Abstract
The strategic scorecard represents a major element of an enterprise's management system, which contributes to improving the key areas of operation, as well as precisely defining operational goals, metrics and tasks within the strategical framework. Increasing competitiveness, as well as progressive globalisation of the Transport, Shipping and Logistics (TSL) services market, requires constant adaptation to change from managers. It is, therefore, appropriate to use the strategic scorecard as it can be applied for continuous monitoring of progress in the implementation of strategy and, if necessary, for enhancing actions and the measurement system. The authors analysed a transport company operating in the Podkarpackie Voivodship, with the implementation of the strategic scorecard. The purpose of this article was to create a strategic scorecard for the transport company in the context of streamlining transport processes, while simultaneously improving the quality of customer service, translating into maximising financial results.
Highlights
The transport market is developing very dynamically
The authors believe that the use of a strategic scorecard provides major opportunities to link these metrics with the improvement of the accepted strategy [1, 8, 17]
The balanced scorecard includes a wide variety of goals and sensitive metrics that permit a better understanding of the functioning of the enterprise [7]
Summary
The transport market is developing very dynamically. Companies from the TSL industry are offering a variety of services to meet the increasing demands of their customers [4, 5, 10, 11, 18]. The balanced scorecard includes a wide variety of goals and sensitive metrics that permit a better understanding of the functioning of the enterprise [7] It combines traditional informative indicators about the current implementation of processes, with metres that analyse these processes, as well as factors that contribute to shaping future results [3, 14]. The balanced scorecard focuses on perspectives that include the key range of activities within the framework of process management. This management tool combines traditional (financial) indicators that reflect past events in the company with metrics that analyse processes and factors (for example, innovations), which shape the future in terms of processes. The strategy map, which focuses on the causal link between the objectives and the measurers in the given perspectives (Figure 2), is relevant in this respect
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