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Balanced Scorecard
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DoD Logistics Balanced Scorecard Site
Balanced Scorecard Overview, DTD May 03
Joint Logistics Board (JLB) Logistics Balanced Scorecard, DTD 19 Dec 03
Contracting Community of Practice - Balanced Scorecard
Guide to a Balanced Scorecard Performance Management Methodology
DoD Supply Chain Balanced Scorecard
Balanced Scorecard Institute
Balanced Scorecard Interest Group
DoD Balanced Scorecard Domain School
DoD Logistics BSC Overview Presentation
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In the early 1990s, Drs. Robert Kaplan (Harvard Business School) and David Norton developed the balanced scorecard approach to business management. It is a conceptual framework for translating an organization's strategic objectives into a set of performance indicators distributed among four perspectives:
Financial Perspective
Customer Perspective
Business Process Perspective
Learning and Growth Perspective
Organizations use some indicators to measure a business' progress toward achieving its vision and others to measure the long-term drivers of success. Through the balanced scorecard, an organization monitors both its current performance (including finance, customer satisfaction, and business process results) and its efforts to improve processes, motivate and educate employees, and enhance information systems. As a result, this business methodology applies to all aspects of the business, including modern
supply chain
management. Except for the Learning and Growth perspective, the performance categories are consistent with the Supply Chain Operational Reference (SCOR) model. In fact, many companies use SCOR-based metrics as balanced scorecard metrics. Many of the balanced scorecard measures for the acquisition arena are not part of supply chain databases. Instead, organizations capture them through surveys, meetings with customers and other methods. Measurement is not an end in itself, but a tool for more effective management. The results of performance measurement will tell you what happened, not why it happened or what to do about it. In order for a business to make effective use of the results of performance assessment, it must be able to make the transition from assessment to management. It must also be able to anticipate needed changes in the strategic direction of the organization, and have a methodology in place for effecting strategic change. Successful accomplishment of these two tasks represents the foundation of good performance management. Measurement can:
Provide the basis to assess how well it is progressing toward its predetermined objectives
Help identify areas of strength and weakness
Decide on next steps, with the ultimate goal of improving organizational performance
Provide the data necessary for showing how activities support broader goals
Provide the data necessary for supporting requests for additional resources or for supporting new initiatives
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Balanced Scorecard Overview
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2015-3-31
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Joint Logistics Board (JLB) Logistics Balanced Scorecard, DTD 19 Dec 03
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Balanced Scorecard Overview, DTD May 03
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2015-3-31
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Contracting Community of Practice - Balanced Scorecard
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Private
2010-11-3
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DoD Balanced Scorecard Domain School
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2010-10-25
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Balanced Scorecard Interest Group
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2010-10-25
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DoD Supply Chain Balanced Scorecard
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Private
2010-10-25
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Guide to a Balanced Scorecard Performance Management Methodology
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2005-8-3
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DoD Logistics Balanced Scorecard Frequently Asked Questions
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2004-9-21
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DoD Logistics BSC Overview Presentation
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2004-9-21
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DoD Logistics Balanced Scorecard Site
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Private
2004-9-21
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Balanced Scorecard Institute
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2004-9-21
819
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