Coors Balanced Scorecard: a Decade of Experience

In: Business and Management

Submitted By iillrqn
Words 1522
Pages 7
Coors 啤酒公司的平衡记分卡:十年经验
作者:Hugh Grove,University of Denver;Tom Cook, University of Denver; Ken Richter, Coors Brewing
Company

前言
1997 年底前,
Coors 完成了它历时三年的计划项目“电脑联结后勤
(Computer Integrated Logistics, CIL)
”,
以改进其供应链管理。
Coors 把所有有关其从供应商的供应者的产品,
到递送到其顾客的顾客的所有的
作业,都概括称为一条“供应链”。(因为根据联邦法律,Coors 不能直接向顾客出售其产品。Coors 的
顾客是经销商,经销商的顾客是零售商,而零售商的顾客才是消费者。)Coors 的供应链包括了下述流
程:采购、研究与开发、工艺、酿造、调理、发酵、包装、仓储、后勤和运输。
CIL项目是一个跨越若干职能的创举,目的在于再造Coors的后勤或供应链的管理流程。此一再造项
目改进了供应链的流程,并应用信息技术,向参与供应链管理的人员提供及时、正确的信息。此项目
之目的是,通过减少周转时间、降低营业成本、提高顾客(经销商)的满意程度,以增加公司盈利。
为这个项目提供软件的,是德国的 SAP(Systems Applications & Products)公司。该公司提供财务和材
料计划的软件模块。Coors 采用 SAP 出品的用于编制运载计划的软件,该软件用来预计经销商的需求、
编制生产进度计划和编制下周的发运进度计划。CIL 项目纠正了供应链中的下列几个主要问题:
1. 满足了季节性的需求,
2. 满足了因促销活动而引起的骤然增加的需求,
3. 提供了与每年推出三种新品牌相关的辅助性作业,
4. 按顾客(经销商)正常订单发货,
5. 按急件订单发货,和
在啤酒变质之前,把啤酒从生产线通过仓库配送给经销商。(Coors的产品,如系桶装的,其货架寿
1
命 为60天;如系其他包装,其货架寿命为112天。)
Coors公司顾客服务部主管Matt Vail,从CIL项目开始时起,就是这个项目的负责人。他在供应链管
理方面积累了充分的经验,遂被一家专门从事与供应链有关的咨询公司聘用。1998年初,在他为Coors
工作的最后一天,他与Coors公司的质量保证部主管Ken Rider作了一次谈话。
Ken当时刚被任命负责Coors公司的新的平衡记分卡(BSC)项目。实施这个项目的最初的动机,是对
是否应该把供应链已作的改进继续保持下去,作出评估。然而,这个项目的范围却被扩大到成为一项
涵盖整个公司的BSC制度。于是,这个项目的远期目标遂变为:1)把注意力集中于持续改进上,2)
鼓励合理的冒有风险的探索和学习以提高业绩,和3)使员工明白提高生产率的机会和报酬。
Matt: 这个供应链管理项目,
确实极富挑战性、
也是回报丰硕的。
我真是不愿意离开Coors公司, 但
是那家咨询公司给了我富有吸引力的待遇,使我难以拒绝。我希望你在继续从事这个平衡记分卡项目
中,也会取得同样的正面体会。
Ken: 这个新项目,将是一项真正的挑战。我们需要把基础建在你负责的供应链项目已取得改进之
上。
Matt: 我这个项目组,读到我们的首席执行官(CEO)在他1997年致股东书中提到供应链项目的内
容,感到非常兴奋。他在致股东书中说,1997年在生产率上取得的重大成就,来自我们这个项目;通
过这个项目,使整个供应链的各个环节(包括采购、酿造、包装、运输和行政管理)的效率大为提高。
Ken: 也许可以作一次经济增加值(EVA)分析,对供应链生产率的提高作一评估。
Matt: 采用EVA方法,对平衡记分卡的四大指标之一的财务业绩进行分析,是一项有趣的建议。
Ken: 对我这个项目的另一挑战,是如何把Coors的愿景声明和相关的企业战略,转化为各项营运业
绩考核指标。
Matt: 你还需要找出愿景声明、企业战略、和当前的业绩这三者之间的差距。
1

shelf life, 指可以不致影响消费质量的产品存放时间。--译者

Ken: 你的项目中有没有我可以借鉴的经验呢?
Matt: 哦,我们确实取得了一些先进的、基准性的指标数据。借助于这些数据,给我们的供应链项
目设定了一些衡量业绩的指标。我可以把这些指标给你,但它们为数有限,因为存在保密问题的障碍,
难以从外界取得这些数据。也许Coors应该参加一个商业性的“基准数据库”,交换、取得同行业其他企…...

Similar Documents

Balanced Scorecard

...Balanced Scorecard Michelle Baird BUS/475 July 15, 2013 Larry Myers Balanced Scorecard Introduction The four quadrants will be addressed in this paper for Cyber Café on the strategic objectives. This will be shown in the form of a balanced scorecard for each section, followed by and explanation on how these objectives will be met. By the end of the paper you (the reader) will have a better understanding of Cyber Café’s strategic objectives for the four quadrants of its balanced scorecard. The purpose of a balanced scorecard for Cyber Cafe is to be able to align the company’s business activities to the strategy’s and vision of the company. In this section Cyber Café will implement the use of a balanced scorecard to help understand and visualize the strategic objectives of the company. This will also help the company be able to analyze the performance of the employees and the business. The four quadrants of a balanced scorecard are: 1) Customer values 2) Financial prospective and shareholder value 3) Process of internal operations 4) Learning and growth prospective The following tables are the balanced scorecard of Cyber Café. This will show Cyber café’s various strategic objectives and tactics in different areas of the business. Financial: | Objective | Measures | Target | Initiatives | | First year | Meet budget growth targets. | Revenue growth versus budget targets. | Budget targets for growth. | Achieve financial......

Words: 1062 - Pages: 5

Balanced Scorecard

... A Balanced Scorecard for Small Business C. W. Von Bergen Southeastern Oklahoma State University Management and Marketing Department Durant, OK 74701-0609 Phone: 580-745-2430; Fax: 580-745-7485; e-mail: cvonbergen@sosu.edu Daniel C. Benco Southeastern Oklahoma State University Department of Accounting and Finance Durant, OK 74701-0609 Phone: 580-745-2498; Fax: 580-745-7485; e-mail: dbenco@sosu.edu Abstract The balanced scorecard is a performance management system that enables businesses to drive strategies based on measurement and follow-up. Since the early 1990s the balanced scorecard has been applied in numerous large organizations resulting in many positive results that have been chronicled in the management literature. However, there are few studies addressing the use of a balanced scorecard within small companies. Hence, this paper presents a discussion of the key elements of the balanced scorecard and its applicability to small business. Executive Summary The balanced scorecard (BSC) approach helps organizations manage the implementation of their strategies. The BSC measures an organization’s performance from four key perspectives: financial, customer, internal business processes, and learning and growth. The BSC approach logically links these four perspectives. Improvements in employee learning and growth result in improved internal business processes, which create better products and services and, therefore, higher customer satisfaction and higher...

Words: 4975 - Pages: 20

Balanced Scorecard

...A Dissertation Report On “Putting HR on Balanced Scorecard” (A Case Study of Verizon) (SUBMITTED TOWARDS PARTIAL FULFILLMENT OF POST GRADUATE DIPLOMA IN MANAGEMENT) (Approved by AICTE, Govt. of India) ACADEMIC SESSION (2008-10) Under the guidance of: Submitted by: Supervisor Name Your Name Lecturer (college name) Roll: - PGDM-08/012 College Address PREFACE There is a famous saying “The theory without practical is lame and practical without theory is blind.” Alignment of the Human Resource with the overall strategy of the company is a very big and toughest challenge for the company. Human resource is an important part of any business and managing them is an important task. Our institution has come forward with the opportunity to bridge the gap by imparting modern scientific management principle underlying the concept of the future prospective managers. To the emphasis on practical aspect of management education the faculty of College Name has with a modern system of practical training of repute and following management technique to the student as integral part of PGDM. ACKNOWLEDGEMENT “It is not possible to prepare a project report without the assistance & encouragement of other people. This one is certainly no exception.” On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards all the......

Words: 17507 - Pages: 71

Balanced Scorecard

...Implementing a Sustainability Balanced Scorecard „Dashboard‟ Approach to Assess Organisational Legitimacy. Kevin Huang, University of Wollongong, Wollongong, New South Wale Matthew Pepper, University of Wollongong, Wollongong, New South Wale Graham Bowrey, University of Wollongong, Wollongong, New South Wales gbowrey@uow.edu.au Abstract Purpose: The purpose of this paper is to identify and determine the contributing factors which influence the contents of a firm‟s sustainability reporting through combined social and environmental accounting and management perspectives. Design/methodology/approach: This paper analyzes the disclosed sustainability indicators of a major Australian financial institution, Westpac, through the application of the research method content analysis. The theoretical framework will be shaped by the consideration of legitimacy theory and the Balanced Scorecard approach. Findings: The results indicate that the four perspectives of a traditional Balanced Scorecard are related to the main sources of influential inputs to Westpac‟s sustainability reporting – existing frameworks, stakeholder engagement mechanism, employee involvement and traditional shareholders‟ financial information needs. It also reinforced the argument that the focus of organisational legitimacy is a key resource of organisation survival. Originality/value: This research contributes to the literature on social and environmental disclosures including the research of Do, Tilt and......

Words: 9462 - Pages: 38

Balanced Scorecard

...Executive Summary According to Bento, “the Balanced Scorecard (BSC) has been proposed as an integrated framework for the implementation of financial and nonfinancial performance measures that helps organizations align their initiatives with the organization’s strategy” (2013). The Balanced Scorecard offers management a system to use in plotting strategic objectives through four perspectives. The financial perspective is determined by the outcome of management’s implementation of the internal processes perspective, customer perspective, and learning and growth perspective. Aon Corporation is the “leading provider of risk management, insurance and reinsurance brokerage” (Aon, 2014). Using the Balanced Scorecard my operating segment, Benefit Marketing Solutions, can examine an implement each of the four perspectives by obtaining information on how we can achieve Aon standards in the operation of our business segment. Implementing the Balanced Scorecard, I will assess how our financials can improve by achieving the objectives of maximizing company profits, increasing our gross profit margin per client, and decreasing our accounts payable days. The first factor I will investigate is our customer perspective and how increasing customer loyalty, customer exposure, and customer education will improve upon our financials. The second factor I will investigate is the internal perspective and how effective company alliances, effective customer service, and effective payment of...

Words: 2028 - Pages: 9

Implementing the Balanced Scorecard in Greece: a Software Firm's Experience

...LRP Long Range Planning 37 (2004) 351–366 long range planning www.lrpjournal.com Implementing the Balanced Scorecard in Greece: a Software 5 Firm’s Experience Alexandros Papalexandris, George Ioannou à and Gregory P. Prastacos The Balanced Scorecard (BSC) is a relatively new approach to strategic management and performance measurement and control, which has generated substantial interest in the academic and industrial communities. This paper presents the experience from the implementation of a specific BSC model at a large software development company in Greece. The study illustrates and evaluates the main obstacles and shortcomings, as well as the critical success factors that characterise such BSC projects, while offering managerial insights and guidelines for similar implementations. Q 2004 Elsevier Ltd. All rights reserved. Introduction The shortcomings of traditional management control and performance measurement motivated the development of the Balanced Scorecard (BSC), a management system incorporating all quantitative and abstract measures of true importance to an enterprise.1 The two key elements of the BSC are: (a) Clustering of similar types of measures into groups (perspectives); (b) Limiting the measures and linking their values to improve clarity, allow for transparent communication throughout the organisation, and effectively manage change. 5 An earlier and compact version of this paper was presented at the IEEE International Engineering......

Words: 7930 - Pages: 32

Balanced Scorecard

...Monica Hubler: Discussion Board 4 Balanced Scorecard ACCT 614 17 September 2013 The balanced scorecard is a “performance metric used in strategic management to identify and improve various internal functions and their resulting external outcomes” (Balanced Scorecard 2013). The balanced scorecard attempts to help managers plan, control, and execute company goals by providing feedback to while implementing new strategies, goals, and objectives. The balanced scorecard is a system used by management that when implemented allows management to make their company’s vision and mission clear, shows what will be measured, and helps managers devise a plan of action to meet their goals. After the plan of action is established, they are implemented and measured through four perspectives: the customer perspective, the business process perspective, the learning and growth perspective, and the financial perspective. (Balanced Scorecard Basics 2013) The customer perspective shows the importance of the recent trend for businesses to concentrate on customer focus and satisfaction. If a customer is unhappy with the products or services they receive from a business then they will look for a different company to purchase from. To develop measurements, managers need to focus on customer feedback in order to devise strategies that improve customer experiences. This will allow the company to gain new customers and retain them for years to come. Concentration should be placed on a......

Words: 793 - Pages: 4

Coors' Balanced Scorecard

...Question 1 Link the Coors vision statement to Coors key business strategies or “six planks”. Are there any gaps? Coors key business strategies or “six planks” are overall well aligned with the company’s vision statement. Coors key business strategies, baseline growth, incremental growth, product quality, distributor service, productivity gains and people can be associated to Coors’ vision to focus on continuing to build upon its existing foundation by improving quality, service, boosting profitability and developing employee skills. The emphasis on improving quality and service should increase Coors’ products’ popularity, which in theory should lead to baseline growth of its key brands and should increase its chances to incrementally grow in potential markets, channels and make its baseline and new brands more attractive to a diverse number of demographics. A key strategy that I would like to address separately because I find it imperative to the long term success of any business is its investment in its people, and this encompasses its employees and communities where it conducts business. Coors’ vision statement to continue developing employee skills and to be a valued neighbor in its communities is well aligned with its business strategy of continuing to improve its business performance by engaging and developing its people. As you can see, Coors’ vision statement is very well aligned with its business strategies. Coors chances of successfully employing the concept...

Words: 1619 - Pages: 7

The Balanced Scorecard

...Robert S. Kaplan (rkaplan@hbs.edu) is the Baker Foundation Professor at Harvard Business School. David P. Norton (dnorton@ thepalladiumgroup.com) is the founder and president of the Balanced Scorecard Collaborative, Palladium Group, in Lincoln, Massachusetts. Bjarne Rugelsjoen (bjarne@rugelsjoen.no) is a director at GoalFocus, a performance-coaching consultancy based in London. Managing Alliances with the Balanced Scorecard Fifty percent of corporate alliances fail. But you can increase your partnership’s odds of success by applying these techniques. by Robert S. Kaplan, David P. Norton, and Bjarne Rugelsjoen 114 Harvard Business Review January–February 2010 HBR.ORG C ILLUSTRATION: BRETT RYDER orporate alliances are a 50/50 bet—at least according to a recent study by McKinsey & Company, which found that only half of all joint ventures yield returns to each partner above the cost of capital. That’s worrying, given that partnerships and alliances are central to many companies’ business models. Originally used to outsource noncore parts of supply chains, alliances today are expected to generate a competitive advantage. So it is necessary to dramatically improve their odds of success. Why do alliances fail so often? The prime culprit is the way they are traditionally organized and managed. Most alliances are defined by service level agreements (SLAs) that identify what each side commits to delivering rather than what each hopes to gain from the partnership...

Words: 3927 - Pages: 16

Balanced Scorecard

...BALANCED SCORECARD APPLICATION IN LENDING/MICROFINANCING INSTITUTIONS: A STRATEGIC MAP IMPLEMENTATION IN THE PHILIPPINES CONTEXT This paper studies the application of Balanced Scorecard (BSC) as a powerful measurement and assessment system, in lending/micro financing institutions. Adopting the balanced scorecard (BSC) model, this exploratory study investigates the critical performance measures that lending/micro-financing institutions in the Philippines need to emphasize in their performance reporting to drive high performance. The proposed model can assist the lending institutions in assessing organizational performance, making it highly applicable for managers. Reviewing the existing literature, the paper also provides an implementation guide for BSC in the Philippines perspective. Eventually, the performance indicators for measurement purposes of the introduced case study are proposed. Keywords: Lending/ Micro financing Institutions, MFIs, Financial Services, Balanced Scorecard, BSC, Organizational Performance Assessment, performance reporting, Philippines. 1. Introduction In many developing countries, microfinance plays a vital role in providing the poor (i.e. micro-entrepreneurs, small farmers, fishermen) with access to credit and helping them improve their lives by encouraging entrepreneurial activity (Arch, 2005; Bhatt & Tang, 2011; Khandker, 1996; Llanto, 2004). It has also proven to be “a potent tool for poverty reduction by helping the......

Words: 4203 - Pages: 17

Balanced Scorecard

...Name: Course number: Professor’s name: Date: Balanced Scorecard The use of the balanced scorecard (BSC) is quite common management tool for most organizations. Some organizations has found certain drawbacks that have made them not to adopt this management tool. The use of this instrument requires proper training and understanding of it thus making it time-consuming. The process of using it also requires accuracy as any slight mistake leads to undesired results. Due to the complexities of this management tool, many employees do not favor its implementation and may cause resistance. The most notable factor that drives away most organizations from using this tool is the high costs involved (Kathy & McKay, 2013). It requires higher costs to install as well as other maintenance costs. However, despite these costs, it is important for organizations to adopt this management tool due to its unmatched benefits. It offers instant results on the balanced view of a company’s performance something that is not achievable by any other method. The use of sensitivity analysis is very crucial during capital budgeting for a project. The sensitivity analysis helps in relaying the scenarios that will occur in case the assumptions made during the capital budgeting process do not materialize. Managers can determine the extent of the effects that might occur if a project does not deliver. It makes sensitivity analysis a very crucial process during any capital budgeting process. It helps in......

Words: 337 - Pages: 2

Balanced Scorecard

...WHAT IS A BALANCED SCORECARD? According to Robert Kaplan and David Norton, the founders of the Balanced Scorecard, "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation. (4)" In essence, the Balanced Scorecard is a performance management system used in multitude of organizations throughout the world. It is used to develop an organization’s goals and mission that will enhance the success it has with its customers and employees. HISTORY Although first developed in the early 1990’s by Robert Kaplan and David Norton of the Harvard Business School and coined “Balanced Scorecard” in the early 1990’s, Kaplan and Norton’s method originally stemmed from the pioneering work of General Electric on performance measurement reporting in the 1950’s and the dashboard performance measures from French process engineers in the early 20th century (4) The idea behind this performance measurement tool developed from the fact that traditional performance measurement systems, mostly financial performance indicators, were insufficient......

Words: 1589 - Pages: 7

Balanced Scorecard

...Balanced Scorecard The BSC is a planning & management system which can be widely applied to organizations and companies regardless of size or type of business. The technique, extensively used in business and industry, government, and non-profit organizations worldwide, provides a method of aligning business activities to the vision & strategy of the organization, integrating internal & external communications, & keeping a watch on organization performance against strategic goals. It was developed by Robert Kaplan and David Norton of Harvard University in 1990. The line of the balanced scorecard runs deep, and include the revolutionary and path breaking work of General Electric on performance measurement coverage in the late 1950’s and the work of French engineers in the early part of the 20th century in France. Due to the fact that balanced scorecard term is a generic, it is interpreted differently by different people, and in practice, there are wide variations in both understanding and implementation. To some, the balanced scorecard is just a simple control panel indicating performance measures, while to others it is a inclusive planning and management system encompassing the whole organization and planned to focus efforts on business strategy and more significantly on performance and results. The balanced scorecard has steadily developed from its early use as a simple performance measurement framework for non-financial performance measures to a full strategic planning......

Words: 2310 - Pages: 10

Balanced Scorecard

... Analysis The Balanced Scorecard (BSC) was an idea that was developed in the early nineties by Kaplan and Norton as an approach towards performance evaluation. The scorecard has four perspectives; the financial perspective, the customer perspective, the internal business processes perspective and the learning, growth and innovation perspective. The financial aspect requires that for an organization to succeed financially there is need to improve on the shareholder value, realize return on capital and also to utilize efficiently the available assets. The Zoogle Company benefitted financially because they registered improved market share value in the stock exchange for three consecutive years after inception of the scorecard. The customer perspective tends to answer the question,’ to realize our vision, how should we present to our customers?’ This would be through ensuring better products and services for customer satisfaction, enabling good customer relationships and making sure the company reputation is jealously protected. Zoogle noted some improved customer interest in their software business through a customer feedback program. Some even suggested what they would prefer to continue getting and what should be changed. This obviously impacted positively on the company’s revenue. The internal business processes perspective tends to identify the processes that can be altered so that both the shareholders and the customers are impressed. This would be......

Words: 1657 - Pages: 7

Balanced Scorecard

...Balanced Scorecard Introduction How can a balanced scorecard be utilized for optimum organizational performance in my organization – Cleveland Clinic? Within today’s complex environments many organization have pinpointed that an accurate understanding of their particular goals and the methods that they implement in order to achieve these goals is vital, this is also true with healthcare organizations. Organizations have come to the conclusion that no simple one measure can provide a clear performance target or focus attention on the critical areas of the business. Managers, today, want a balanced presentation of both financial and operational measures. Therefore, while they still require the financial measures, associated with the traditional approach, in order to assess the overall health of the organization, they also require measures that will allow them to concentrate more directly on their strategic performance and long term vision. The concept of the balanced scorecard was developed in order to provide managers with such a tool. The balanced scorecard can be described as a comprehensive framework that translates an organization mission and strategy into a comprehensive set of performance measures that provides the structure for creating a strategic measurement and management system. As a result the objectives and measures of the balanced scorecard are more than a collection of financial and non financial performance measures; they are derived from a...

Words: 1970 - Pages: 8