Performance Measurement : Linking Balanced Scorecard to Business Intelligence

Online-Ressource (XIII, 156p. 70 illus, digital)

Includes bibliographical references and index

Performance Measurement; Linking Balanced Scorecard to Business Intelligence; Foreword; Contents; Introduction; Chapter 1: Performance Measurement and Indicators; 1.1 Company Management and Performance Measurement; 1.2 Operational Performances; 1.3 Customer Satisfaction Measurement; Chapter 2: Cost and Productivity Performances; 2.1 Innovation in the Accounting Systems; 2.2 Balance Sheet Indicators and Corporate Value; 2.3 Capital Budgeting: Investment Analysis and Evaluation; 2.4 Cost Accounting; 2.5 Relationship Between Cost Performance and Economic-Financial Results

2.6 Cost Performance Measurement2.7 Efficiency and Productivity Performance Measurement; Chapter 3: Non-cost Performances; 3.1 Total Quality Management and Quality Dimensions; 3.2 Purchasing and Vendor Quality Rating; 3.3 Engineering and Manufacturing Internal Quality; 3.4 Quality Costs; 3.5 Time Performances; 3.6 The Flexibility Performance; Chapter 4: Performance Measurement Systems; 4.1 What is PMS?; 4.1.1 PMS Evolution; 4.1.2 Dashboards - Balanced Scorecard; 4.1.3 Business Intelligence Technology; 4.1.4 Importance and purposes of the PMS; 4.2 PMS Characteristics

4.2.1 Performance Indicators and Measures4.2.2 Architecture; 4.2.3 Interfaces; 4.3 PMS Models; 4.3.1 Vertical/Hierarchical and Truncated-Pyramid Models; 4.3.2 Balanced Scorecard or Tableau de Bord Models; 4.3.3 Value Chain and By-Process Models; Chapter 5: Design and Integration of the PMS; 5.1 The Design/Implementation Process; 5.2 PMS and Organization; 5.3 Human Resource Evaluation; 5.4 Measuring Intangible Assets; 5.5 PMS and Strategy; 5.6 Performance Improvement Projects; 5.7 Future Research on PMS; Chapter 6: Performance Management: From Decision Support to Performance Governance

6.1 Main Components of CPM Frameworks6.1.1 Planning and Forecasting; 6.1.2 Balanced Scorecard and Dashboard; 6.1.3 Profitability and Cost Management; 6.1.4 Group Reporting and Financial Consolidation; 6.2 CPM Softwares; 6.2.1 Oracle Hyperion; 6.2.2 SAP Business Objects; 6.2.3 IBM Cognos; 6.2.4 SAS; 6.2.5 Microsoft; 6.2.6 Board; 6.2.7 Tagetik; 6.3 CPM Project Enablers; 6.3.1 Metrics Definition; 6.3.2 Cause-Effect Maps and Relationships; 6.3.3 Modeling Data Management; 6.4 Key Roles; 6.4.1 The Management Consultant; 6.4.2 The Business Intelligence Expert

6.4.3 The Performance Management ArchitectChapter 7: Luxottica, a New ``Vision´´ for the Supply Chain; 7.1 The Success of Luxottica; 7.1.1 A Constantly Changing Scenario; 7.1.2 The Needs of the Supply Chain; 7.2 Operational Performance Management; 7.2.1 OPM and the SCOR Model; 7.2.2 Analysis and Approach; 7.2.3 Critical Success Factors; 7.3 Supply Chain Processes; 7.3.1 Raw Material Logistics; 7.3.2 Product Lifecycle; 7.3.3 Finished Product Logistics; 7.3.4 Quality; 7.3.5 Planning; 7.3.6 Purchasing; 7.3.7 Product Development; 7.4 From the Map to the OPM Solution

7.4.1 The Project Architecture

10.1007/978-3-642-13235-3 [DOI]

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