Malgwi and Dahiru, 2014; Binden et al., 2014). Third, this study uses the factor analysis to measure the competitive advantage by BSCs, which is different from the previous study analysis.

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

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.

scholarly journals Implementasi Konsep Balanced Scorecard (BSC) Berbasis Syari’ah Dalam Pengukuran Kinerja

2018 ◽  
Vol 9 (1) ◽  
pp. 1
Author(s):  
Anang Yudi Riswanto ◽  
Indupurnahayu Indupurnahayu ◽  
Akhmad Bakhtiar Amin
Keyword(s):  
Inventory Management ◽  
Balanced Scorecard ◽  
Quantitative Research ◽  
Balance Scorecard ◽  
Internal Process ◽  
Global Industry ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Descriptive Approach ◽  
Process Perspective

<p><em>The purpose of this research is to measure the performance of PT Mutiara Global Industry by using Sharia-based Balance Scorecard method. This research is quantitative research with descriptive approach. Performance measurement of PT Mutiara Global Industry from a financial perspective, customer perspective, intenal business process perspective and learning and growth perspective. The Shariah aspect in the financial perspective is the source of capital and the allocation of profit for zakat, infaq and alms. In the customer's perspective is how to keep the promise to the customer by always being sidik, tabligh, amanah and fathonah. In the internal process business perspective  is emphasized on itqan, working with perfect and complete quality and ihsan, always feeling watched by God. In the perspective of learning and growth is to control the charity of worship and study syar'i. Sampel from this research are employees and customers of PT Mutiara Global Industry</em></p><p><em>This research concludes that the performance of   PT Mutiara Global Industry is good category (score: 3,46875). The Accumulation results from financial perspective score 0.964, customer perspective score 0.9375, internal process perspective score: 1 and learning and growth perspective 0.6875 To improve the performance of PT Mutiara Global Industry is recommended for (1) improvement of ISO system implementation, (2) improvement of coaching and implementation of employee worship, (3) improvement of communication and service to customer (4). Improvement of  process and product quality, (5). Improvement of inventory management that will be impact on the on time  of production schedule.</em></p>

scholarly journals PERANCANGAN KEY PERFORMANCE INDICATORS KINERJA SUPPLY CHAIN PT.XYZ DENGAN PENDEKATAN BALANCED SCORECARD

2018 ◽  
Vol 3 (1) ◽  
Author(s):  
Joko Hardono ◽  
Henri Ponda
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Total Weight ◽  
Supply Chain Performance ◽  
Internal Process ◽  
Customer Perspective ◽  
Process Perspective ◽  
Shareholder Perspective

Supply Chain performance measurement PT.XYZ had only seen from the productivity of the Company. Productivity is only able to measure the performance of the internal process, while the internal process is but one link in the chain of Supply Chain. Companies need to design a model of supply chain performance measurement as a whole and integrated in a causal relationship, ranging from suppliers, internal processes to customers, in order to know the effectiveness of supply chain companies. Balanced scorecard meet the necessary perspective. Balanced scorecard model is used as a framework for designing of Key Performance Indicator (KPI) of supply chain performance PT.XYZ. KPI is design based on 4 perspectives, that is : internal processes, customers, learning and growth and perspective financial. Weighting to determine priorities between perspective and KPI performed using Analytical Hierarchy Process (AHP). Result from th eanalysis is generated 20 KPI. Internal process perspective contain 9 KPIs with total weight 21,0 %, Customer perspective contain 6 KPIs with total weight 42,6 %, Learning and growth perspective contain 4 KPIs with total weight 17,5 %, Shareholder perspective contain 1 KPI with total weight 19,0.

scholarly journals Pengukuran Kinerja Badan Usaha Koperasi dengan Balanced Scorecard

2017 ◽  
Vol 1 (1) ◽  
pp. 57-72
Author(s):  
Achmad Achmad
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Program Effectiveness ◽  
Short Term ◽  
Financial Perspective ◽  
National Economic ◽  
Process Perspective ◽  
Internal Business Process

Performance measurement is an important factor for the company.  It can be used to assess the success and detect of debility in the company. It was focussed to financial affairs, which describe to the company condition in short-term, The success in the financial perspective cannot be separated from the other non-financial perspective. Balanced scorecard was counteracted the model of performance measurement are not based on financial affairs, but increased by customer’s perspective, internal business process perspective, and learning and growth perspective are the real of instigator to the successful financial performance. Balanced scorecard gived the balanced of standart among finacial aspect and non-financial, among short-term and long-term and was involved internal factor or eksternal of the company. Cooperation as implement national economic development, demanded to be able to develop themselves in an increasingly competitive business competition. Side by side with other sectors for progress Indonesian economy. Because of it, the cooperation need apllied all and good methode of performance measurement for estimating the company’s condition, concurrently for facility the development of business strategy. With Balanced scorecard, as continuousness cooperation can be determine program effectiveness and report performance improvement plan.

Analisis Pengukuran Kinerja Perusahaan Dengan Konsep Balanced Scorecard

2016 ◽  
Vol 3 (1) ◽  
pp. 11-22
Author(s):  
Dina Fitrianingrum ◽  
Sulastiningsih Sulastiningsih
Keyword(s):  
Customer Satisfaction ◽  
Organizational Development ◽  
Business Process ◽  
Balanced Scorecard ◽  
Research Use ◽  
Financial Perspective ◽  
Employees Satisfaction ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

The objective of the research is to evaluate performance of Madubaru firm. This research use the methode of Balanced Scorecard which balancing measurement of non finance performance and finance performance. In the perspective learning and growth emphasize on the education and employees training, and also employees satisfaction. In the perspective of internal business process, it emphasize at the the level of success and organizational development. In perspective of customer emphasize at the customer satisfaction. In perspective of finance can see from finance ratio. The research have result learning and growth perspective with good performance, internal business process perspective with very good performance, customer perspective with enough performance, financial perspective estimation with good performance. At general we can assesd performanced of Madubaru firm is good and expected to be improved again. Keyword : Balanced Scorecard, Learning and Growth Perspective, Internal Business Process Perspective, Customer Perspective, Financial Perspective.

scholarly journals ANALISIS KINERJA MANAJEMEN BERDASARKAN BALANCED SCORECARD

2017 ◽  
Vol 15 (1) ◽  
pp. 45
Author(s):  
Jumingan Jumingan
Keyword(s):  
Business Process ◽  
Balanced Scorecard ◽  
Employee Productivity ◽  
Business Growth ◽  
Production Time ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

<p><em>The purpose of the research was to help CV. Angkasa manager in measuring business growth level and increasing capability and also commitment personal, The</em><em>y</em><em> were expected could increase employee pr</em><em>o</em><em>ductivity and make production time more efficient so that able to increase service quality to customer.</em></p><p><em>The research is case study was applied on CV. Angkasa, Using descriptive methodology. Variables in this research using forth perspective in Balanced Scorecard are financial perspective, customer perspective, internal business process perspective, learning and growth perspective .</em></p><p><em>The results showed (1) financial on CV. Angkasa was good, (2) most of customer’s were satisfied on its product’s even</em><em> </em><em>though there were complaint of delay product’s distribution (3) ineff</em><em>ic</em><em>ien</em><em>c</em><em>y production time was reason of delay product’s distribution occurred (4) lower employee ethos was caused by lower company attention which had on impact to relationship between employee and manager that will affect employee productivity.</em></p>

scholarly journals COMPANY PERFORMANCE APPRAISAL USING THE BALANCE SCORECARD METHOD TO IMPROVE PERFORMANCE IN PUBLIC COMPANIES JASA TIRTA I

Profit ◽  
2021 ◽  
Vol 15 (01) ◽  
pp. 1-7
Author(s):  
Supriyadi Eko Prasetiyo ◽  
Mohammad Burhan ◽  
Gaguk Apriyanto
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Company Performance ◽  
Public Performance ◽  
Public Companies ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective

Jasa Tirta I Public Company is a state-owned company engaged in the management of water resources. The quality of the performance of an organization can be known by measuring the performance of the achievement of performance indicators. Comprehensive planning of performance indicators is needed. This study aims to determine the performance measurement of Perum Jasa Tirta I by the Balanced Scorecard method and then analyzed by the PDCGA (Plan-Do-Check-Goal-Action) method for continuous improvement to improve company performance. The research method used in this study uses a mixed-method approach. The results showed that the measurement of public performance based on the Balanced Scorecard Perum Jasa Tirta I 2015-2019 method is divided into 4 approaches: financial perspective, customer perspective, internal business process perspective, and learning & growth perspective including good performance. Judging from the financial perspective it is included in the very good category. From the customer perspective, it is included in the excellent category. From the internal business perspective it is classified as quite good, Electricity Raw Water Service indicators reached 93% of the 100% target and environmental management achieved 97% of the 100% target. From the perspective of learning & growth in the excellent category.

scholarly journals Strategy Map dan Rancangan Balanced Scorecard PT. DPI

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).    

scholarly journals Pengukuran Kinerja Perusahaan Pada Pt. Yyy Dengan Menggunakan Metode Balanced Scorecard

2019 ◽  
Vol 3 (3) ◽  
Author(s):  
Richardson Harjanto Nurdin
Keyword(s):  
Business Process ◽  
Balanced Scorecard ◽  
Company Performance ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process ◽  
Year 2013

This research aims to find out how the company performance of PT. YYY can be measured and evaluated by using the balanced scorecard method. The research using the balanced scorecard method aims to evaluate four important perspectives at PT. YYY which includes financial perspective, internal business process perspective, customer perspective, and growth and learning perspective in the period of the year 2013 to 2017.

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