Tài liệu CONTRACTOR PURCHASING SYSTEM BALANCED SCORECARD ppt

DEPARTMENT OF ENERGY CONTRACTOR PURCHASING SYSTEM BALANCED SCORECARD PERFORMANCE ASSESSMENT FY 2000 LEARNING AND GROWTH - Employee Satisfaction - Employee Alignment - Information Availability FINANCIAL - Optimum Cost Efficiency of Purchasing Operations MISSION VISION STRATEGY CUSTOMER - Customer Satisfaction INTERNAL BUSINESS PROCESSES - Effective Internal Controls - Effective Supplier Management - Effective Utilization of Alternate Procurement Approaches - Streamlined Processes - Acquisition Process - Good Corporate Citizenship through Purchasing BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES MISSION To provide acquisition and assistance services to support accomplishment of the Department’s programmatic goals and 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. 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. LEARNING AND GROWTH FINANCIAL MISSION VISION STRATEGY CUSTOMER INTERNAL BUSINESS PROCESSES BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES CUSTOMER - Customer Satisfaction CUSTOMER - Customer Satisfaction CUSTOMER PERSPECTIVE Customer Satisfaction Data Source: Customer Climate Survey Also, documented results from formal Baldrige, Presidential or Energy Quality Award Self-Assessments and Site Visit Evaluations Core: Customer Satisfaction Index 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) CUSTOMER PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET CUSTOMER PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET (Appropriate targets will be negotiated between the Cognizant DOE Contracting Officer and the contractor purchasing organization) Customer Satisfaction (Cont .) Optional: Real-time Transactional Survey (if appropriate) Elements Menu: Schedule Cost Best Value Performance against standard/commitment Overall Satisfaction LEARNING AND GROWTH FINANCIAL MISSION VISION STRATEGY CUSTOMER INTERNAL BUSINESS PROCESSES BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES INTERNAL BUSINESS PROCESSES -Effective Internal Controls -Effective Supplier Management -Effective Utilization of Alternate Procurerment Approaches -Streamlined Processes -Acquisition Process -Good Corporate Citizenship through Purchasing INTERNAL BUSINESS PROCESSES -Effective Internal Controls -Effective Supplier Management -Effective Utilization of Alternate Procurerment Approaches -Streamlined Processes -Acquisition Process -Good Corporate Citizenship through Purchasing INTERNAL BUSINESS PROCESS PERSPECTIVE 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 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) 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, SDB and Women Owned SB Goals Regional/Local Outreach/Support Good Neighbor Program Two annually 20 days cycle time (CAPS) Specific negotiations with local DOE office INTERNAL BUSINESS PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET LEARNING AND GROWTH FINANCIAL MISSION VISION STRATEGY CUSTOMER INTERNAL BUSINESS PROCESSES BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES LEARNING AND GROWTH - Employee Satisfaction - Employee Alignment -Information Availability LEARNING AND GROWTH - Employee Satisfaction - Employee Alignment -Information Availability LEARNING AND GROWTH PERSPECTIVE [...]... Efficiency of Purchasing Operations Purchasing Operations FINANCIAL PERSPECTIVE OBJECTIVE Optimum Cost Efficiency of Purchasing Operations Data Source: LPIS MEASURE NATIONAL TARGET Core: Cost to Spend Ratio Purchasing Operation’s operating costs (labor plus overhead) divided by purchasing obligations (Appropriate targets will be negotiated between the Cognizant DOE Contracting Officer and the contractor purchasing. .. the contractor purchasing organization.) Core: Employee Alignment % of employees whose actual performance is aligned with Key Success Factors 90% aligned Core: Information Availability Measure This is a measure of useful information (e.g., policies, procedures, operational reports) available to employees 90% of work groups have the data they need to do their jobs FINANCIAL PERSPECTIVE BALANCED SCORECARD . DEPARTMENT OF ENERGY CONTRACTOR PURCHASING SYSTEM BALANCED SCORECARD PERFORMANCE ASSESSMENT FY 2000 LEARNING AND GROWTH. PROCESSES BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES FINANCIAL - Optimum Cost Efficiency of Purchasing Operations FINANCIAL - Optimum Cost Efficiency of Purchasing