This is a Procurement Balanced Scorecard Report, it is one of reports that Balanced Scorecard Designer can generate for Procurement scorecard. With this software you can also design your own KPIs, Balanced Scorecards and metrics.


Procurement Scorecard

Report includes: 1 month(s) 49 day(s), from 02.03.2009 to 20.04.2009

  Name Start value End value Dynamic Contains
Root Procurement Scorecard  48,25 % 59,62 % + 11,37 %
Financial Perspective(77%, -3,95%Down)
Internal Operations Perspective(54,3%, 29,74%Up)
Process Perspective(59,1%, 26,89%Up)
Performance Perspective(42%, -8,7%Down)

Graph for Procurement Scorecard

Graph for Procurement Scorecard

Data for Procurement Scorecard

DatesValue
02.03.200948,25
09.03.200949,38
16.03.200963,9
23.03.200943,78
30.03.200949,8
06.04.200947,9
13.04.200947,78
20.04.200959,62


Financial Perspective

  Name Start value End value Dynamic Parent Contains
Root Financial Perspective  80,93 % 76,98 % -3,95% Procurement Scorecard
Indicators
Procurement Expenses: Sales
Average Discount Size Availed
Increase in 'Cost Savings' Level
Percentage Increase in Revenues on 'per customer basis' *
* - Information for this metric is limited in sample report Description This group of metrics is for gauging the financial success of the procurement task.

Graph for Financial Perspective

Graph for Financial Perspective

Data for Financial Perspective

DatesValueWeight
02.03.200980,933
09.03.200926,813
16.03.200953,313
23.03.200951,043
30.03.200933,783
06.04.200938,433
13.04.200918,623
20.04.200976,983


Procurement Expenses: Sales

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Procurement Expenses: Sales  0,08375 0,09545 + 0,0117 # Minimize Financial Perspective
Description Several technology stuffed solutions for suitable networking are required like EDI, which demands considerable expenses. By obtaining the value of this metric, one can compare the fraction of sales that is going to the expenses for operating the procuring division of the organization.

Graph for Procurement Expenses: Sales

Graph for Procurement Expenses: Sales

Data for Procurement Expenses: Sales

DatesWeightMinMaxValue
02.03.200930,050,20,08375
09.03.200930,050,20,1265
16.03.200930,050,20,09455
23.03.200930,050,20,1565
30.03.200930,050,20,16805
06.04.200930,050,20,1304
13.04.200930,050,20,1769
20.04.200930,050,20,09545


Average Discount Size Availed

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Average Discount Size Availed  78,88 97,84 + 18,96 $ Maximize Financial Perspective
Description This is helpful in letting the company know about the discount size, on average basis that is picked by the organization.

Graph for Average Discount Size Availed

Graph for Average Discount Size Availed

Data for Average Discount Size Availed

DatesWeightMinMaxValue
02.03.200932010078,88
09.03.200932010021,04
16.03.200932010021,76
23.03.200932010077,92
30.03.200932010057,04
06.04.200932010043,12
13.04.200932010037,6
20.04.200932010097,84


Increase in 'Cost Savings' Level

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Increase in 'Cost Savings' Level  0,8368 0,7656 -0,0712 # Maximize Financial Perspective
Description This KPI is equal to the amount of monetary savings that the company manages due to implementation of a proper 'procurement system'.

Graph for Increase in 'Cost Savings' Level

Graph for Increase in 'Cost Savings' Level

Data for Increase in 'Cost Savings' Level

DatesWeightMinMaxValue
02.03.200920,210,8368
09.03.200920,210,5008
16.03.200920,210,7416
23.03.200920,210,8744
30.03.200920,210,6152
06.04.200920,210,2224
13.04.200920,210,2296
20.04.200920,210,7656


Internal Operations Perspective

  Name Start value End value Dynamic Parent Contains
Root Internal Operations Perspective  24,61 % 54,35 % + 29,74% Procurement Scorecard
Indicators
Average Procurement Time Overruns
Technological Stand
'Procurement Policy' Compliance
Degree of Merging with other Systems *
* - Information for this metric is limited in sample report Description This category helps in gaining insight about the manner in which the steps of the procurement process are occurring.

Graph for Internal Operations Perspective

Graph for Internal Operations Perspective

Data for Internal Operations Perspective

DatesValueWeight
02.03.200924,613
09.03.200964,073
16.03.200968,83
23.03.200935,083
30.03.200944,863
06.04.200951,433
13.04.2009833
20.04.200954,353


Average Procurement Time Overruns

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Average Procurement Time Overruns  3,112 3,055 -0,057 Score Minimize Internal Operations Perspective
Description Value of this metric gives the extent to which the pre-set plans of getting resources were not fulfilled. A scale graduated from 1-10 can be used in this regard.

Graph for Average Procurement Time Overruns

Graph for Average Procurement Time Overruns

Data for Average Procurement Time Overruns

DatesWeightMinMaxValue
02.03.20092143,112
09.03.20092141,933
16.03.20092142,698
23.03.20092142,803
30.03.20092141,009
06.04.20092143,076
13.04.20092142,17
20.04.20092143,055


Technological Stand

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Technological Stand  2,35 6,22 + 3,87 Score Maximize Internal Operations Perspective
Description Procurement has come up as a highly 'tech-intensive' task, with terms like 'EDI' i.e. Electronic Data Interchange making way into the domain. To be able to beat the competition, it is mandatory that the players keep an eye on the technological front also. For having the value for this metric, the scaling method can be an apt choice.

Graph for Technological Stand

Graph for Technological Stand

Data for Technological Stand

DatesWeightMinMaxValue
02.03.200921102,35
09.03.200921105,419
16.03.200921109,532
23.03.200921105,473
30.03.200921104,222
06.04.200921104,915
13.04.200921109,451
20.04.200921106,22


'Procurement Policy' Compliance

  Name Start value End value Dynamic Measure units Optimization method Parent
Root 'Procurement Policy' Compliance  0,4015 0,7012 + 0,3 # Maximize Internal Operations Perspective
Description This is the ratio at which acts of procurement steps are in line with the pre-set guidelines.

Graph for 'Procurement Policy' Compliance

Graph for 'Procurement Policy' Compliance

Data for 'Procurement Policy' Compliance

DatesWeightMinMaxValue
02.03.200930,110,4015
09.03.200930,110,7543
16.03.200930,110,5077
23.03.200930,110,5734
30.03.200930,110,5554
06.04.200930,110,6364
13.04.200930,110,928
20.04.200930,110,7012


Process Perspective

  Name Start value End value Dynamic Parent Contains
Root Process Perspective  32,25 % 59,14 % + 26,89% Procurement Scorecard
Indicators
Number of Alliances with Suppliers
Logistics' System Grading
Manufacturing Cycle Improvement
Inventory Control Increase *
* - Information for this metric is limited in sample report Description This gives a 'measurable' way to know the direction in which the activities that are internal to the organization are taking place.

Graph for Process Perspective

Graph for Process Perspective

Data for Process Perspective

DatesValueWeight
02.03.200932,252
09.03.200969,682
16.03.200981,942
23.03.200941,342
30.03.200952,882
06.04.200981,532
13.04.200957,142
20.04.200959,142


Number of Alliances with Suppliers

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of Alliances with Suppliers   7,907 6,556 -1,351 # Maximize Process Perspective
Description This is the 'number of suppliers' who are engaged in aiding the concerned organization in achieving the aim of getting the best quality materials.

Graph for Number of Alliances with Suppliers

Graph for Number of Alliances with Suppliers

Data for Number of Alliances with Suppliers

DatesWeightMinMaxValue
02.03.200923107,907
09.03.200923104,183
16.03.200923106,304
23.03.200923105,877
30.03.200923106,71
06.04.200923109,909
13.04.200923106,682
20.04.200923106,556


Logistics' System Grading

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Logistics' System Grading  2,359 8,128 + 5,769 Score Maximize Process Perspective
Description Logistics occupies a prominent place in the 'procurement' section. To know the success of this system, one can opt for a scale numbered from 1-10.

Graph for Logistics' System Grading

Graph for Logistics' System Grading

Data for Logistics' System Grading

DatesWeightMinMaxValue
02.03.200931102,359
09.03.200931108,587
16.03.200931109,469
23.03.200931101,63
30.03.200931106,049
06.04.200931107,03
13.04.200931108,551
20.04.200931108,128


Manufacturing Cycle Improvement

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Manufacturing Cycle Improvement  4,384 6,94 + 2,556 Score Maximize Process Perspective
Description One of the benefits brought by an appropriate 'procurement system' is the improvement in manufacturing cycle of the organization. Scale numbered from 1-10 can serve the purpose in this regard.

Graph for Manufacturing Cycle Improvement

Graph for Manufacturing Cycle Improvement

Data for Manufacturing Cycle Improvement

DatesWeightMinMaxValue
02.03.200931104,384
09.03.200931109,955
16.03.200931108,623
23.03.200931105,32
30.03.200931107,759
06.04.200931109,757
13.04.200931104,843
20.04.200931106,94


Performance Perspective

  Name Start value End value Dynamic Parent Contains
Root Performance Perspective  50,67 % 41,97 % -8,7% Procurement Scorecard
Indicators
Wastage Drop
Timeliness Deviation
Stock-Out Instances Dilution
'Below Benchmark Quality' Decline Ratio *
* - Information for this metric is limited in sample report Description This group of KPIs is to test the performance of the whole procurement process from different angles.

Graph for Performance Perspective

Graph for Performance Perspective

Data for Performance Perspective

DatesValueWeight
02.03.200950,672
09.03.200940,882
16.03.200954,412
23.03.200948,392
30.03.200978,172
06.04.200923,22
13.04.200929,312
20.04.200941,972


Wastage Drop

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Wastage Drop  0,6628 0,6268 -0,036 # Maximize Performance Perspective
Description This reflects the extent to which the staff gets better at handling materials leading to less wastage of resources. In a way, the value can be used for having the 'learning effects' that are drawn by the staff members.

Graph for Wastage Drop

Graph for Wastage Drop

Data for Wastage Drop

DatesWeightMinMaxValue
02.03.200930,410,6628
09.03.200930,410,4432
16.03.200930,410,595
23.03.200930,410,7492
30.03.200930,410,9718
06.04.200930,410,529
13.04.200930,410,7606
20.04.200930,410,6268


Timeliness Deviation

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Timeliness Deviation  0,0459 0,2487 + 0,203 # Minimize Performance Perspective
Description This is to know the instances to which the mismanagement occurs between the 'placing of orders' and 'use of material in the process'.

Graph for Timeliness Deviation

Graph for Timeliness Deviation

Data for Timeliness Deviation

DatesWeightMinMaxValue
02.03.2009300,30,0459
09.03.2009300,30,0048
16.03.2009300,30,03
23.03.2009300,30,2427
30.03.2009300,30,0852
06.04.2009300,30,2799
13.04.2009300,30,297
20.04.2009300,30,2487


Stock-Out Instances Dilution

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Stock-Out Instances Dilution  0,64 0,9352 + 0,295 # Maximize Performance Perspective
Description Parameter like this can be used to have an idea about the overall performance of the 'procurement department'.

Graph for Stock-Out Instances Dilution

Graph for Stock-Out Instances Dilution

Data for Stock-Out Instances Dilution

DatesWeightMinMaxValue
02.03.200920,410,64
09.03.200920,410,6736
16.03.200920,410,7702
23.03.200920,410,6238
30.03.200920,410,9826
06.04.200920,410,7696
13.04.200920,410,5344
20.04.200920,410,9352
Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 25.03.2009 22:23:02

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