平衡记分卡概要

1、平衡记分卡（Balanced Scorecard）概要企业资源管理研究中心（企业资源管理研究中心（AMTAMT） 整理整理 学习与成长 - 雇员满意度 - 团队精神 - 信息利用程度 财务- 成本最优使命使命愿景愿景战略战略 客户客户 - 客户满意度客户满意度 内部运营流程内部运营流程- 有效的内部控制有效的内部控制 - 有效的供应商管理有效的供应商管理- 综合利用多种获得资源的途径综合利用多种获得资源的途径- 流程不断改进流程不断改进平衡记分卡的目标与衡量方法 MISSIONTo provide acquisition and assistance services tosupport ac

2、complishment of the Departmentsprogrammatic goals and objectives. STRATEGYTo change the present systems culture, managementsystems, and line processes consistent with theprinciples of Quality Management, in order to establish and maintain: a customer focus, a sense ofurgency, continuous and breakthr

3、ough processimprovement, and an emphasis on results. VISIONTo deliver on a timely basis the best value productor service to our customers while maintainingthe publics trust and fulfilling public policy objectives. LEARNING AND GROWTHFINANCIALMISSIONVISIONSTRATEGY CUSTOMER INTERNAL BUSINESS PROCESSES

4、BALANCED SCORECARDPERSPECTIVES AND OBJECTIVES CUSTOMER- Customer SatisfactionCUSTOMER PERSPECTIVEA-6Customer Satisfaction CORE Customer Satisfaction IndexData Source: Customer Climate SurveyAlso, documented results from formal Baldrige, Presidential or Energy QualityAward Self-Assessments and Site V

5、isitEvaluationsElements:Timeliness: Extent of customersatisfaction with timeliness ofprocurement processing; planningactivities; and on-going communicationsQuality: Extent of customer satisfactionwith the quality of procurement servicesCommunications: Extent to whichprocurement communicates accurate

6、 information which impacts the workof my organization 85% customer satisfaction rating in 1998(90% in 1999, 95% in 2000)CUSTOMER PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET A-7CUSTOMER PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET (Appropriate targets will be negotiated between the Cognizant DOE C

7、ontractingOfficer and the contractor purchasingorganization)Customer Satisfaction (Cont .) OPTIONAL Data Source:Real-time Transactional Survey(if appropriate)Elements Menu:ScheduleCostBest ValuePerformance against standard/commitmentOverall Satisfaction A-8 LEARNING AND GROWTHFINANCIALMISSIONVISIONS

8、TRATEGY CUSTOMER INTERNAL BUSINESS PROCESSESBALANCED SCORECARDPERSPECTIVES AND OBJECTIVES INTERNAL BUSINESS PROCESSES-Effective Internal Controls-Effective Supplier Management-Effective Utilization of Alternate Procurerment Approaches-Streamlined Processes-Acquisition Process-Good Corporate Citizens

9、hip through PurchasingINTERNAL BUSINESS PROCESS PERSPECTIVEA-13Effective Internal ControlsData Source: Transactional reviewof purchasing files, review boards andLocal Purchasing InformationSystems (LPIS)Effective Supplier ManagementData Source: LPISEffective Utilization of AlternateProcurement Appro

10、achesData Source: LPISCore:% of systems in full compliance with stakeholder requirements (e.g., applicablelaws, regulations, terms and conditions ofcontracts, ethics, etc.) based on self-assessmentand subject to fatal flaw considerationsCore:% Delivery on-timeOptional:Supplier SatisfactionPrequalifi

11、ed suppliers as a % of all suppliers Rejection rates due to non-conformance to contract requirementsCore:Optimum % of transactions placed by users(JIT, Procurement Card, etc. divided by thesum of total transactions) Optional:% utilization of ICPT and other leveraged purchases% of RFPs over $100K iss

12、ued electronically A-14Meets or exceeds expectations85% on-time delivery (includes JIT)(Appropriate targets will be negotiated between the Cognizant DOE ContractingOfficer and the contractor purchasingorganization)INTERNAL BUSINESS PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Streamlined ProcessesD

13、ata Source: LPISAcquisition ProcessData Source: LPISGood Corporate Citizenship throughPurchasingData Source: Local goals as negotiatedwith cognizant DOE officeCore:Number of critical processes reengineered/ redesigned. or re-validatedOptional:% purchase action utilization of ElectronicCommerceCore:A

14、verage cycle time (exception: ProcurementCard)Optional: Average cycle time($100,000)Core:% of economic and social diversity andlocal participation program goals achieved,including: SB and SDB Goals Regional/Local Outreach/Support Good Neighbor Program A-15 Two annually20 days cycle time (CAPS)Specif

15、ic negotiations with local DOEOfficeINTERNAL BUSINESS PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET LEARNING AND GROWTHFINANCIALMISSIONVISIONSTRATEGY CUSTOMER INTERNAL BUSINESS PROCESSESBALANCED SCORECARDPERSPECTIVES AND OBJECTIVES LEARNING AND GROWTH- Employee Satisfaction- Employee Alignment-Infor

16、mation AvailabilityLEARNING AND GROWTH PERSPECTIVEA-21Employee SatisfactionData Source: Employee Climate SurveyAlso, documented results from formal Baldrige, Presidential or Energy QualityAward Self-Assessments and Site VisitEvaluationsEmployee AlignmentData Source: Employee PerformanceAppraisals an

17、d Local Purchasing Information Systems as appropriateInformation AvailabilityLocal Purchasing Information Systemsas appropriateLEARNING AND GROWTH PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Core:Employee Satisfaction IndexEmployee Satisfaction Index includes datafrom employee survey, focus groups

18、,absenteeism, and voluntary terminationsCore:Employee Alignment % of employeeswhose actual performance is aligned with Key Success FactorsCore:Information Availability MeasureThis is a measure of useful information(e.g., policies, procedures, operationalreports) available to employees(Appropriate targets will be negotiated between the Cognizant DOE Contracting Officer and the contractor purchasing organization.)90% aligned90% of work groups have the datathey need to do their jobsA-22 LEARNING AND GROWTHFINANCIALMISSIONVISIONSTRATEGY CUSTOMER INTERNAL BUSINESS PROCESSESBALANCED