شیمیایی : ارزیابی عملکرد بر اساس کارت امتیازی متوازن

For the past decade Chemico Inc. has been pursuing a successful strategy producing an innovative type of plastic that is replacing steel in the production of cars. Chemico has plants around the world, and demand continues to grow. Operations have recently commenced at three new plants in China. You have obtained performance data for the three plants in the form of a Balanced Scorecard (BSC) in which each manager’s performance is compared against the company’s targets. As the Financial Controller for Chemico it is time for you to evaluate the three plant managers and distribute the bonus pool between them.

Chemico Inc. produces an innovative type of plastic that is replacing steel in the production of cars. The industry is very competitive and prices continue to fall as the production process is improved. Chemico has a very successful strategy focused on continually reducing production costs and the effective utilization of its expensive plant and equipment. Chemico seeks to capture market share by providing the cheapest product on the market; however, quality is also important. The production process involves thousands of variables that must be monitored and adjusted to determine the energy requirements and yield (output compared with input). Furthermore, the highly toxic waste associated with the production process must be managed carefully and must undergo expensive treatment before being released. Highly trained and experienced engineers are the key to ensuring that the process is efficient and that improvements are continually identified. In summary, Chemico’s strategy is to invest in training and workplace conditions to improve the engineers’ innovation and process management skills. This then results in more efficient operations and lower production costs. Market share then increases through low prices while maintaining a high gross margin. The production process requires huge amounts of energy, which has led Chemico to set up three new plants in China where there is an abundance of low-cost coal. The plants were established 6 months ago and it is now time to evaluate the performance of each plant. In this regard, please complete Exhibit 1 and Exhibit 2.

The major contribution of this case is that students experience the importance of viewing the individual BSC measures within the context of the organization’s strategy, and hence the importance of the SM. Furthermore, by using color-coding and emphasizing the passage of time in the cause-effect relationships, students are able to see the importance of anticipating the effects of the manager’s investment (or lack thereof) in the lead indicators of future financial performance. Environmental performance can be recognized as a driver of financial performance, or a risk factor to be considered when evaluating financial returns, and incorporated into the SM.