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An empirical study of evaluating supply chain management integration using the balanced scorecard in Taiwan

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  • Hsin Hsin Chang

Abstract

Supply chain management (SCM) is essential for strengthening competitiveness, customer satisfaction, management performance, and achieving continued success. The development of effective measures of SCM performance is crucial to companies. Most corporations place considerable importance on SCM and the concept of balanced scorecard (BSC). Most studies, however, typically discuss SCM and BSC independently without examining their relationship. This study attempts to integrate SCM and BSC based on a thorough discussion of BSC measures in Kaplan and Norton. The main objectives of this study are to evaluate SCM performance using the BSC to thereby assess the business performance of many of Taiwan's industries that have implemented SCM. This study initially utilizes case studies; a research model and hypotheses are modified according to the case study findings. A questionnaire-based survey forms the second phase of data collection and data analysis. The research framework is analyzed and validated. Case study findings indicate that companies use varying degrees of SCM integration. Data analysis supports a positive correlation between SCM integration and BSC and a direct correlation between SCM integration and each BSC dimension.

Suggested Citation

  • Hsin Hsin Chang, 2009. "An empirical study of evaluating supply chain management integration using the balanced scorecard in Taiwan," The Service Industries Journal, Taylor & Francis Journals, vol. 29(2), pages 185-202, February.
    • Handle: RePEc:taf:servic:v:29:y:2009:i:2:p:185-202
    DOI: 10.1080/02642060802294961
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    References listed on IDEAS

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    2. Birdoğan Baki & Nermin Abuasad, 2020. "The Evaluation of Humanitarian Supply Chain Performance Based On Balanced Scorecard-DEMATEL Approach," Alphanumeric Journal, Bahadir Fatih Yildirim, vol. 8(2), pages 163-180, December.
    3. Lii, Peirchyi & Kuo, Fang-I, 2016. "Innovation-oriented supply chain integration for combined competitiveness and firm performance," International Journal of Production Economics, Elsevier, vol. 174(C), pages 142-155.
    4. Lucia Clara Banchieri & Fernando Campa Planas & Maria Victoria Sanchez Rebull, 2011. "What has been said, and what remains to be said, about the balanced scorecard?," Zbornik radova Ekonomskog fakulteta u Rijeci/Proceedings of Rijeka Faculty of Economics, University of Rijeka, Faculty of Economics and Business, vol. 29(1), pages 155-192.
    5. Chavez, Roberto & Yu, Wantao & Jacobs, Mark A. & Feng, Mengying, 2017. "Manufacturing capability and organizational performance: The role of entrepreneurial orientation," International Journal of Production Economics, Elsevier, vol. 184(C), pages 33-46.
    6. 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.
    7. Droge, Cornelia & Vickery, Shawnee K. & Jacobs, Mark A., 2012. "Does supply chain integration mediate the relationships between product/process strategy and service performance? An empirical study," International Journal of Production Economics, Elsevier, vol. 137(2), pages 250-262.

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