平衡记分卡(BalancedScorecard)概论.docxVIP

平衡记分卡(Balanced Scorecard)概要 客户 ?客户满意度 财务-成本最优使愿战命景略 财务 -成本最优 使愿战 命景略 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 学习与成长 ■雇员满意度 -团队精神 -信息利用程度 MISSION To provide acquisition and assistance services to support accomplishment of the Departmenfs programmatic goals and objectives? VISION To deliver on a timely basis the best value product or service to our customers while maintaining the publics trust and fulfilling public policy objectives ? STRATEGY To change the present systems culture, management systems, and line processes consistent with the principles of Quality Management, in order to establish and maintain: a customer focus, a sense of urgency, continuous and breakthrough process improvement, and an emphasis on results? CUSTOMER PERSPECTIVE CUSTOMER PERSPECTIVE A A?6 BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES KINA NCUL CUSTOMER -Customer Satisfaction CUSTOMER PERSPECTIVEOBJECTIVE MEASURE NATIONAL TARGET CUSTOMER PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET A-7 A-7 CORE 85% customer satisfaction rating in 1998 85% customer satisfaction rating in 1998 (90% in 1999, 95% in 2000) Data Source: Customer Climate Survey Also, documented results from formal Baldrige, Presidential or Energy Quality Award Self-Assessments and Site Visit Evaluations Elements: Timeliness: Extent of customer satisfaction with timeliness of procurement processing; planning activities; and on-going communications Quality: Extent of customer satisfaction with the quality of procurement services Communications: Extent to which procurement communicates accurate information which impacts the work of mv organization CUSTOMER PERSPECTIVE CUSTOMER PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Customer Satisfaction (Cont.) Customer Satisfaction (Cont.) OPTIONAL Data Source: Real-time Transactional Survey (if appropriate) Elements Men it: Schedule Cost Best Value Performance against standard/commitment Overall Satisfaction (Appropriate targets will be negotiated between the Cognizant DOE Contra