Sustainable Solutions for SCM

Figure 3.13 Strategy map, balanced scorecard and implementation initiatives for an airline The balanced scorecard can also be used to measure the performance of supply chains [9]. Some authors argue that the integration of supply chain oriented measures requires an adaption of the perspectives. This is due to the fact that supply chains do not only concern one company but a chain or a network of companies [1]: • Brewer/Speh state that the classic perspectives have to be adapted to the needs of supply chain management. Namely the process perspective has to be complemented by interfunctional and partnership aspects and in the innovation and learning perspective aspects of improving the supply chain should be included [7]. • Weber/Bacher/Groll propose that instead of the client perspective and the resource perspective, two new perspectives should be integrated in a supply chain balanced scorecard: the quality of cooperation and the intensity of cooperation [55]. • Erdmann suggests that integrating a new cooperation-perspective requires answering the following question “what do we have to do to make to cooperation successful?”. Potential aspects to be measured could be the network flexibility, trust, ability to exchange information easily or stability of the network [12]. Similar adaptations can be made to integrate aspects of sustainability that are not covered yet, such as the environmental perspective and the social perspective as Verdecho et al. propose [54]. Besides the interconnection between the metrics, this approach also gives a hint on the process to establish a balanced scorecard [57]. It should start with the development of a strategy by senior managers, which is then translated into a goal system and relevant metrics within the different perspectives by involving responsible middle managers. This relatively wide involvement of responsible managers ensures a high degree of acceptance and is a prerequisite for a successful development of actions.

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