Aligning Balanced Scorecard to Collaborative Management in Consumer Goods Supply Chain

Virgil Popa, Leonardo Badea and Madalina Barna

Romanian Distribution Committee Magazine, 2011, vol. 2, issue 2, 33-47

Abstract: Organizational performance is those step and state of the whole organization in which, as a result of congruent decisions and actions, are reached those targets and elements of strategic vision which satisfy all interested parts. To consumer good manufactures, satisfying the needs of new world thinking , mandatory today in industry, implies collaborative relationships which allow the companies to grow with small costs and to supply products having improved technology. Using key performance indicators (KPI) its possible to measure the global performance of alliance relationships in terms of inventories,satisfaction and delivery terms.The building process of collaborative control panel of ECR alliance between two organizations always begins with establishing of a clear strategy. This strategy has to be an inter-organizational project and, as every effective implementation project of control panel, has to offer the opportunity of cooperation between processes and organizations in order to establish common objectives. Measuring is the only way to verify the process performance and the need for eventual further actions. After the performance evaluation for the organizations using the Balanced Scorecard, the information and data will be transferred to inter-organizational project team which will incorporate it into the chain control panel. The turnover a strategic map, a control panel for measuring, targets and initiatives commonly accepted - offers to the management of alliance project the way to follow and an excellent foundation for governing the joint-venture project.

Keywords: Collaborative management; supply chain; performance management; strategic objectives; key performance indicators (KPI); Jointly Agreed Growth; aligning balanced scorecard; alliance scorecard (search for similar items in EconPapers)
JEL-codes: L14 L15 L24 L81 M21 (search for similar items in EconPapers)
Date: 2011
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