CONTRACTOR PURCHASING SYSTEM BALANCED SCORECARD
Timeliness: Extent of customer
satisfaction with timeliness of
procurement processing; planning
activities; and on-going communications
DEPARTMENT OF ENERGY
CONTRACTOR PURCHASING SYSTEM
BALANCED SCORECARD
PERFORMANCE ASSESSMENT
FY 2000
BALANCED SCORECARD
PERSPECTIVES AND OBJECTIVES
CUSTOMER
- Customer Satisfaction
INTERNAL BUSINESS
PROCESSES
FINANCIAL - Effective Internal Controls
MISSION - Effective Supplier Management
- Optimum Cost Efficiency of
Purchasing Operations
VISION - Effective Utilization of Alternate
Procurement Approaches
STRATEGY - Streamlined Processes
- Acquisition Process
- Good Corporate Citizenship
LEARNING through Purchasing
AND
GROWTH
- Employee Satisfaction
- Employee Alignment
- Information Availability
MISSION
To provide acquisition and assistance services to
support accomplishment of the Department’s
programmatic goals and objectives.
VISION
To deliver on a timely basis the best value product
or service to our customers while maintaining
the public’s trust and fulfilling public policy
objectives.
STRATEGY
To change the present system’s culture, management
systems, and line processes consistent with the
principles of Quality Management, in order to
establish and maintain: a customer focus, a sense of
urgency, continuous and breakthrough process
improvement, and an emphasis on results.
CUSTOMER PERSPECTIVE
BALANCED SCORECARD
PERSPECTIVES AND OBJECTIVES
CUSTOMER
CUSTOMER
MISSION INTERNAL BUSINESS
- Customer Satisfaction
FINANCIAL PROCESSES
VISION
STRATEGY
LEARNING
AND
GROWTH
CUSTOMER PERSPECTIVE
OBJECTIVE MEASURE NATIONAL TARGET
Customer Satisfaction Core:
Data Source: Customer Climate Survey Customer Satisfaction Index 85% customer satisfaction rating in 1998
Also, documented results from formal (90% in 1999, 95% in 2000)
Baldrige, Presidential or Energy Quality
Award Self-Assessments and Site Visit Elements:
Evaluations
Timeliness: Extent of customer
satisfaction with timeliness of
procurement processing; planning
activities; and on-going communications
Quality: Extent of customer satisfaction
with the quality of procurement services
Communications: Extent to which
procurement communicates accurate
information which impacts the work
of my organization
CUSTOMER PERSPECTIVE
OBJECTIVE MEASURE NATIONAL TARGET
Customer Satisfaction (Cont .) Optional:
(Appropriate targets will be negotiated
Real-time Transactional Survey
between the Cognizant DOE Contracting
(if appropriate)
Officer and the contractor purchasing
organization)
Elements Menu:
Schedule
Cost
Best Value
Performance against standard/commitment
Overall Satisfaction
INTERNAL BUSINESS PROCESS PERSPECTIVE
INTERNAL BUSINESS
BALANCED SCORECARD
PROCESSES
PERSPECTIVES AND OBJECTIVES -Effective Internal Controls
CUSTOMER -Effective Supplier Management
-Effective Utilization of Alternate
MISSION INTERNAL BUSINESS
FINANCIAL
VISION PROCESSES
Procurerment Approaches
STRATEGY
-Streamlined Processes
LEARNING
AND -Acquisition Process
GROWTH
-Good Corporate Citizenship through
Purchasing
INTERNAL BUSINESS PERSPECTIVE
OBJECTIVE MEASURE NATIONAL TARGET
Effective Internal Controls Core:
Data Source: Transactional review % of systems in full compliance with Meets or exceeds expectations
of purchasing files, review boards and stakeholder requirements (e.g., applicable
Local Purchasing Information laws, regulations, terms and conditions of
Systems (LPIS) contracts, ethics, etc.) based on self-assessment
and subject to fatal flaw considerations
Effective Supplier Management Core: 85% on-time delivery (includes JIT)
Data Source: LPIS % Delivery on-time
Optional:
Supplier Satisfaction
Prequalified suppliers as a % of all suppliers
Rejection rates due to non-conformance to
contract requirements
Effective Utilization of Alternate Core:
Procurement Approaches Optimum % of transactions placed by users (Appropriate targets will be negotiated
Data Source: LPIS (JIT, Procurement Card, etc. divided by the between the Cognizant DOE Contracting
sum of total transactions) Officer and the contractor purchasing
organization)
Optional:
% utilization of ICPT and other leveraged
purchases
% of RFPs over $100K issued electronically
INTERNAL BUSINESS PERSPECTIVE
OBJECTIVE MEASURE NATIONAL TARGET
Streamlined Processes Core:
Data Source: LPIS Number of critical processes reengineered, Two annually
redesigned or re-validated
Optional:
% purchase action utilization of Electronic
Commerce
Acquisition Process Core:
Data Source: LPIS Average cycle time (exception: Procurement 20 days cycle time (CAPS)
Card)
Optional:
Average cycle time$100,000
Good Corporate Citizenship through Core:
Purchasing % of economic and social diversity and Specific negotiations with local DOE
Data Source: Local goals as negotiated local participation program goals achieved, office
with cognizant DOE office including:
SB, SDB and Women Owned SB Goals
Regional/Local Outreach/Support
Good Neighbor Program
LEARNING AND GROWTH PERSPECTIVE
BALANCED SCORECARD
PERSPECTIVES AND OBJECTIVES
CUSTOMER
FINANCIAL
MISSION
VISION
INTERNAL BUSINESS
PROCESSES LEARNING AND GROWTH
STRATEGY
- Employee Satisfaction
LEARNING
AND
- Employee Alignment
GROWTH
-Information Availability
LEARNING AND GROWTH PERSPECTIVE
OBJECTIVE MEASURE NATIONAL TARGET
Core:
Employee Satisfaction
(Appropriate targets will be negotiated
Employee Satisfaction Index
Data Source: Employee Climate Survey between the Cognizant DOE Contracting
Employee Satisfaction Index includes data
Also, documented results from formal Officer and the contractor purchasing
from employee survey, focus groups,
Baldrige, Presidential or Energy Quality organization.)
absenteeism, and voluntary terminations
Award Self-Assessments and Site Visit
Evaluations
Core:
Employee Alignment
90% aligned
Employee Alignment
Data Source: Employee Performance
% of employees whose actual performance
Appraisals and LPIS as appropriate
is aligned with Key Success Factors
Information Availability
Core:
Data Source: LPIS as appropriate 90% of work groups have the data
Information Availability Measure
they need to do their jobs
This is a measure of useful information
(e.g., policies, procedures, operational
reports) available to employees
FINANCIAL PERSPECTIVE
BALANCED SCORECARD
PERSPECTIVES AND OBJECTIVES
FINANCIAL
CUSTOMER
FINANCIAL
MISSION INTERNAL BUSINESS - Optimum Cost Efficiency of
PROCESSES
VISION
STRATEGY Purchasing Operations
LEARNING
AND
GROWTH
FINANCIAL PERSPECTIVE
OBJECTIVE MEASURE NATIONAL TARGET
Optimum Cost Efficiency of Core:
Purchasing Operations
Cost to Spend Ratio (Appropriate targets will be negotiated
Data Source: LPIS Purchasing Operation’s operating between the Cognizant DOE Contracting
costs (labor plus overhead) divided Officer and the contractor purchasing
by purchasing obligations organizational)
