Balanced Scorecard addressed by Kaplan and Norton in 1990s, it is available to measure performances for future organization. Not only to improve tradition performance measurement system by financial result but also think about the effect of customer, internal business and innovation and learning perspectives. By developing 4 perspectives of Balanced Scorecard equally, we can achieve the purpose of accomplishing the objective of building the firm forever.
This study attempts to construct measurement indicators of 4 Scorecard perspectives for commercial laboratories by breaking through the barriers that could not link strategy and performance measurement before. We can use this tool to manage business strategy efficiently and effectively.
This study is to analyze that SGS Taiwan – Material & Engineering Laboratory implements a managing tool - Balanced Scorecard (BSC) to manage business strategy for a commercial laboratory. First of all, we analyze this industry environment through the effect of “Five Force” addressed by Porter and the SWOT analysis for Strength, Weakness, Opportunity and Threat. Clearly identify core competences and competitive advantages for SGS Material & Engineering Laboratory. Second, translating Corporate Strategy into Business Strategy, developing operation action plan to meet market requirement in the future. Third, by employing the theory of Balanced Scorecard, we have derived the priority measurement indicators for financial perspective, customer perspective, internal business perspective and innovation and learning perspective for the commercial laboratories. We can use this managing tool – BSC to link that implements solid actions and reviews all performance measurements tightly.
This study wishes to strengthen capability and submit suggestions to other commercial laboratories for references and benchmark, enable them to provide best and integrated services for all industry and business enterprises in Taiwan who are pursuing quality.