Ever since the concept of balanced scorecards was introduced to measure performance indicators using four different perspectives – customer, internal business, innovation & learning, and financial – managers have been trying very hard, through tracking such indicators through different types of scorecards and dashboards, to get a handle on the underlying success factors that could lead to sustainable quality of performance and assured success.
By this definition, it will have to be accepted that any scorecard which fails to contribute directly and tangibly to a better performance can be considered a failure, mainly because all the resources, effort and time invested were totally wasted in the absence of it.
What could make a Scorecard fail?
Any dissatisfaction with supplier scorecards could result out of the following:
As reiterated repeatedly, a scorecard needs to be customized to the goals of the organization and its specific performance requirements from its suppliers in such a way as to understand where the scope for improvement lies in managing its relationship with supplier.
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