平衡记分卡（ Balanced Scorecard ）概要

1. 平衡记分卡（Balanced Scorecard）概要 企业资源管理研究中心（AMT） 整理

2. 平衡记分卡的目标与衡量方法 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 财务 - 成本最优 使命 愿景 战略 学习与成长 - 雇员满意度 - 团队精神 - 信息利用程度

3. MISSION To provide acquisition and assistance services to support accomplishment of the Department's programmatic goals and objectives. VISION To deliver on a timely basis the best value product or service to our customers while maintaining the public's trust and fulfilling public policy objectives. STRATEGY To change the present system's 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.

4. CUSTOMER PERSPECTIVE CUSTOMER - Customer Satisfaction A-6

5. CUSTOMER PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Customer Satisfaction CORE Customer Satisfaction Index 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 my organization 85% customer satisfaction rating in 1998 (90% in 1999, 95% in 2000) A-7

6. CUSTOMER PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Customer Satisfaction (Cont .) OPTIONAL Data Source: Real-time Transactional Survey (if appropriate) Elements Menu: Schedule Cost Best Value Performance against standard/commitment Overall Satisfaction A-8 (Appropriate targets will be negotiated between the Cognizant DOE Contracting Officer and the contractor purchasing organization)

7. INTERNAL BUSINESS PROCESS PERSPECTIVE INTERNAL BUSINESS PROCESSES -Effective Internal Controls -Effective Supplier Management -Effective Utilization of Alternate Procurerment Approaches -Streamlined Processes -Acquisition Process -Good Corporate Citizenship through Purchasing A-13

8. INTERNAL BUSINESS PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Effective Internal Controls Data Source: Transactional review of purchasing files, review boards and Local Purchasing Information Systems (LPIS) Effective Supplier Management Data Source: LPIS Effective Utilization of Alternate Procurement Approaches Data Source: LPIS Core: % of systems in full compliance with stakeholder requirements (e.g., applicable laws, regulations, terms and conditions of contracts, ethics, etc.) based on self-assessment and subject to fatal flaw considerations Core: % Delivery on-time Optional: Supplier Satisfaction Prequalified suppliers as a % of all suppliers Rejection rates due to non-conformance to contract requirements Core: Optimum % of transactions placed by users (JIT, Procurement Card, etc. divided by the sum of total transactions) Optional: % utilization of ICPT and other leveraged purchases % of RFPs over $100K issued electronically A-14 Meets or exceeds expectations 85% on-time delivery (includes JIT) (Appropriate targets will be negotiated between the Cognizant DOE Contracting Officer and the contractor purchasing organization)

9. INTERNAL BUSINESS PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Streamlined Processes Data Source: LPIS Acquisition Process Data Source: LPIS Good Corporate Citizenship through Purchasing Data Source: Local goals as negotiated with cognizant DOE office Core: Number of critical processes reengineered/ redesigned. or re-validated Optional: % purchase action utilization of Electronic Commerce Core: Average cycle time (exception: Procurement Card) Optional: Average cycle time(<=$100,000) Average cycle time (>$100,000) Core: % of economic and social diversity and local participation program goals achieved, including: SB and SDB Goals Regional/Local Outreach/Support Good Neighbor Program A-15 Two annually 20 days cycle time (CAPS) Specific negotiations with local DOE Office

10. LEARNING AND GROWTH PERSPECTIVE LEARNING AND GROWTH - Employee Satisfaction - Employee Alignment -Information Availability A-21

11. LEARNING AND GROWTH PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Employee Satisfaction Data Source: Employee Climate Survey Also, documented results from formal Baldrige, Presidential or Energy Quality Award Self-Assessments and Site Visit Evaluations Employee Alignment Data Source: Employee Performance Appraisals and Local Purchasing Information Systems as appropriate Information Availability Local Purchasing Information Systems as appropriate Core: Employee Satisfaction Index Employee Satisfaction Index includes data from employee survey, focus groups, absenteeism, and voluntary terminations Core: Employee Alignment % of employees whose actual performance is aligned with Key Success Factors Core: Information Availability Measure This is a measure of useful information (e.g., policies, procedures, operational reports) available to employees (Appropriate targets will be negotiated between the Cognizant DOE Contracting Officer and the contractor purchasing organization.) 90% aligned 90% of work groups have the data they need to do their jobs A-22

12. FINANCIAL PERSPECTIVE FINANCIAL - Optimum Cost Efficiency of Purchasing Operations A-27

13. FINANCIAL PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Optimum Cost Efficiency of Purchasing Operations Data Source: Local Purchasing Information Systems. Core: Cost to Spend Ratio: Purchasing Operation's operating costs (labor plus overhead) divided by purchasing obligations A-28 (Appropriate targets will be negotiated between the Cognizant DOE Contracting Officer and the contractor purchasing organizational)