scholarly journals Performance measurement of supply chains and distribution industry using balanced scorecard and fuzzy analysis network process

2021 ◽  
Vol 10 (3) ◽  
pp. 401-414
Author(s):  
Fausta Ari Barata
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Improve Performance ◽  
Fuzzy Dematel ◽  
Fuzzy Analysis ◽  
Network Process ◽  
Balanced Scorecards ◽  
Main Factors ◽  
And Performance ◽  
Network Mapping

This study aims to identify effective indicators in the performance measurement of a firm using Balanced Scorecard (BSC) as well as weighting and ranking indicators by employing Fuzzy Analysis Network Process (FANP) and investigation on network mapping and the relationships between balanced scorecards with Fuzzy DEMATEL presenting strategies to improve performance of a firm. To assess the significance of the four perspectives: financial, customer, internal processes and learning and growth, about 28 indicators are identified, and after screening, 13 indicators are located as final BSC indicators. After examining the influencing of the main factors using fuzzy DEMATEL technique, internal processes dimension has the most impact and customer, and learning and growth and financial dimensions respectively are ranked as second to fourth priorities. Also using the Fuzzy ANP technique has examined weighting and ranking of dimension and performance measures indicators that dimension of customers has gained first rank and financial, internal processes and learning and growth are ranked as second to fourth respectively.

scholarly journals Evaluasi Implementasi Balanced Scorecard Pada Departemen Manajemen IPB Sebagai Program Studi Berbasis Kinerja

2018 ◽  
Vol 8 (2) ◽  
pp. 103-118
Author(s):  
Zainati Fakhrina ◽  
Jono M Munandar ◽  
Sukiswo Dirdjosuparto
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Objective Evaluation ◽  
Academic Excellence ◽  
Interpretive Structural Modeling ◽  
Network Process ◽  
Strategy Map ◽  
Assessment Performance ◽  
And Performance

Department of Management in Bogor Agricultural University (IPB), is one of the academic units in IPB that supports the achievement of IPB’s objective to become a world class university. To support such objective, evaluation is conducted by monitoring activity and performance measurement using Balance Scorecard (BSC) approach. The purpose of this study was to determine priority of perspectives and strategy objectives by using Analytical Network Process (ANP) method, measure quality assessment performance in Department of Management year 2015, establish strategic inisiatives, and to figure Departement of Managements’ strategy map using Interpretive Structural Modeling (ISM) Method. The result of this study indicated that the main priorities of the four perspectives had been defined: Research and Academic Excellence perspective, Stakeholders perspective, Internal Business Processes perspective and Capacity Building perspective. Performance measurement resulted that 10 from 24 performance indicators didn’t achieve the target, and set 10 strategic initiatives to support strategy objective target achievement. Strategy mapping using ISM indicated that strategy objective “Lecturers’ and academic staffs’ competency strengthening” was the key element to support other strategy objectives achievement.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

Supply Chain Performance Measurement and Organizational Alignment in the Digital World

2019 ◽  
pp. 128-154
Author(s):  
Ehap Sabri ◽  
Rohan Vishwasrao
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Maturity Model ◽  
Maturity Models ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Digital World ◽  
Road Map ◽  
And Performance

The authors describe how organizations can leverage the maturity model approach in conjunction with foundational concepts of perspective-based performance evaluation models like the balanced scorecard (BSC) to define a comprehensive performance measurement framework. A maturity model by design provides a road-map to the next level of performance. In this chapter, the authors propose using maturity models as a structured way of identifying current capability or maturity level of any supply chain. The authors provide guidance on selecting the right “causal linkages” between supply chain objectives and performance measures. They then define a mechanism for specifying even more granular definitions of measures linked to strategic objectives, as the level of maturity progresses. In this chapter, the authors survey widely used supply chain/business process maturity models and current practices related to measuring operational metric. And then present a tiered framework for operational metric alignment and KPI governance based on perspective-based modeling design principles.

Monitoring and regulating corporate identities using the balanced scorecard

2009 ◽  
Vol 13 (2) ◽  
pp. 116-135 ◽  
Author(s):  
Jai Kim ◽  
Caroline Hatcher
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Identity Management ◽  
Corporate Identity ◽  
Management Control ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
And Performance

PurposeThe purpose of this paper is to provide a parallel review of the role and processes of monitoring and regulation of corporate identities, examining both the communication and the performance measurement literature.Design/methodology/approachTwo questions are posed: Is it possible to effectively monitor and regulate corporate identities as a management control process? and, What is the relationship between corporate identity and performance measurement?FindingsCorporate identity management is positioned as a strategically complex task embracing the shaping of a range of dimensions of organisational life. The performance measurement literature likewise now emphasises organisational ability to incorporate both financial and “soft” non‐financial performance measures. Consequently, the balanced scorecard has the potential to play multiple roles in monitoring and regulating the key dimensions of corporate identities. These shifts in direction in both fields suggest that performance measurement systems, as self‐producing and self‐referencing systems, have the potential to become both organic and powerful as organisational symbols and communication tools. Through this process of understanding and mobilising the interaction of both approaches to management, it may be possible to create a less obtrusive and more subtle way to control the nature of the organisation.Originality/valueThis paper attempts the theoretical and practical fusion of disciplinary knowledge around corporate identities and performance measurement systems, potentially making a significant contribution to understanding, shaping and managing organisational identities.

scholarly journals Implementation of Innovation and Performance Measurement in Hospitality Industry using Balanced Scorecard

2019 ◽  
Vol 8 (12S) ◽  
pp. 1-6
Keyword(s):  
Performance Measurement ◽  
Financial Performance ◽  
Balanced Scorecard ◽  
Hospitality Industry ◽  
Average Rate ◽  
Conceptual Paper ◽  
And Performance

.The hospitality industry in India is set to grow at an average rate of fifteen percent per annum in the next five years the growth of the industry need to be supported by the implementation of innovative practices by the companies in order to compete effectively in the market and enhance sales and profits. It should be noted that better financial performance is considered as the main objective of any organisation’s existence. To achieve the stated performance the management need to continuously adapt to changes and innovate. In reality, very few hospitality organisations tend to innovate in a more creative manner so as achieve the desired results. Therefore it is not only the innovation which brings success to the organisation, but also managing the performance strategically is important to be successful. In summary, this conceptual paper offers a primary and imperative attempt to understand the inhibition and performance measurement of innovation into hospitality industry

Behavioral-Economic Nudges and Performance Measurement Models

2014 ◽  
Vol 27 (1) ◽  
pp. 27-45 ◽  
Author(s):  
Mary A. Malina ◽  
Frank H. Selto
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Empirical Support ◽  
Measurement Model ◽  
Data Availability ◽  
Behavioral Economic ◽  
The Balanced Scorecard ◽  
Measurement Models ◽  
Economic Framework ◽  
And Performance

ABSTRACT We describe the context wherein a Fortune 500 company's performance measurement model (PMM) has endured and evolved over a 15-year period. The PMM's tenure and continued importance refute the alleged faddish nature of PMMs such as the Balanced Scorecard, at least in this case, and allow identification of factors that add to theory about PMM longevity. We use a behavioral-economic framework and qualitative and quantitative data to examine the mechanisms behind this successful PMM. Aspects of the way the PMM is designed and implemented appear to enable the company using the PMM to exploit or mitigate common behavioral heuristics and biases in decision-making. The PMM helps manage cognitive load in a way that is consistent with the company's priorities, and it manages biases by allowing the company to frame performance information in ways that nudge managers toward strategically important results and risks. The behavioral-economic connection might be a reason why this PMM, and perhaps others, endures. Thus, this study adds to and presents preliminary empirical support for testable behavioral-economic PMM theory. Data Availability: Use of all data collected for this study is regulated by a strict nondisclosure agreement, which requires the researchers to protect the company's identity and its proprietary information.

Quantification of Corporate Performance Using Fuzzy Analytic Network Process

2014 ◽  
pp. 385-413
Author(s):  
Başar Öztayşi ◽  
Cengiz Kahraman
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Measurement Model ◽  
Analytic Network Process ◽  
Future Performance ◽  
Proposed Model ◽  
Network Process ◽  
Multi Attribute Decision Making ◽  
Definition Of

Performance Measurement (PM) is a combination of a company’s characteristics that can be numerically expressed. The aim of the PM is to provide feedback about the success of current activities and give insight about future performance. Performance of a company depends on its vision and goals so the definition of performance can vary with time. While PM literature provides various models for PM, the most accepted model is Balanced ScoreCard (BSC). BSC supplies four inter-related perspectives that the companies can identify as indicators for performance. These perspectives are: financial, internal business processes, customer, and learning and growth perspectives. In this study, PM is formulated as a Multi Attribute Decision Making (MADM) problem and a Fuzzy Analytical Network Process (FANP) based performance measurement model is proposed. The performance measurement criteria are built based on four perspectives of BSC. The proposed model utilizes FANP in order to determine the relative importance of perspectives and indicators. The performance scores for each indicator are determined based on the predefined goals and these scores are aggregated to reach an overall performance score.

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