CONTRACTOR PURCHASING SYSTEM BALANCED SCORECARD

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Timeliness: Extent of customer satisfaction with timeliness of procurement processing; planning activities; and on-going communications

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Nội dung Text: CONTRACTOR PURCHASING SYSTEM BALANCED SCORECARD

DEPARTMENT OF ENERGY CONTRACTOR PURCHASING SYSTEM BALANCED SCORECARD PERFORMANCE ASSESSMENT FY 2000
BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES CUSTOMER - Customer Satisfaction INTERNAL BUSINESS PROCESSES FINANCIAL - Effective Internal Controls MISSION - Effective Supplier Management - Optimum Cost Efficiency of Purchasing Operations VISION - Effective Utilization of Alternate Procurement Approaches STRATEGY - Streamlined Processes - Acquisition Process - Good Corporate Citizenship LEARNING through Purchasing AND GROWTH - Employee Satisfaction - Employee Alignment - Information Availability
MISSION To provide acquisition and assistance services to support accomplishment of the Department’s programmatic goals and objectives. VISION To deliver on a timely basis the best value product or service to our customers while maintaining the public’s trust and fulfilling public policy objectives. STRATEGY To change the present system’s culture, management systems, and line processes consistent with the principles of Quality Management, in order to establish and maintain: a customer focus, a sense of urgency, continuous and breakthrough process improvement, and an emphasis on results.
CUSTOMER PERSPECTIVE BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES CUSTOMER CUSTOMER MISSION INTERNAL BUSINESS - Customer Satisfaction FINANCIAL PROCESSES VISION STRATEGY LEARNING AND GROWTH
CUSTOMER PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Customer Satisfaction Core: Data Source: Customer Climate Survey Customer Satisfaction Index 85% customer satisfaction rating in 1998 Also, documented results from formal (90% in 1999, 95% in 2000) Baldrige, Presidential or Energy Quality Award Self-Assessments and Site Visit Elements: Evaluations Timeliness: Extent of customer satisfaction with timeliness of procurement processing; planning activities; and on-going communications Quality: Extent of customer satisfaction with the quality of procurement services Communications: Extent to which procurement communicates accurate information which impacts the work of my organization
CUSTOMER PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Customer Satisfaction (Cont .) Optional: (Appropriate targets will be negotiated Real-time Transactional Survey between the Cognizant DOE Contracting (if appropriate) Officer and the contractor purchasing organization) Elements Menu: Schedule Cost Best Value Performance against standard/commitment Overall Satisfaction
INTERNAL BUSINESS PROCESS PERSPECTIVE INTERNAL BUSINESS BALANCED SCORECARD PROCESSES PERSPECTIVES AND OBJECTIVES -Effective Internal Controls CUSTOMER -Effective Supplier Management -Effective Utilization of Alternate MISSION INTERNAL BUSINESS FINANCIAL VISION PROCESSES Procurerment Approaches STRATEGY -Streamlined Processes LEARNING AND -Acquisition Process GROWTH -Good Corporate Citizenship through Purchasing
INTERNAL BUSINESS PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Effective Internal Controls Core: Data Source: Transactional review % of systems in full compliance with Meets or exceeds expectations of purchasing files, review boards and stakeholder requirements (e.g., applicable Local Purchasing Information laws, regulations, terms and conditions of Systems (LPIS) contracts, ethics, etc.) based on self-assessment and subject to fatal flaw considerations Effective Supplier Management Core: 85% on-time delivery (includes JIT) Data Source: LPIS % Delivery on-time Optional: Supplier Satisfaction Prequalified suppliers as a % of all suppliers Rejection rates due to non-conformance to contract requirements Effective Utilization of Alternate Core: Procurement Approaches Optimum % of transactions placed by users (Appropriate targets will be negotiated Data Source: LPIS (JIT, Procurement Card, etc. divided by the between the Cognizant DOE Contracting sum of total transactions) Officer and the contractor purchasing organization) Optional: % utilization of ICPT and other leveraged purchases % of RFPs over $100K issued electronically
INTERNAL BUSINESS PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Streamlined Processes Core: Data Source: LPIS Number of critical processes reengineered, Two annually redesigned or re-validated Optional: % purchase action utilization of Electronic Commerce Acquisition Process Core: Data Source: LPIS Average cycle time (exception: Procurement 20 days cycle time (CAPS) Card) Optional: Average cycle time$100,000 Good Corporate Citizenship through Core: Purchasing % of economic and social diversity and Specific negotiations with local DOE Data Source: Local goals as negotiated local participation program goals achieved, office with cognizant DOE office including: SB, SDB and Women Owned SB Goals Regional/Local Outreach/Support Good Neighbor Program
LEARNING AND GROWTH PERSPECTIVE BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES CUSTOMER FINANCIAL MISSION VISION INTERNAL BUSINESS PROCESSES LEARNING AND GROWTH STRATEGY - Employee Satisfaction LEARNING AND - Employee Alignment GROWTH -Information Availability
LEARNING AND GROWTH PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Core: Employee Satisfaction (Appropriate targets will be negotiated Employee Satisfaction Index Data Source: Employee Climate Survey between the Cognizant DOE Contracting Employee Satisfaction Index includes data Also, documented results from formal Officer and the contractor purchasing from employee survey, focus groups, Baldrige, Presidential or Energy Quality organization.) absenteeism, and voluntary terminations Award Self-Assessments and Site Visit Evaluations Core: Employee Alignment 90% aligned Employee Alignment Data Source: Employee Performance % of employees whose actual performance Appraisals and LPIS as appropriate is aligned with Key Success Factors Information Availability Core: Data Source: LPIS as appropriate 90% of work groups have the data Information Availability Measure they need to do their jobs This is a measure of useful information (e.g., policies, procedures, operational reports) available to employees
FINANCIAL PERSPECTIVE BALANCED SCORECARD PERSPECTIVES AND OBJECTIVES FINANCIAL CUSTOMER FINANCIAL MISSION INTERNAL BUSINESS - Optimum Cost Efficiency of PROCESSES VISION STRATEGY Purchasing Operations LEARNING AND GROWTH
FINANCIAL PERSPECTIVE OBJECTIVE MEASURE NATIONAL TARGET Optimum Cost Efficiency of Core: Purchasing Operations Cost to Spend Ratio (Appropriate targets will be negotiated Data Source: LPIS Purchasing Operation’s operating between the Cognizant DOE Contracting costs (labor plus overhead) divided Officer and the contractor purchasing by purchasing obligations organizational)

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