美国能源部平衡计分卡导向管理培训资料（英文PPT66页）.ppt
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1、DEPARTMENT OF ENERGYPROCUREMENT&ASSISTANCE MANAGEMENTFY 2003BALANCED SCORECARDPERFORMANCE ASSESSMENT PROGRAMNational Core Performance MeasuresSupporting Corporate Management Initiatives2021/10/11Balanced Scorecard MethodologyThe BSC is a structured approach to performance measurement and performance
2、 management that links the organizations strategic thinking to the activities necessary to achieve desired resultsThe BSC is a vehicle for communicating an organizations strategic direction and for measuring achievements towards these predetermined objectives The BSC clearly establishes linkage betw
3、een strategic objectives,the measures for determining progress,the stretch targets established,and the focused initiatives needed to move the organization forward to meet those organizational goals2021/10/12Balanced Scorecard MethodologyThe BSC utilizes Department-wide measures plus individually tai
4、lored local measures to achieve the Procurement Executives strategic goalsResults of BSC measurements provide decisionmakers with critical information on:(1)the efficiency with which resources are transformed into goods and services;and(2)the effectiveness of organizational activities and operations
5、 in terms of their specific contributions to strategic objectives The BSC is a key part of the Procurement Executives performance plan,and is a critical element in ME-60s SES performance assessmentsIn FY 2003,ME-60 continues to assign accountability to individual staff by flowing down the BSC to ind
6、ividuals and teams.2021/10/13 MISSIONTo provide acquisition and assistance services tosupport accomplishment of the Departmentsprogrammatic goals and objectives.STRATEGYTo change the present systems culture,managementsystems,and line processes consistent with theprinciples of Quality Management,in o
7、rder to establish and maintain:a customer focus,a sense ofurgency,continuous and breakthrough 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.
8、DOE Procurement System2021/10/14Strategic ApproachProcess AnalysisProcess AnalysisBenchmarkingBenchmarking Workforce PlanningWorkforce PlanningCustomer-focusCustomer-focus2021/10/15 FINANCIALFINANCIALTo Succeed Financially,HowTo Succeed Financially,HowDo We Contribute to theDo We Contribute to theBo
9、ttom Line?Bottom Line?MISSIONVISIONSTRATEGY LEARNING ANDLEARNING AND GROWTHGROWTHTo Achieve Our Vision,How To Achieve Our Vision,How Will We Sustain Our Ability Will We Sustain Our Ability To Change And Improve?To Change And Improve?CUSTOMERCUSTOMERTo Achieve Our Vision,To Achieve Our Vision,How Mus
10、t Our How Must Our Customers View Us?Customers View Us?INTERNAL BUSINESSINTERNAL BUSINESS PROCESSESPROCESSESTo Satisfy Our StakeholdersTo Satisfy Our Stakeholdersand Customers,What Business and Customers,What Business Processes Must We Excel At?Processes Must We Excel At?Balanced Scorecard Strategic
11、 Perspectives2021/10/16 LEARNING AND GROWTH-Access to Strategic Information-Employee Satisfaction-Organization Structured for Continuous Improvement-Quality Workforce FINANCIAL-Optimum Cost Efficiency of Purchasing Operations;Cost Reasonableness of ActionsMISSIONVISIONSTRATEGY CUSTOMER-Customer Sati
12、sfaction-Effective Service/Partnership INTERNAL BUSINESS PROCESSES-Acquisition Excellence-Most Effective Use of Contracting Approaches-Use of Electronic Commerce-Performance-Based Service Contracts-Use of Competition-Streamlined Processes-Reduction in Overage Instruments-On-Time Delivery-Supplier Sa
13、tisfaction-SocioeconomicsBalanced ScorecardPERSPECTIVES AND OBJECTIVES2021/10/17Balanced ScorecardPerformance Measures,Performance Targets,&Management Initiatives2021/10/18BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVEProcurement2021/10/19BA
14、LANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVEProcurement2021/10/110BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVEProcurement2021/10/111BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMAN
15、CE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVEProperty2021/10/112BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVEContractor Human Resource Management2021/10/113BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMEN
16、T INITIATIVESCUSTOMER PERSPECTIVEContractor Human Resource Management2021/10/114BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVEProcurement2021/10/115BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVE
17、SINTERNAL BUSINESS PERSPECTIVEProcurement2021/10/116BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVEProcurement2021/10/117BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTI
18、VEProcurement2021/10/118BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVEProcurement2021/10/119BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVEProcurement2021/10/120BALA
19、NCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVEProcurement2021/10/121BALANCED SCORECARDPERFORMANCE MEASURES,PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVEProcurement2021/10/122BALANCED SCORECARDPERFORMANCE ME
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