Perancangan Model Pengukuran Kinerja Menggunakan Sustainability Balanced Scorecard di PT XYZ

Main Article Content

Raden Ilham Akbar
Didien Suhardini
Pudji Astuti

Abstract

Intisari - PT XYZ bergerak di bidang manufaktur yang memproduksi pembatas jalan. Saat ini model pengukuran kinerja yang digunakan masih belum menggambarkan kinerja perusahaan secara menyeluruh. Model pengukuran kinerja menggunakan Sustainability Balanced Scorecard digunakan untuk mendapatkan ukuran keberhasilan strategi berkelanjutan ditinjau dari aspek keuangan dan non keuangan termasuk lingkungan dan sosial, baik secara internal maupun eksternal, jangka pendek maupun jangka panjang. Rancangan model Sustainability Balanced Scorecard diturunkan dari visi, misi dan perumusan strategi, kemudian tujuan strategis dalam 5 perspektif dilengkapi dengan, KPI, target dan inisiatif strategi. Hasil rancangan model Sustainability Balanced Scorecard berupa 14 tujuan strategis dalam 5 perspektif dilengkapi dengan 14 KPI, target, inisiatif strategis serta keterkaitan antara tujuan strategis dapat dilihat pada strategy map. Perspektif Keuangan memiliki lima tujuan strategis dan lima KPI , Perspektif Pelanggan memiliki tiga tujuan strategis dan tiga KPI, Perspektif Proses Bisnis Internal memiliki tiga tujuan strategis dan tiga KPI, Perspektif Pertumbuhan Pembelajaran memiliki dua tujuan strategis dan dua KPI dan Perspektif Lingkungan memiliki satu tujuan strategis dan satu KPI. Hasil rancangan model sustainability balanced scorecard perlu diverifikasi menggunakan data aktual hasil pengukuran yang dibandingkan dengan target. Perbaikan inisiatif strategi akan dilakukan untuk tujuan strategis yang tidak memenuhi target.


Abstract - PT XYZ is engaged in manufacturing which produces road dividers. Currently, the performance measurement model used does not describe the company's overall performance. The performance measurement model using the Sustainability Balanced Scorecard is used to obtain a measure of the success of a sustainable strategy in terms of financial and non-financial aspects including environmental and social, both internally and externally, short-term and long-term. The design of the Sustainability Balanced Scorecard model is derived from the vision, mission and strategy formulation, then the strategic objectives in 5 perspectives are equipped with KPIs, targets and strategic initiatives. The results of the design of the Sustainability Balanced Scorecard model in the form of 14 strategic goals in 5 perspectives equipped with 14 KPIs, targets, strategic initiatives and the relationship between strategic objectives can be seen on the strategy map. The Financial Perspective has five strategic objectives and five KPIs, the Customer Perspective has three strategic objectives and three KPIs, the Internal Business Process Perspective has three strategic objectives and three KPIs, the Learning Growth Perspective has two strategic objectives and two KPIs and the Environmental Perspective has one strategic objective and three KPIs. one KPI. The results of the design of the sustainability balanced scorecard model need to be verified using the actual measurement data compared to the target. Improvements to strategic initiatives will be carried out for strategic objectives that do not meet targets.

Dimensions

Downloads

Download data is not yet available.

Article Details

Section
Articles

References

Abdelrazek, A. F. (2019). International Journal of Social Science and Economic Research Sustainability Balanced Scorecard : a Comprehensive Tool To Measure Sustainability Performance. 02, 948–962.

Chaker, F., Abdou, M., Idrissi, J., & Manouar, A. El. (2017). A Critical Evaluation of the Sustainability Balanced Scorecard as a Decision Aid Framework. 12(14), 4221–4237.

Chaker, F., Manouar, A. El, Abdou, M., & Idrissi, J. (2017). The dynamic adaptive sustainability balanced scorecard : A new framework for a sustainability-driven strategy The Dynamic Adaptive Sustainability Balanced Scorecard : A new framework for a sustainability-driven strategy. September 2018.

Muda, I., Erlina, Yahya, I., & Nasution, A. A. (2018). Performance audit and balanced scorecard perspective. International Journal of Civil Engineering and Technology, 9(5), 1321–1333.

Mio, C., Costantini, A., & Panfilo, S. (2021). Performance measurement tools for sustainable business: A systematic literature review on the sustainability balanced scorecard use. Corporate Social Responsibility and Environmental Management, April, 1–18. https://doi.org/10.1002/csr.2206

Nenadál, J. (2020). The new EFQM model: What is really new and could be considered as a suitable tool with respect to quality 4.0 concept? Quality Innovation Prosperity, 24(1), 17–28. https://doi.org/10.12776/QIP. V24I1.1415

Norman, F., Setiawan, A. R., Hadiwijaya, S., & Sahroni, T. R. (2020). Improving KPI weights of equipment suppliers in mobile network operators using QFD method. ICIC Express Letters, 14(2), 189–196. https://doi.org/10.24507/icicel.14.02.189

Pradana, I (2018), Performance Evaluation in PLN East Java Distribution Using Sustainability Balanced Scorecard. 1-16

Primasiwi, C., Irawan, M. I., & Ambarwati, R. (2021). Key performance Indicators for Influencer Marketing on Instagram. 175, 154–163.

Saifudin, P. (2021). Responsibility and Accountability of University Social and Environmental Performances: A Sustainability Balanced Scorecard Model ,Shirkah: Journal of Economics and Business. 6(1), 1–17.

Sukma, D. I. (2020). Implementation of the Balanced Scorecard Approach in Industries : A Systematic Literature Review. 1(2), 105–115.

Werastuti N. (2021). Sustainability Balanced Scorecard and Management Communication in Evaluating a Company ’ s Performance. 16(1). https://doi.org/10.24843/JIAB.2021.v16.i01.p03