平衡记分卡BalancedScorecard概论Word文件下载.docx

平衡记分卡BalancedScorecard概论Word文件下载.docx

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Todeliveronatimelybasisthebestvalueproductorservicetoourcustomerswhilemaintainingthepublic'

strustandfulfillingpublicpolicyobjectives・

STRATEGY

Tochangethepresentsystem'

sculture,managementsystems,andlineprocessesconsistentwiththeprinciplesofQualityManagement,inordertoestablishandmaintain:

acustomerfocus,asenseofurgency,continuousandbreakthroughprocessimprovement,andanemphasisonresults・

BALANCEDSCORECARDPERSPECTIVESANDOBJECTIVES

KINANCUL

CUSTOMER

-CustomerSatisfaction

CORE

85%customersatisfactionratingin1998

（90%in1999,95%in2000）

CustomerSatisfactionIndex

DataSource:

CustomerClimateSurvey

Also,documentedresultsfromformalBaldrige,PresidentialorEnergyQuality

AwardSelf-AssessmentsandSiteVisitEvaluations

Elements:

Timeliness:

Extentofcustomersatisfactionwithtimelinessofprocurementprocessing;

planningactivities;

andon-goingcommunications

Quality:

Extentofcustomersatisfactionwiththequalityofprocurementservices

Communications:

Extenttowhichprocurementcommunicatesaccurateinformationwhichimpactstheworkofmvorganization

OBJECTIVE

MEASURENATIONALTARGET

CustomerSatisfaction（Cont.）

OPTIONAL

Real-timeTransactionalSurvey

（ifappropriate）

ElementsMenit:

Schedule

Cost

BestValue

Performanceagainststandard/commitment

OverallSatisfaction

（AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganization）

INTERNALBUSINESSPROCESSPERSPECTIVE

INTERNALBUSINESSPROCESSES-EffectiveInternalControls・EffectiveSupplierManagement-EffectiveUtilizationofAlternate

ProcurermentApproaches-StreamlinedProcesses-AcquisitionProcess-GoodCorporateCitizenshipthrough

Purchasing

OBJECTIVEMEASURENATIONALTARGET

EffectiveInternalControls

Transactionalreviewofpurchasingfiles,reviewboardsandLocalPurchasingInformationSystems（LPIS）

Core:

%ofsystemsinfullcompliancewithstakeholderrequirements（e.g・，applicablelaws,regulations,termsandconditionsofcontracts,ethics,etc.）basedonself-assessmentandsubjecttofatalflawconsiderations

Meetsorexceedsexpectations

EffectiveSupplierManagementDataSource:

LPIS

%Deliveiyon-time

85%on-timedelivery（includesJIT）

Optional:

SupplierSatisfaction

Prequalifiedsuppliersasa%ofallsuppliersRejectionratesduetonon-conformancetocontractrequirements

EffectiveUtilizationofAlternate

ProcurementApproaches

Optimum%oftransactionsplacedbyusers（JIT,ProcurementCard,etc.dividedbythesumoftotaltransactions）

%utilizationofICPTandotherleveragedpurchases

%ofRFPsover$100Kissuedelectronically

StreamlinedProcessesDataSource:

AcquisitionProcessDataSource:

GoodCorporateCitizenshipthroughPurchasing

LocalgoalsasnegotiatedwithcognizantDOEoffice

Numberofcriticalprocessesreengineered/redesigned,orre-validated

%purchaseactionutilizationofElectronicCommerce

Averagecycletime（exception:

ProcurementCard）

Averagecycletime（<

=$100,000）

Averagecycletime（>

$100,000）

%ofeconomicandsocialdiversityandlocalparticipationprogramgoalsachieved,including:

SBandSDBGoals

Regional/LocalOutreach/Support

GoodNeighborProgram

Twoannually

20dayscycletime（CAPS）

SpecificnegotiationswithlocalDOEOffice

（AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganization.）

90%aligned

90%ofworkgroupshavethedatatheyneedtodotheirjobs

EmployeeSatisfaction

EmployeeClimateSurveyAlso,documentedresultsfromformalBaldrige,PresidentialorEnergyQualityAwardSelf-AssessmentsandSiteVisitEvaluations

EmployeeAlignment

EmployeePerformanceAppraisalsandLocalPurchasingInformationSystemsasappropriate

InformationAvailability

LocalPurchasingInformationSystemsasappropriate

EmployeeSatisfactionIndex

EmployeeSatisfactionIndexincludesdatafromemployeesurvey,focusgroups,absenteeism,andvoluntaryterminations

EmployeeAlignment%ofemployeeswhoseactualperformanceisalignedwithKeySuccessFactors

InformationAvailabilityMeasure

Thisisameasureofusefulinformation（e.g.,policies,procedures,operationalreports）availabletoemployees

OptimumCostEfficiencyof

PurchasingOperations

LocalPurchasingInformationSystems.

CosttoSpendRatio：

PurchasingOperation^operatingcosts（laborplusoverhead）dividedbypurchasingobligations

（AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganizational）