Student
Fall 2009 IDN SummIt Peer-to-Peer learNINg exchaNge reSearch rePortS
KPIs and Balanced Scorecards
Final Report October 2009.Information compiled by Healthcare Business Media, Inc in cooperation with the Exchange facilitators. For any questions or comments please contact Lisa Ponssa, lisa@idnsummit.com or 866.530.4441 ext. 2.
using the Balanced Scorecard in Supply chain
Among the issues you may want to address are the following: • • • • • • • • • • • • • • What is the balanced scorecard and how does it relate to supply chain? What are the benefits of implementing a balanced scorecard in supply chain? How does the balanced scorecard differ from other methodologies? Does every supply chain organization need a balanced scorecard of some type? Is a balanced scorecard champion needed? Why? How does an organization identify its scorecard measures? Do standard key performance indicators (KPIs) need to be modified to meet the needs of supply chain? How do you involve the customer in developing KPIs? How is the balanced scorecard implemented? How can an organization determine ROI? What are the unique balanced scorecard needs and priorities of the healthcare environment? Does an organization need external support to implement balanced scorecard? What are the key challenges of implementing balanced scorecard? How can these roadblocks and barriers be overcome? What are the factors that contribute to balanced scorecard success?
Introduction
Healthcare organizations continue to be buffeted by a perfect storm—a confluence of forces that include the economy, workforce shortages, revenue and reimbursement shortfalls, and pressures to demonstrate safety, quality, performance and cost savings. To gain control over these forces, healthcare organizations—including supply chain organizations—are implementing a variety of strategies. Writing in The Balanced Scorecard: Translating Strategy into Action, Robert Kaplan and David Norton of the Harvard Business School observed
KPIs and Balanced Scorecards
Final Report October 2009.Information compiled by Healthcare Business Media, Inc in cooperation with the Exchange facilitators. For any questions or comments please contact Lisa Ponssa, lisa@idnsummit.com or 866.530.4441 ext. 2.
using the Balanced Scorecard in Supply chain
Among the issues you may want to address are the following: • • • • • • • • • • • • • • What is the balanced scorecard and how does it relate to supply chain? What are the benefits of implementing a balanced scorecard in supply chain? How does the balanced scorecard differ from other methodologies? Does every supply chain organization need a balanced scorecard of some type? Is a balanced scorecard champion needed? Why? How does an organization identify its scorecard measures? Do standard key performance indicators (KPIs) need to be modified to meet the needs of supply chain? How do you involve the customer in developing KPIs? How is the balanced scorecard implemented? How can an organization determine ROI? What are the unique balanced scorecard needs and priorities of the healthcare environment? Does an organization need external support to implement balanced scorecard? What are the key challenges of implementing balanced scorecard? How can these roadblocks and barriers be overcome? What are the factors that contribute to balanced scorecard success?
Introduction
Healthcare organizations continue to be buffeted by a perfect storm—a confluence of forces that include the economy, workforce shortages, revenue and reimbursement shortfalls, and pressures to demonstrate safety, quality, performance and cost savings. To gain control over these forces, healthcare organizations—including supply chain organizations—are implementing a variety of strategies. Writing in The Balanced Scorecard: Translating Strategy into Action, Robert Kaplan and David Norton of the Harvard Business School observed