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Figure 3.13 Strategy map, balanced scorecard and implementation initiatives for an airline
The balanced scorecard can also be used to measure the performance of supply
chains [9]. Some authors argue that the integration of supply chain oriented measures
requires an adaption of the perspectives. This is due to the fact that supply chains do not
only concern one company but a chain or a network of companies [1]:
• Brewer/Speh state that the classic perspectives have to be adapted to the
needs of supply chain management. Namely the process perspective has
to be complemented by interfunctional and partnership aspects and in the
innovation and learning perspective aspects of improving the supply chain
should be included [7].
• Weber/Bacher/Groll propose that instead of the client perspective and the
resource perspective, two new perspectives should be integrated in a supply
chain balanced scorecard: the quality of cooperation and the intensity of
cooperation [55].
• Erdmann suggests that integrating a new cooperation-perspective requires
answering the following question “what do we have to do to make to
cooperation successful?”. Potential aspects to be measured could be the
network flexibility, trust, ability to exchange information easily or stability
of the network [12].
Similar adaptations can be made to integrate aspects of sustainability that are
not covered yet, such as the environmental perspective and the social perspective as
Verdecho et al. propose [54].
Besides the interconnection between the metrics, this approach also gives a hint on
the process to establish a balanced scorecard [57]. It should start with the development
of a strategy by senior managers, which is then translated into a goal system and relevant
metrics within the different perspectives by involving responsible middle managers. This
relatively wide involvement of responsible managers ensures a high degree of acceptance
and is a prerequisite for a successful development of actions.