Balanced scorecards

Key Performance Indicators (KPIs) in supply chain balanced scorecards and performance management are one example for analysis methods. Beamon (1998) and Chan (2003) distinguish qualitative performance measures such as customer satisfaction, on-time delivery, fill rate or flexibility as well as quantitative measures based on costs in distribution, manufacturing and inventory or warehousing. 

Kaplan R, Norton D (1997) Balanced Scorecard Strategien erfolgreich umsetzen, Schaffer Poeschel, Stuttgart... 

Zimmermann K (2003) Supply Chain Balanced Scorecard untemehmenstibergrei-fendes Management von Wertschopfungsketten. DUV Gabler, Wiesbaden... 

D. Norton and R. Kaplan, The balanced scorecard—measures that drive performance, Harvard Business Revue (Jan./Feb. 1992). 

Park EJ, Huber DL. 2007. Balanced scorecards for performance management. J Nurs Adm 37 14. 

D-2] Kapian, R. S., Norton, D. P., The Balanced Scorecard Translating Strategy into Action, Harvard Business School, Boston,... 

The degree of divisional versus regional responsibility and accountability. The balance of divisional versus regional control can vary from the extreme of complete independence for the country managers to a situation where they have very limited control over their operations. Balanced scorecards (or a simple set of joint key performance indicators) can help to build a reference system in which both the divisional and the regional units are held mutually accountable for achieving their joint targets. 

To capture the business opportunities, the procurement team then needs to build a holistic business plan. The business plan mentality is critical, since it will provide the organization with a clear proposal and basis for the decision to allocate necessary resources to the planned efforts. Organizations that have pursued such an approach have created the prerequisites for performance transparency and service-oriented behavior. Possible outcomes depending on the needs of the company and the capabilities developed within procurement can range from a strong procurement network with its own profit and loss statement and balanced scorecard to the creation of a market-oriented profit center unit. The business plan should be focused primarily on value creation rather than cost savings, and should consist of two distinct parts ... 

There are three basic elements to entrepreneurship in chemical production (Fig. 12.6). The first - estabhshing entrepreneurial focus - means that performance targets have to be set which are driven by the capital markets in a participative process starting from the top - that is, at the business unit or divisional level -and which follow through a transparent value-driver tree in order to determine targets for the front line (see Section 12.2.1). The desired end product is a balanced scorecard for each operational unit with a clear Hnk to the overall profitability of the business unit... 

M. J. Epstein and P. S. Wisner, Using a Balanced Scorecard to Implement Sustainability, Environmental Quality Management, 11(2), 1-10 (2001). 

Some of the more common performance measurement systems used to assess pharmaceutical outcomes include report cards, balanced scorecards, clinical value compasses, profiling, performance-based evaluation systems, and others. The goals of pharmaceutical performance measurement systems are to 1) compare treatment modalities fairly 2) recognize and promote good care 3) identify and eliminate substandard care and 4) improve the level of care overall.Because performance measures can include data over the course of treatment, the outcomes of alternative therapies and practices may be detected. The end goal of any performance measurement system should not be cost containment only improving patient outcomes must be a primary concern, keeping in mind the cost effectiveness of the therapy and sustainability of the system. 

Our experience in pharmaceuticals shows that plants pursuing manufacturing excellence develop a strategic plan for maintenance and reliability and are focused on reliability-balanced scorecards, maintenance basics, condition... 

A. Performance measiires The first step in establishing an effective maintenance basics program is to identify and establish performance measures. Most experienced managers have learned that you get what you measme. Successful pharmaceutical plants develop and implement a series of supportive key performance measures to track and manage improvement of maintenance/reliability. Examples are mean time between failure, maintenance cost per unit of output, percent planned and scheduled maintenance, preventive maintenance tasks completed, expense maintenance cost as a percentage of replacement asset value, etc. These indicators must be available to aU levels of an organization and shoiild be used to maximize individual and group contributions. It would be best if these indicators were part of the reliability-balanced scorecard. 

The balanced scorecard a change in what performance means and how its is measured... 

A Changing View of Performance Itself The Balanced Scorecard... 

Kaplan, R., and Norton, D. (1995), The Balanced Scorecard, Harvard Business School Press, Boston. Kotter 1. P. (1996), Leading Change, Harvard Business School Press, Boston. 

Baan, 87, 88, 95, 492, 1738 BaanERP, 95, 304, 492 Backlogged demands, 1636—1637 Back propagation (BP), 163 Back-propagation neural nets, 1778-1779 Balanced scorecard, 321-322, 997-998 Balance (with introduction/use of computer technologies), 1228, 1229 Balance model of occupational safety and health, 1159-1162 Baldrige criteria, 1956—1957, 1964... 

The balanced scorecard identifies vital figures for answering the following questions ... 

Instead, the direct evaluation of cost drivers is in focus for optimization. Cost drivers are performance measures driving costs or profit but their immediate contribution to total costs/profit cannot be expressed explicitly.For assessing the SC performance diverse performance measurement systems are proposed with many of them relying on the balanced scorecard approach in combination with the SCOR model.Performance measures can be categorized according to the dimensions of the balanced scorecard or... 

See Kaplan et al. (1992) for the seminal work on the balanced scorecard and Bhagwat and Sharma (2007) for performance measurement systems in SCM based on the balanced scorecard approach. See Siirie and Wagner (2008) or Gunasekaran et al. (2004, 2001) and Agami et al. (2012) for an overview of performance measurement systems. 

Bhagwat, R. and Sharma, M. K. Performance measurement of supply chain management A balanced scorecard approach. Computers Industrial Engineering, 53(l) 43-62, 2007. 

Epstein, M.J., Wisner, P.S., 2001. Using a balanced scorecard to implement sustainability. Environmental Quahty Management 11 (2), 1—10. 

Figge, F., Hahn, T., Schaltegger, S., Wagner, M., 2002. The sustainability balanced scorecard-linking sustainability management to business strategy. Business strategy and the Environment 11 (5), 269—284. 

This chapter defines the term bondholder value and contrasts it with shareholder value. In a second step, the different viewpoints of shareholders and bondholders are examined respectively. The discussion of both parties conflicts of interests concentrates on capital structure, share buybacks, dividend policy, and corporate strategy. As there are also similarities between shareholders and bondholders, instruments of the shareholder value concept that can be used to create bondholder value are described. That includes investor relations, risk management and the balanced scorecard. 

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