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Using the balanced scorecard on supply chain integration performance—a case study of service businesses

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  • Hsin Chang
  • Chung-Jye Hung
  • Kit Wong
  • Chin-Ho Lee

Abstract

Supply chains are indispensable to corporations that seek to serve suppliers and customers better, to boost organization performance, to strengthen competitiveness, and to achieve continuous success. Currently, corporations place great emphasis on both supply chains and on balanced scorecards (BSCs) to develop effective measures to evaluate firm performance. This study discusses the integration of supply chain and performance based on the BSC measures developed by Kaplan and Norton (Harv Bus Rev 71(5):134–147, 1993 ; Harv Bus Rev 74(1):75–85, 1996 ) and Brewer and Speh (J Bus Logist 21(1): 79–93, 2000 ). The research applies case studies and a conceptual framework, modifying propositions accordingly. The main objectives of this study are to discuss the construction and implementation of supply chains, to determine how to handle supply chain barriers and to evaluate supply chain integration performance using the idea of a BSC. Companies at different levels in the supply chain are better served by assigning different levels of importance to different types of integration. Case studies show that supply chain integration involves supplier, internal, and customer barriers. The results of these studies have suggested that integrated supply chains can be dominated by one controlling member, which can be located either upstream or downstream in the chain. A new finding in this study is that varying degrees of supply chain integration are obtained due to corporations’ different positions in an industry. The study provides some insights for firms in the process of implementing a supply chain management system. Copyright Springer-Verlag Berlin Heidelberg 2013

Suggested Citation

  • Hsin Chang & Chung-Jye Hung & Kit Wong & Chin-Ho Lee, 2013. "Using the balanced scorecard on supply chain integration performance—a case study of service businesses," Service Business, Springer;Pan-Pacific Business Association, vol. 7(4), pages 539-561, December.
    • Handle: RePEc:spr:svcbiz:v:7:y:2013:i:4:p:539-561
    DOI: 10.1007/s11628-012-0175-5
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    Cited by:

    1. Franck Brulhart & Uche Okongwu & Btissam Moncef, 2015. "Causal linkages between supply chain management practices and performance: a balanced scorecard strategy map perspective," Post-Print halshs-01239670, HAL.
    2. Ray Qing Cao & Dara G. Schniederjans & Vicky Ching Gu, 2021. "Stakeholder sentiment in service supply chains: big data meets agenda-setting theory," Service Business, Springer;Pan-Pacific Business Association, vol. 15(1), pages 151-175, March.
    3. Satish Kumar & Weng Marc Lim & Riya Sureka & Charbel Jose Chiappetta Jabbour & Umesh Bamel, 2024. "Balanced scorecard: trends, developments, and future directions," Review of Managerial Science, Springer, vol. 18(8), pages 2397-2439, August.
    4. Jingxiao Zhang & Klaus Schmidt & Hui Li, 2016. "An Integrated Diagnostic Framework to Manage Organization Sustainable Growth: An Empirical Case," Sustainability, MDPI, vol. 8(4), pages 1-23, March.
    5. Graça, Paula & Camarinha-Matos, Luís M., 2017. "Performance indicators for collaborative business ecosystems — Literature review and trends," Technological Forecasting and Social Change, Elsevier, vol. 116(C), pages 237-255.

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