Exploring sustainability balanced scorecard for performance evaluation of humanitarian organizations

PT. Surya Sukses Group is one of the largest plastic manufacturers in Indonesia. This company has been established since 1989 whose products have been used by many industries. This study aims to determine the stages of implementing the Human Resource Scorecard and measuring human resource performance based on the Human Resource Scorecard at PT. Surya Success Group. The Human Resource Scorecard is a way to measure and show the performance of a company's human resources in a comprehensive manner that is directly aligned with the company's vision, mission and goals. This study uses a four-perspective approach, namely the Financial Perspective; Customer Perspective; Internal Business Process Perspective; Learning and Growth Perspective. Data collection was obtained from research related to four perspectives from PT. Surya Success Group. So the total score of PT. Surya Sukses Abadi Prima in 2019 was 2,506 which was classified as a bad company performance and in 2020 it was 3,139 which was classified as a medium company performance.

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“…The main measures consist of operating profit, economic value added, Return on Capital Employed (ROCE) (Agarwal et al, 2022). 2.…”

Section: Methodsmentioning

confidence: 99%

Implementation of Human Resources Scorecard-Based Human Resources Work System Design at PT. Suryasukses Abadi Prima

Septiani

Setiadi

2023

ijjm

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“…Moreover, different methods are used for SC performance measurement (Jardioui et al ., 2019; Sharma et al ., 2022b). The methods frequently used in the literature are balanced scorecard (Brewer and Speh, 2000; Park et al ., 2005; Nouri et al ., 2019; Agarwal et al ., 2022; Maryono and Ambarwati, 2022), logistics scoreboard (Saleheen et al ., 2018), ABC analysis (Kharub et al ., 2022), Economic Value Analysis (EVA) (Sakdiyah, 2022) and SCOR model (Macchion et al ., 2018).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A proposed circular-SCOR model for supply chain performance measurement in manufacturing industry during COVID-19

Özbiltekin-Pala

Koçak

Kazançoğlu

2022

IJQRM

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PurposeCOVID-19 is a global event affecting supply chain operations and human health. With COVID-19, many issues in business models, business processes and supply chains, especially in the manufacturing industry, have had to change. The ability to analyze supply chain performances and ensure circularity in supply chains has become one of the factors whose importance has increased rapidly with COVID-19. Therefore, it aims to determine which supply chain performance criteria come to the fore for the company under consideration to accelerate the transformation into high performance and circularity in supply chains.Design/methodology/approachIn this study, a new circular-SCOR model is proposed, and 17 supply chain performance measurement criteria are prioritized for a manufacturing company in the context of circular economy principles during COVID-19 by using stepwise weight assessment ratio analysis and analytical hierarchy process method, separately.FindingsAs a result, for both methods, in the case study discussed, the demand fulfillment rate is determined as the most prominent criterion in line with the circular economy principles in the COVID-19 period in manufacturing supply chains.Originality/valueIt is expected that this study will contribute to managers and policy makers as it addresses the “new normal” that started after COVID-19 and the criteria to be considered in supply chain performance measurement and emphasizes the need to adopt circular supply chains, especially in manufacturing industries.

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“…Several studies have demonstrated the necessity of performance measurement in HSCs (Anjomshoae et al, 2017(Anjomshoae et al, , 2019(Anjomshoae et al, , 2022Agarwal et al, 2019Agarwal et al, , 2022Abidi et al, 2020;Patil et al, 2022;Resende et al, 2022) and have adopted frameworks that are used in CSCs into the field of HSCs, such as supply chain operation reference model (SCOR) and balanced scorecard (BSC). However, existing studies primarily use these frameworks to identify performance metrics or to broadly analyze in terms of actors (e.g.…”

Section: Introductionmentioning

confidence: 99%

“…The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/2042-6747.htm to shorter lead times in the response stage in an HSC (Breitbarth et al, 2021), indicating that lead time is another critical performance variable (Forslund and Jonsson, 2007;Mochizuki et al, 2015;Santarelli et al, 2015). In HSCs, cost is usually associated with efficiency (Anjomshoae et al, 2019), while lead time is associated with effectiveness (Mejia-Argueta et al, 2018;Frennesson et al, 2021;Agarwal et al, 2022). Thus, performance in this paper entails cost efficiency (CE) and leadtime effectiveness (LTE).…”

Section: Introductionmentioning

confidence: 99%

“…HOs need a robust performance measurement that can assist them in improving performance in HSCs (Johnson and Gheorghe, 2014; Anjomshoae et al , 2022) and in providing greater accountability, transparency and responsiveness (Abidi et al , 2020), like in CSCs (Agarwal et al , 2022). However, it is not clear how performance measurement can lead to greater accountability (Beerens et al , 2020), and performance measurement in HSCs is not as developed as in CSCs (Abidi et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

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Performance management process integration in humanitarian supply chains: focusing on the natural disaster preparedness stage

Jayadi

Forslund

2023

JHLSCM

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Purpose This study aims to explore how to apply and integrate the performance management (PM) process in humanitarian supply chains (HSCs) among and between humanitarian organizations (HOs) and donors so as to improve cost-efficiency (CE) and lead-time effectiveness (LTE) in the stage of natural disaster preparedness. Design/methodology/approach This study adapts and operationalizes a framework for the PM process used in commercial supply chains to assess HSCs. A multiple-case study with two types of actors – six HOs and three donors—is used to describe the applications of the PM process and analyze the level of integration between the actors. Findings The activities in the PM process could sometimes be only vaguely described. Both actors emphasized improving CE, with less emphasis on LTE. Both actors have a low level of integration in each PM process activity, decreasing the CE and LTE. Therefore, guidelines for improving the level of PM process integration are provided. Research limitations/implications To the best of the authors’ knowledge, this study is one of the first to combine literature on HSCs and PM process integration, thereby contributing to both literature fields. The concrete contribution of this study is a framework for PM process application and integration among and between HOs and donors. Practical implications The PM process framework can be used to assess PM process application, as well as current and increased level of integration, to improve CE and LTE. The current applications can also inspire other HOs and donors. Originality/value Previous studies indicate the lack of frameworks in the PM domain of HSCs, especially in the stage of natural disaster preparedness.

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Exploring sustainability balanced scorecard for performance evaluation of humanitarian organizations

Cited by 15 publications

References 72 publications

Implementation of Human Resources Scorecard-Based Human Resources Work System Design at PT. Suryasukses Abadi Prima

Implementation of Human Resources Scorecard-Based Human Resources Work System Design at PT. Suryasukses Abadi Prima

A proposed circular-SCOR model for supply chain performance measurement in manufacturing industry during COVID-19

Performance management process integration in humanitarian supply chains: focusing on the natural disaster preparedness stage

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