When the year begins, we usually reflect on the path we are following and set new goals to be achieved throughout the new year. This habit is present in our personal and professional lives and is full of good intentions. However, good intentions are not enough. To ensure that the plans are achieved, it is necessary to create small objectives, measure the results and correct the course along the way. Otherwise, the year ends and the goals are not achieved.
One of the most established methodologies for measuring and managing performance in companies is the Balanced Scorecard (BSC), developed in 1992 by Harvard Business School professors Robert Kaplan and David Norton. This tool guides the deployment of organizational planning from the perspectives of shareholders, customers, internal processes and learning and growth. In this way, objectives, targets and indicators are established, which guarantee the management of the implementation of the strategies and their results.
In summary, the BSC is composed of:
Strat mapélogical, where the strategy is described through objectives related to each other and distributed in the four dimensions (1. Financial; 2. Customers; 3. Processes i; 4. Learning and growth)
strat objectiveélogical, what is critical to the success of the organization according to the strategy and must be achieved
Indicator, a way to monitor the success of the object's reach, which must be measured and monitored to signal possible deviations from the route
Meta, the expected performance level, which, when compared with the indicator, shows what and how much needs to be improved
No artigo LOGISTICS IN CRISIS SITUATIONS - PART 2 , Alexandre Rodrigues says that the Red Cross developed a tool to guide and monitor the continuous improvement of the performance of its regional logistics units, integrating the central points of distribution to the local points. The tool is called Development Indicator Tool and was developed based on the Balanced Scorecard.
The following table presents another example of how the Balanced Scorecard can be applied. This case is presented in the courses of ILOS Transport Management and illustrates an airline's BSC, presenting the strategic map, objectives, indicators and targets in relation to ground refueling, one of its most critical operational management processes.
Figure 1 – Example of how the Balanced Scorecard can be applied
Source: ILOS – Strategic Transport Management Course
May 2017 be one of many achievements and goals achieved. We hope that ILOS can contribute more and more to everyone's success.
References:
https://ilos.com.br/web/logistica-em-situacoes-de-crise-parte-2/
https://hbr.org/1992/01/the-balanced-scorecard-measures-that-drive-performance-2
https://ilos.com.br/web/cursos/cursos-de-atualizacao/gestao-estrategica-dos-transportes/
Beatris Huber
https://ilos.com.brManaging Partner of ILOS, Master in Business Administration from COPPEAD/UFRJ with extension at the European Business School – EBS, Germany and Business Administration from UFRJ. More than 10 years of experience in training and consulting projects, focusing on Logistics and Supply Chain. In the training area, he developed company games and online courses and today teaches classes in Data Analysis, Inventory Management, Warehousing Management, in addition to applying business games such as Beer Game in open and in-company programs in companies from different segments, such as Coca -Cola, Nestlé, ThyssenKrupp, Votorantim, Carrefour, Mallinkrodt, Souza Cruz, Via Varejo, Monsanto, Itaú, Renner, Ipiranga, among others. In consultancy, he carried out projects such as Redefinition of the Logistics Network, Inventory Management, S&OP Process Structuring and Diagnosis of Storage and Transport Operations in companies such as Coca-Cola, Souza Cruz, Editora Moderna, Petrobras, Ducoco, Ultragaz, Silimed, Eudora among others.
