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平衡记分卡（BalancedScorecard）概要企业资源管理研究中心（AMT）整理​平衡记分卡（BalancedScorecard）概要企业资1学习与成长-雇员满意度-团队精神-信息利用程度财务-成本最优使命愿景战略客户-客户满意度内部运营流程-有效的内部控制-有效的供应商管理-综合利用多种获得资源的途径-流程不断改进平衡记分卡的目标与衡量方法​学习与成长财务使命2MISSIONToprovideacquisitionandassistanceservicestosupportaccomplishmentoftheDepartment'sprogrammaticgoalsandobjectives.STRATEGYTochangethepresentsystem'sculture,managementsystems,andlineprocessesconsistentwiththeprinciplesofQualityManagement,inordertoestablishandmaintain:acustomerfocus,asenseofurgency,continuousandbreakthroughprocessimprovement,andanemphasisonresults.VISIONTodeliveronatimelybasisthebestvalueproductorservicetoourcustomerswhilemaintainingthepublic'strustandfulfillingpublicpolicyobjectives.​MISSION3CUSTOMER-CustomerSatisfactionCUSTOMERPERSPECTIVEA-6​CUSTOMERCUSTOMER4CustomerSatisfaction

CORECustomerSatisfactionIndexDataSource:CustomerClimateSurveyAlso,documentedresultsfromformalBaldrige,PresidentialorEnergyQualityAwardSelf-AssessmentsandSiteVisitEvaluationsElements:Timeliness:Extentofcustomersatisfactionwithtimelinessofprocurementprocessing;planningactivities;andon-goingcommunicationsQuality:ExtentofcustomersatisfactionwiththequalityofprocurementservicesCommunications:Extenttowhichprocurementcommunicatesaccurateinformationwhichimpactstheworkofmyorganization

85%customersatisfactionratingin1998(90%in1999,95%in2000)CUSTOMERPERSPECTIVEOBJECTIVEMEASURENATIONALTARGETA-7​CUSTOMERPERSPECTIVE5CUSTOMERPERSPECTIVEOBJECTIVEMEASURENATIONALTARGET

(AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganization)CustomerSatisfaction(Cont.)

OPTIONALDataSource:Real-timeTransactionalSurvey(ifappropriate)ElementsMenu:ScheduleCostBestValuePerformanceagainststandard/commitmentOverallSatisfaction

A-8

​CUSTOMERPERSPECTIVE6INTERNALBUSINESSPROCESSES-EffectiveInternalControls-EffectiveSupplierManagement-EffectiveUtilizationofAlternateProcurermentApproaches-StreamlinedProcesses-AcquisitionProcess-GoodCorporateCitizenshipthroughPurchasingINTERNALBUSINESSPROCESSPERSPECTIVEA-13​INTERNALBUSINESSINTERNAL7EffectiveInternalControlsDataSource:Transactionalreviewofpurchasingfiles,reviewboardsandLocalPurchasingInformationSystems(LPIS)EffectiveSupplierManagementDataSource:LPISEffectiveUtilizationofAlternateProcurementApproachesDataSource:LPISCore:%ofsystemsinfullcompliancewithstakeholderrequirements(e.g.,applicablelaws,regulations,termsandconditionsofcontracts,ethics,etc.)basedonself-assessmentandsubjecttofatalflawconsiderationsCore:%Deliveryon-timeOptional:SupplierSatisfactionPrequalifiedsuppliersasa%ofallsuppliersRejectionratesduetonon-conformancetocontractrequirementsCore:Optimum%oftransactionsplacedbyusers(JIT,ProcurementCard,etc.dividedbythesumoftotaltransactions)

Optional:%utilizationofICPTandotherleveragedpurchases%ofRFPsover$100KissuedelectronicallyA-14Meetsorexceedsexpectations85%on-timedelivery(includesJIT)(AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganization)INTERNALBUSINESSPERSPECTIVEOBJECTIVEMEASURENATIONALTARGET​EffectiveInternalControlsIN8StreamlinedProcessesDataSource:LPISAcquisitionProcessDataSource:LPISGoodCorporateCitizenshipthroughPurchasingDataSource:LocalgoalsasnegotiatedwithcognizantDOEofficeCore:Numberofcriticalprocessesreengineered/redesigned.orre-validatedOptional:%purchaseactionutilizationofElectronicCommerceCore:Averagecycletime(exception:ProcurementCard)Optional:Averagecycletime(<=$100,000)Averagecycletime(>$100,000)Core:%ofeconomicandsocialdiversityandlocalparticipationprogramgoalsachieved,including:SBandSDBGoalsRegional/LocalOutreach/SupportGoodNeighborProgramA-15

Twoannually20dayscycletime(CAPS)SpecificnegotiationswithlocalDOEOfficeINTERNALBUSINESSPERSPECTIVEOBJECTIVEMEASURENATIONALTARGET​StreamlinedProcessesINTERNAL9

LEARNINGANDGROWTH-EmployeeSatisfaction-EmployeeAlignment-InformationAvailabilityLEARNINGANDGROWTHPERSPECTIVEA-21​LEARNINGANDGROWTHPERS10EmployeeSatisfactionDataSource:EmployeeClimateSurveyAlso,documentedresultsfromformalBaldrige,PresidentialorEnergyQualityAwardSelf-AssessmentsandSiteVisitEvaluationsEmployeeAlignmentDataSource:EmployeePerformanceAppraisalsandLocalPurchasingInformationSystemsasappropriateInformationAvailabilityLocalPurchasingInformationSystemsasappropriate

LEARNINGANDGROWTHPERSPECTIVEOBJECTIVEMEASURENATIONALTARGETCore:EmployeeSatisfactionIndexEmployeeSatisfactionIndexincludesdatafromemployeesurvey,focusgroups,absenteeism,andvoluntaryterminationsCore:EmployeeAlignment%ofemployeeswhoseactualperformanceisalignedwithKeySuccessFactorsCore:InformationAvailabilityMeasureThisisameasureofusefulinformation(e.g.,policies,procedures,operationalreports)availabletoemployees

(AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganization.)90%aligned90%ofworkgroupshavethedatatheyneedtodotheirjobs

A-22​LEARNINGANDGROWTHPERSPECTI11FINANCIAL-OptimumCostEfficiencyofPurchasingOperationsFINANCIALPERSPECTIVEA-27​FINANCIALFINANCIALPERSPECT12OptimumCostEfficiencyofPurchasingOperations

DataSource:LocalPurchasingInformationSystems.Core:CosttoSpendRatio:PurchasingOperation'soperatingcosts(laborplusoverhead)dividedbypurchasingobligationsA-28FINANCIALPERSPECTIVEOBJECTIVEMEASURENATIONALTARGET(AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganizational)​OptimumCostEfficiencyofFINA13谢谢12月-2212:06:0012:0612:0612月-2212月-2212:0612:0612:06:0012月-2212月-2212:06:002022/12/3112:06:00谢谢12月-2201:16:2001:1601:1612演讲完毕，谢谢观看！演讲完毕，谢谢观看！平衡记分卡（BalancedScorecard）概要企业资源管理研究中心（AMT）整理​平衡记分卡（BalancedScorecard）概要企业资16学习与成长-雇员满意度-团队精神-信息利用程度财务-成本最优使命愿景战略客户-客户满意度内部运营流程-有效的内部控制-有效的供应商管理-综合利用多种获得资源的途径-流程不断改进平衡记分卡的目标与衡量方法​学习与成长财务使命17MISSIONToprovideacquisitionandassistanceservicestosupportaccomplishmentoftheDepartment'sprogrammaticgoalsandobjectives.STRATEGYTochangethepresentsystem'sculture,managementsystems,andlineprocessesconsistentwiththeprinciplesofQualityManagement,inordertoestablishandmaintain:acustomerfocus,asenseofurgency,continuousandbreakthroughprocessimprovement,andanemphasisonresults.VISIONTodeliveronatimelybasisthebestvalueproductorservicetoourcustomerswhilemaintainingthepublic'strustandfulfillingpublicpolicyobjectives.​MISSION18CUSTOMER-CustomerSatisfactionCUSTOMERPERSPECTIVEA-6​CUSTOMERCUSTOMER19CustomerSatisfaction

CORECustomerSatisfactionIndexDataSource:CustomerClimateSurveyAlso,documentedresultsfromformalBaldrige,PresidentialorEnergyQualityAwardSelf-AssessmentsandSiteVisitEvaluationsElements:Timeliness:Extentofcustomersatisfactionwithtimelinessofprocurementprocessing;planningactivities;andon-goingcommunicationsQuality:ExtentofcustomersatisfactionwiththequalityofprocurementservicesCommunications:Extenttowhichprocurementcommunicatesaccurateinformationwhichimpactstheworkofmyorganization

85%customersatisfactionratingin1998(90%in1999,95%in2000)CUSTOMERPERSPECTIVEOBJECTIVEMEASURENATIONALTARGETA-7​CUSTOMERPERSPECTIVE20CUSTOMERPERSPECTIVEOBJECTIVEMEASURENATIONALTARGET

(AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganization)CustomerSatisfaction(Cont.)

OPTIONALDataSource:Real-timeTransactionalSurvey(ifappropriate)ElementsMenu:ScheduleCostBestValuePerformanceagainststandard/commitmentOverallSatisfaction

A-8

​CUSTOMERPERSPECTIVE21INTERNALBUSINESSPROCESSES-EffectiveInternalControls-EffectiveSupplierManagement-EffectiveUtilizationofAlternateProcurermentApproaches-StreamlinedProcesses-AcquisitionProcess-GoodCorporateCitizenshipthroughPurchasingINTERNALBUSINESSPROCESSPERSPECTIVEA-13​INTERNALBUSINESSINTERNAL22EffectiveInternalControlsDataSource:Transactionalreviewofpurchasingfiles,reviewboardsandLocalPurchasingInformationSystems(LPIS)EffectiveSupplierManagementDataSource:LPISEffectiveUtilizationofAlternateProcurementApproachesDataSource:LPISCore:%ofsystemsinfullcompliancewithstakeholderrequirements(e.g.,applicablelaws,regulations,termsandconditionsofcontracts,ethics,etc.)basedonself-assessmentandsubjecttofatalflawconsiderationsCore:%Deliveryon-timeOptional:SupplierSatisfactionPrequalifiedsuppliersasa%ofallsuppliersRejectionratesduetonon-conformancetocontractrequirementsCore:Optimum%oftransactionsplacedbyusers(JIT,ProcurementCard,etc.dividedbythesumoftotaltransactions)

Optional:%utilizationofICPTandotherleveragedpurchases%ofRFPsover$100KissuedelectronicallyA-14Meetsorexceedsexpectations85%on-timedelivery(includesJIT)(AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganization)INTERNALBUSINESSPERSPECTIVEOBJECTIVEMEASURENATIONALTARGET​EffectiveInternalControlsIN23StreamlinedProcessesDataSource:LPISAcquisitionProcessDataSource:LPISGoodCorporateCitizenshipthroughPurchasingDataSource:LocalgoalsasnegotiatedwithcognizantDOEofficeCore:Numberofcriticalprocessesreengineered/redesigned.orre-validatedOptional:%purchaseactionutilizationofElectronicCommerceCore:Averagecycletime(exception:ProcurementCard)Optional:Averagecycletime(<=$100,000)Averagecycletime(>$100,000)Core:%ofeconomicandsocialdiversityandlocalparticipationprogramgoalsachieved,including:SBandSDBGoalsRegional/LocalOutreach/SupportGoodNeighborProgramA-15

Twoannually20dayscycletime(CAPS)SpecificnegotiationswithlocalDOEOfficeINTERNALBUSINESSPERSPECTIVEOBJECTIVEMEASURENATIONALTARGET​StreamlinedProcessesINTERNAL24

LEARNINGANDGROWTH-EmployeeSatisfaction-EmployeeAlignment-InformationAvailabilityLEARNINGANDGROWTHPERSPECTIVEA-21​LEARNINGANDGROWTHPERS25EmployeeSatisfactionDataSource:EmployeeClimateSurveyAlso,documentedresultsfromformalBaldrige,PresidentialorEnergyQualityAwardSelf-AssessmentsandSiteVisitEvaluationsEmployeeAlignmentDataSource:EmployeePerformanceAppraisalsandLocalPurchasingInformationSystemsasappropriateInformationAvailabilityLocalPurchasingInformationSystemsasappropriate

LEARNINGANDGROWTHPERSPECTIVEOBJECTIVEMEASURENATIONALTARGETCore:EmployeeSatisfactionI

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