Balanced scorecard and KPIs for small and medium-sized contractors in Vietnam | |
| Author | Tran Xuan Le |
| Call Number | AIT Proj. no.MPM-CM-12-20 |
| Subject(s) | Small business--Vietnam Construction contracts--Vietnam Contractors--Vietnam |
| Note | A Project submitted in partial fulfillment of the requirements for the degree of Master of Engineering (Professional) in Construction Engineering and Infrastructure Management, School of Engineering and Technology |
| Publisher | Asian Institute of Technology |
| Series Statement | Project ; no. MPM-CM-12-20 |
| Abstract | Originated in the early-1990s, the Balanced Scorecard (BSC) has now evolved asone of the most widely used models of strategic management all over the world.Made up from a balancedand coherent set of Key performance indicators (KPIs), the BSC provides a holistic and comprehensiveview of the organization’s performance fromfour perspectives: Financial, Customer, Internal Business and Learning & Growth. Moreover, the BSC turnsstrategicplanningintothe backbone of any organization. It helps totranslatevision and strategies into concretized objectivesand targetsto monitorand control the strategic execution.Although the prominentbenefitsof the BSCsystem havebeen taken for granted worldwide for the last two decades,yetitstillseemsto berather anascent concept in Vietnam. The application of the BSC is very rareespecially as far as small & medium-sized construction contractorsare concerned.There is stillan ambivalentattitude towards such a strategic management system among small & medium-sized enterprises(SMEs)due to their nature of flexibility and limited resources. The aim of this study is to explore thepossibility of BSC adoption in small & medium-sized contractors in Vietnam.A typical medium-sized contractor was selected forthe case study.The procedure of BSC developmentconsisted of fivestepsas following:First, an in-depth survey of business environment and company’s performance was conducted, which leaded tosecond step -strategy formulation. Mission, vision and strategies were set up. Third, strategic objectives and strategy map,which transformed the vision and strategies into specific terms,were built based on four perspectives.Fourth, a set of KPIs was established to measure and track the progress toward strategic objectives.And in the last step, initiatives andprogramsneeded to realize strategic objectives were put forward. Finally, the study would be accomplishedby proposinga process of BSC deployment, which is necessaryto launch the BSC into real use, and discussing potential benefits of the BSC for the particularcaseof this study. |
| Year | 2012 |
| Corresponding Series Added Entry | Asian Institute of Technology. Project ; no. MPM-CM-12-20 |
| Type | Project |
| School | School of Engineering and Technology (SET) |
| Department | Department of Civil and Infrastucture Engineering (DCIE) |
| Academic Program/FoS | Construction Engineering and Infrastructure Management (Professional Master) (MPM-CM) |
| Chairperson(s) | Hadikusumo, Bonaventuna H.W.; |
| Examination Committee(s) | Chotchai Charoenngam;Santi Charoenpornpattana; |
| Degree | Project (M. Eng.) - Asian Institute of Technology, 2012 |