Services balanced scorecard

The strategic components delivering the e-services balanced scorecard outcomes are displayed in... 

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 ... 

Service delivery execution system (exemplified by programs, policies, and behavioral aspects delivering complimentary areas of customer focus), possibly using balanced scorecard approaches. 

Measurement and strategic adjustment of the downstream e-supply chain network and the upstream service provider business remains vital to maintaining and improving competitive positioning. The balanced scorecard offers such measurement dimension. 

THE BALANCED SCORECARD BUILDING SERVICE VALUE CHAIN NETWORKS... 

Today, various virtual e-services and physical services models may be developed, evaluated, and monitored using a balanced scorecard approach. The service value network concept also fits under this measured strategic decision-making approach. Service value networks house fully integrated e-demand and e-supply chains working in harmony to the deliver both services and e-services. They are also highly agile and offer customer-induced flexible business solutions to customer requests. 

This analytic balanced scorecard framework, originally developed by Kaplan andNorton (1992), is displayed in Figure 12. It delivers the enabling basis from which business industry blocks, like individual pharmacies, may be translated into powerful e-service networks ofmany interlinked data-sharing pharmacies. The business intelligence delivered by such an e-service network and its value adding systems is considerable. 

Figure 15. Balanced scorecard—strategic services components...

The service value network integrates the sup-ply-side alliance partners and their associated peripheral partners into a highly competitive cohesive unit, striving to deliver operational and service innovation, cost savings, and value-adding solutions to its diverse customer-demanded business encounters, while the balanced scorecard delivers a set of strategic management control functions. 

The chapter addresses the development cycles of e-services. The service cycles progress from supply and demand chains, to value chains, to service value chains, and finally to service value networks. The service cycles enable service businesses to develop competitive business solutions overtime. The chapter also offers a balanced scorecard mechanism to manage e-services. 

Poll, Roswitha. Performance, processes and costs Managing service quality with the balanced scorecard. Library Trends. 49(4) 709. 

A good reference line of key performance indicators of a supply chain is the Balanced Scorecard by Kaplan and Norton (1996). Kaplan and Norton argue that a valuation of intangible assets and company capabilities would be especially helpful since, for information age companies, these assets are more critical to success than traditional physical and tangible assets . The Balanced Scorecard retains traditional financial measures, customer services and resource utilization (internal business process) and includes additional measures for learning (people) and growth (innovation). This approach complements measures of past performance with drivers for future development. 

For-the-Moment Buyers Returns diminish as service costs escalate Sport buys can be lucrative, but spread over many suppliers Finns show some willingness to pay for added values Limited advancement possibilities High cost to retain loyalty Winners-To Die For Returns high relative to cost-to -senre Focus is on total value Balanced Scorecard analyses to prove benefits Rrms provide resources to seek joint savings offer help with joint selling efforts History of mutual partnering, sharing in risk Low cost to retain loyalty... 

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