CASPIAN JOURNAL
MANAGEMENT AND HIGH TECHNOLOGIES
Cargo port business process management: a balanced scorecard
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Read | Latypova Elmira A., Bondareva Irina O. Cargo port business process management: a balanced scorecard // Caspian journal : management and high technologies. — 2012. — №4. — pp. 112-118. |
Latypova Elmira A. - Teacher, Volga State Academy of Water Transport, 2 Kostin St., Astrakhan, 414000, Russian Federation, el-mi-ra20@mail.ru
Bondareva Irina O. - Ph.D. (Engineering), Astrakhan State Technical University, 16 Tatishchev St., Astrakhan, 414025, Russian Federation, i.o.bondareva@gmail.com
The article discusses the possibility of increasing the efficiency of process management in the cargo port sector, proposing a ’balanced scoreboard’ for this approach. The scoreboard would select the optimal strategy, construct the ’tree of goals’ and specify three key aims according to four perspectives: financial, customer, internal business processes, and training and development. The scorecard would also include the main indicators that reflect the major results of the port business process: the number of regular customers, quantity of new customers, reliability of loading, average loading time, percentage of customers who applied repeatedly, number of dissatisfied customers, and percentage of loading and unloading operations carried out in the allotted timespan. Other issues it would cover include the number of days to secure a contract, number of days lost (bad) for loading cargo, capital productivity, number of qualified employees, cost of training employees. and extensive (intensive) use of equipment. On the financial side, the scorecard would reflect the total debt:equity ratio, asset turnovers, absolute liquidity and return on equity.
Key words: balanced scorecard,cargo port,business process,port strategy,tree of goals,strategic map,management decisions,efficiency,competitiveness,level of sales