Balanced Score Card

R. S. Kaplan and D. P. Norton, Breakthrough Results with the Balanced Score-card, Report Collection, 2nd ed., the President and Fellows of Harvard College, April 19, 2005. 

RS Kaplan, DP Norton. The Balanced Score Card. Boston Harvard Business School,... 

In the long run the aims of shareholders and bondholders are largely congruent. This is punctuated by the fact that instruments of shareholder value (investor relations, risk management, and balanced score-card) can be nsed to enhance bondholder value. Thus it does not make sense to pursne short-term maximization of the stock price at the expense of the company s creditors. 

Creating a supply chain balanced score-card that is supply chain focused and tracks progress... 

This approach enables the assessment of modular product families as well as their holistic management based on the new modularity-balanced-score-card (M-BSC). Additionally, the different perspectives from production, development, marketing and sales need to be integrated. 

A management control system, the balanced scorecard utilises financial performance measiues but sees these as a blunt instrument for performance measurement on their own, and argues for the use of measures of intangibles like skills, knowledge and communications etc. The balanced score-card measures internal, customer, innovation/learning as well as financial indicators. 

Balanced score card (BSC) assimilates perspectives of finance, customer, internal business processes and learning and growth (Kaplan and Norton 1992) and presents a holistic performance measure framework. Bigliardi and Bottani (2010) have used it for performance measurement of food supply chain. 

Bigliardi B, Bottani E (2010) Performance measurement in the food supply chain a balanced score card approach. Facilities 28(5/6) 249-260... 

Many thousands of safety professionals are employed in organizations that use performance measurement systems such as the Balanced Score-card, Dashboards, Results-Based Management, Performance Prism, or others. Since it is important that they be perceived as members of the management team and participants in attaining management goals, they also have scorecards for safety and environmental performance. 

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