TOWARD SPFO TOWARD SPFO Strategy and Performance Strategy and Performance

Focused OrganizationFocused Organization

through through Balanced ScorecardBalanced Scorecard

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Yan Yohanes Abdullah• 2000 : MM Prasetya Mulia.

• 1987 : ITB – Teknik Industri

• 2007 – NowProject Team Leader of BSc Development – CNOOC SES Ltd.Strategy Management Office – CNOOC SES Ltd.Organizational Capability Development – CNOOC SES Ltd.

• 2004 – 2007 : Procurement Department – CNOOC SES Ltd.

• 2002 – 2004 : Logistics Department - – CNOOC SES Ltd.

• 2000 – 2002 : Support Operation Department – Repsol-YPF MALAYSIA Ltd.

• 1990 – 2000 : Internal Audit Department – MAXUS SES Ltd.

• 1987 – 1990 : Management Consulting Company – Indomas Mulia

ABOUT YOUR FACILITATOR

Ingatlah ketika Rabb-mu berfirman kepada para Malaikat:"Sesungguhnya Aku hendak menjadikan seorang khalifah di muka bumi". Mereka berkata: "Mengapa Engkau hendak menjadikan (khalifah) di bumi itu orang yang akan membuat kerusakan padanya dan menumpahkan darah, padahal kami senantiasa bertasbih dengan memuji Engkau dan mensucikan Engkau". Rabb berfirman: "Sesungguhnya Aku mengetahui apa yang tidak kamu ketahui". (QS. 2:30) keniscayaan ilmu pengetahuan & teknologi

Sesungguhnya Allah telah menolong kamu (hai orang-orang mu'minin) di medan peperangan yang banyak, dan (ingatlah) peperangan Hunain, yaitu ketika kamu menjadi congkak karena banyaknya jumlahmu, maka jumlah yang banyak itu tidak memberi manfaat kepadamu sedikitpun, dan bumi yang luas itu terasa sempit olehmu, kemudian kamu lari kebelakang dan bercerai-berai. (QS. 9:25) keniscayaan good governance dan profesionalitas

Mu’min yang kuat lebih baik dan lebih disukai oleh Allah dari pada mu’min yang lemah. Berkeinginan sangatlah kepada hal-hal yang memberi manfaat dan mintalah tolong kepada Allah dan janganlah engkau lemah (Hadits Riwayat Muslim) keniscayaan power & authority

Dan bagi tiap-tiap ummat ada kiblatnya (sendiri) yang ia menghadap kepadanya. Maka berlomba-lombalah kamu (dalam membuat) kebaikan. Di mana saja kamu berada pasti Allah akan mengumpulkan kamu sekalian (pada hari kiamat). Seungguhnya Allah Maha Kuasa atas segala sesuatu. (QS. 2:148) keniscayaan kompetisi hidup yang nyata

"...Sebaik-baik manusia adalah yang paling bermanfaat bagi sesama manusia..." [HR. Thabrani dalam Al-Ausath] keniscayaan value creation

''Barangsiapa yang hari ini lebih baik dari kemarin, adalah orang yang beruntung, bila hari ini sama dengan kemarin, berarti orang merugi, dan jika hari ini lebih jelek dari kemarin, adalah orang celaka” (Al Hadits). keniscayaan continuous improvement dan change

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“A person who never made a mistake never tried anything new.”

“Seseorang yang tidak pernah melakukan kesalahan berarti belum pernah melakukan sesuatu yang baru.”

Albert Einstein

“Jika anda menunda segala sesuatu sampai anda yakin tentangnya, maka anda tidak akan mengerjakan apa-apa.”

Norman Vincent Peale

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DEVELOPMENT OF BALANCED SCORECARD:Creating Organizational Synergy through Effective Alignment

• Understand the basic philosophy of Balanced Scorecard and its role in translating strategy into actions

• Understand how to use Balanced Scorecard as the tool to align strategic performance within the organization

• Understand the methodology to cascade down the Strategy Map and Key Perfomance Indicator into down line level

• Able to build the Strategy Map, Key Performance Indicator and Strategic Initiatives

• Understand the journey and commitment required to become a strategy and performance focused organization

Workshop ObjectivesWorkshop Objectives

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OUR CHALLENGES AND NEEDSOUR CHALLENGES AND NEEDS

Only 10% of organizationexecute their

strategy

Barriers to

Strateg

y Execu

tion

Vision Barrier

Only 5% of the workforce understand the strategy

People Barrier

Only 25% of managers have incentives linked to strategy

Resource Barrier

60% of organization don’t link budgets to strategy

Chart adapted and modified from material developed by Robert S. Kaplan and David P. Norton

Better Communication

of Strategy

Better Strategy Based

PerformanceManagement

Initiatives & BudgetingBased on Strategy

Management Barrier

85% of executive teams spend less than one hour per

month discussing strategy

Umbrella Systemsto Review and

Manage Strategy

OUR NEEDSOUR NEEDS

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SPFO through BSC

BETTER TRANSLATING

VISION, MISSION, VALUES,

AND TRANSFORMATION

STRATEGY INTO ACTIONS

Better Strategy CommunicationStrategy Mapping approach along with

communication plan will be developed to communicate vision and mission to employees

Enhanced Perform. MgmtWide Strategy Map and Scorecard will be

cascaded to all Units. Unit Scorecards will be linked to performance management

Strategy Based BudgettingAll strategic initiatives at Unit Levels must be

linked to the strategic objectives of the unit and strategic objectives of Government Wide

Chart adapted and modified from material developed by Robert S. Kaplan and David P. Norton

GO

OD

GO

VE

RN

AN

CE

Umbrella Systems to ReviewDashboard Wide Strategy Map and all Unit

Scorecards will become the common systems for Management in periodic review of strategy and

strategic initiative implementation

8

StrategyStrategyPerformancePerformance

FocusedFocusedOrganizationOrganization

MOBILISE CHANGEMOBILISE CHANGE(Direction, Leadership and Accountability) (Direction, Leadership and Accountability)

TRANSLATION OFTRANSLATION OFSTRATEGY TOSTRATEGY TOOPERATIONSOPERATIONS

FIVE PRINCIPLES OF STRATEGY AND PERFORMANCE FOCUSED

ORGANIZATION (SPFO)

MOTIVATE MOTIVATE INDIVIDUALS TO INDIVIDUALS TO

ACHIEVE ACHIEVE STRATEGYSTRATEGY

MAKE STRATEGY MAKE STRATEGY A GOVERNANCEA GOVERNANCEPROCESSPROCESS

ALIGN UNITS TO ALIGN UNITS TO THE COMPANY THE COMPANY

STRATEGYSTRATEGY

Strong commitment from Top Mgt.Strong leadership across

organizations in driving change.

Communication and training of strategy to every level.

Linking strategy to goal and reward setting for individuals.

•Regular strategic performance review (monthly, quarterly, and annually)

•Organizational Learning – Corrective Action from Review Meetings.

•Presence of Strategy Management Office.

Division vertical alignment against company strategy.

Cross-divisional, business-support function, horizontal

alignment.

Defining vision, mission, strategies, targets and strategic initiatives.Integrating strategy to planning and budgeting.

Create theStrategy

Implement theStrategy

WHAT IS THE MOST DIFFICULT STEP?

Didunia 10% Didunia 10% yang berhasilyang berhasilDidunia 10% Didunia 10% yang berhasilyang berhasil

WHAT IF WE WERE TO VISUALIZE STRATEGY

BEFORE IMPLEMENTING IT?

Create theStrategy

Implement theStrategy

Visualise theStrategy

Visualization

DEFINITIONS OF BSCDEFINITIONS OF BSC

A management system that allows organization to translate its vision, mission and strategies into actions by focusing on a “dashboard” which shows balanced measures/indicators in defining the causal-effect of the company strategies, beyond mere financial measures.

It is a tool/ framework to communicate strategy in operational terms to the stakeholders: management, employees, shareholders, customers, and communities.

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2 2

3 3

4 4

55

6 6

7 7

88

9 9

Financial Perspective““To Succeed financially, how should we appear to our shareholders?”

Stakeholder Perspective“To achieve our vision, how should we appear to our stakeholder?”

Internal Business Process Perspective“To satisfy our stakeholders, what business processes must we excel at?”

Learning & Growth Perspective“To achieve our vision, how will we sustain our ability to change and improve?”

VISION & STRATEGY

Source: Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System”

Yesterday

Today Today

Future

BALANCED SCORECARD: FOUR PERSPECTIVES

CAUSE & EFFECT RELATIONSHIP: FAST FOOD RESTAURANT

Profitability

CustomerLoyalty

QualityFood

FastService

EmployeeSkills &Attitude

Financial

Customer

Internal Business Process

Learning & Growth

•Human Capital•Organization Capital•Information Capital

UNDERSTAND THE TERMS

A desired future outcome of an organization

The reason of organization’s existence, what we do today to achieve vision

Standard of belief and behaviors that guide people’s actions

:

:

:VALUES

MISSION

VISION

Danah Zohar & Ian Marshal dalam buku Spiritual Capital: 8 Isu kunci yang membuat budaya organisasi fokus; Komunikasi, Relasi, Kekuasaan, Flexibilitas, Keadilan, Kepercayaan, Kebenaran, Pemberdayaan.

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UNDERSTAND THE TERMS (Con’d)It is a deliberate process of choosing a set of activities differently from competitors, in order to deliver a unique mix of value

:STRATEGY

STRATEGY MAP

An interrelationship among strategy objectives in cause-effect format that reflects the “journey” of an organization’s strategy

:

STRATEGICOBJECTIVES

A concise statement describing the major activities that an organization must do well in order to execute its strategy. A cause-effect mapping of SO is termed as strategy map.

:

INITIATIVES/ACTION PLAN

Specific projects that need to be implemented in order to support the achievement of strategic objectives. A project normally has a beginning and ending points.

:

OUTPUT v.s OUTCOME

Keluaran (output) adalah barang atau jasa yang dihasilkan oleh kegiatan yang dilaksanakan untuk mendukung pencapaian sasaran dan tujuan program dan kebijakan, contoh: produksi petani.

Hasil (outcome) adalah segala sesuatu yang mencerminkan berfungsinya keluaran dari kegiatan-kegiatan dalam satu program, contoh tingkat pendapatan dan kesejahteraan petani.

Guidelines in Selecting a KPIKPI must be well-defined and doesn’t lead to ambiguity or

multi interpretations.

KPI must be as SMART-C as possible: Specific, Measurable, Agreeable, Realistic, Timebound, and Continous Improved.

KPI must have data that can be acquired on regular basis.

KPI must measure areas that are within our influence (in some cases, when level of influence is very low yet attention is needed, the indicator is called: monitoring KPIs which would have 0% weighting).

Limit the total number of KPIs at a reasonable level. Typically, at Departmental Level, we need around 10 to 15 KPIs.

The cost to identify or to monitor a KPI should not exceed the value gained from the measurement of the KPI.

THE PROCESS FOR KPI SELECTION ACKNOWLEDGES THAT KPIS CAN BE DEVELOPED AT THREE LEVELS

What is theStrategic

Objective?

MeasureResults?

Measurethe Results

Measure the Next Best Indicator

Y

Yes (exact)

No (proxy)

MeasureActivity?

N

Measure the Activities/Inputs thatProduce the ResultsQuantity Quality Revenue

Cost Time

Y

MeasureInitiatives?

Measure the Progress of

Initiatives

N

Y

Will theAgreed

MeasuresEncourage

theRight

Behaviours?

Furthest Fit

Closest Fit

What is theStrategic

Objective?

MeasureResults?

Measurethe Results

Measure the Next Best Indicator

Y

Yes (exact)

No (proxy)

MeasureActivity?

N

Measure the Activities/Inputs thatProduce the ResultsQuantity Quality Revenue

Cost Time

Y

MeasureInitiatives?

Measure the Progress of

Initiatives

N

Y

Will theAgreed

MeasuresEncourage

theRight

Behaviours?

Furthest Fit

Closest Fit

Example

Example

What is theStrategic Obj?

MeasureResults?

Y

Exact

Proxy

MeasureProcess?

N

Y

MeasureInitiatives

N

Y

Furthest Fit

Closest Fit

Improve Customer Satisfaction

Improve Customer Satisfaction

Customer Satisfaction IndexCustomer Satisfaction Index

No. of ComplainsNo. of Complains

Number of customer eventsNumber of customer events

Number of Satisfaction Review MeetingNumber of Satisfaction Review Meeting

Customer Satisfaction Monitoring Systems

Implementation

Project KPIs(Milestones)

What is theStrategic Obj?

MeasureResults?

Y

Exact

Proxy

MeasureProcess?

N

Y

MeasureInitiatives

N

Y

Furthest Fit

Closest Fit

Improve Customer Satisfaction

Improve Customer Satisfaction

Customer Satisfaction IndexCustomer Satisfaction Index

No. of ComplainsNo. of Complains

Number of customer eventsNumber of customer events

Number of Satisfaction Review MeetingNumber of Satisfaction Review Meeting

Customer Satisfaction Monitoring Systems

Implementation

Project KPIs(Milestones)

How to calculate Score

ACHIEVEMENT SCORE Category Colour

Achievement > 115% Score = 4 Excellent BLUE

100% < Achievement < 115% 3 < Score < 4 Good GREEN

85% < Achievement < 100% 2 < Score < 3 Fair YELLOW

70% < Achievement < 85% 1 < Score < 2 Poor RED

Achievement < 70% Score = 1 Poor RED

Scoring System of Achievement

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

0% 70% 85% 100% 115%

Achievement (%)

Sc

ore

(s

ca

le 1

-4)

BSC Cycle Process

To be done

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Technology AdoptionTechnology Adoption

Human Capital

Internal Business Process

Financial

L1.Enhance

competencyof employee

S1. Reserve Growth

F1.Improved cost

structure

Learning & Growth

ExploitationExploration

P1.Re-focus on G&G and reservoir engineering

for discovery

S4.Become a good corporate citizen

P2.Develop new fields

and improved recovery project

Supply Chain ManagementSupply Chain Management

P6.Innovative and

cost-effective procurementarrangements

P7. Optimize Inventory

Management

P3.Develop exploitation

drilling and process facilitieson budget, schedule, spec

P5.Effective adoption of

innovative technology forexploration and exploitation

activities

Information CapitalOrganization Capital

L2.Best utilizationof local talents

L5.Balanced mix of international and

national employees

L6.Promote reward and recognition

L3. Utilize IT to foster

excellent business processes

P4.Ensure smooth androbust production

Stakeholders

S2.Optimized Production

L4.Enliven

CNOOC corporate value

P8.Improve logistic

Management

F2.Effective Program Budget Spending

S3.Excellent QHSE Implementation

CNOOC SES LTD. BSC Company LevelCNOOC SES LTD. BSC Company Level

Technology AdoptionTechnology Adoption

Human Capital

Internal Business Process

Financial

L1.Enhance

competencyof employee

S1. Reserve Growth

F1.Improved cost

structure

Learning & Growth

ExploitationExploration

P1.Re-focus on G&G and reservoir engineering

for discovery

S4.Become a good corporate citizen

P2.Develop new fields

and improved recovery project

Supply Chain ManagementSupply Chain Management

P6.Innovative and

cost-effective procurementarrangements

P7. Optimize Inventory

Management

P3.Develop exploitation

drilling and process facilitieson budget, schedule, spec

P5.Effective adoption of

innovative technology forexploration and exploitation

activities

Information CapitalOrganization Capital

L2.Best utilizationof local talents

L5.Balanced mix of international and

national employees

L6.Promote reward and recognition

L3. Utilize IT to foster

excellent business processes

P4.Ensure smooth androbust production

Stakeholders

S2.Optimized Production

L4.Enliven

CNOOC corporate value

P8.Improve logistic

Management

F2.Effective Program Budget Spending

S3.Excellent QHSE Implementation

CNOOC SES LTD. BSC Company Level - KPICNOOC SES LTD. BSC Company Level - KPI

• % of discovery wells

No. of wells developed

• Project execution score

% of unplanned production loss

No. of workable innovation• % of timely crew transport• % of timely and complete material delivery

• % of fast moving items covered by consignment contract• % of goods rejection• % of Bridging Contracts• % Timely AFE Approval• % Timely Procurement Plan Approval• % Timely Procurement Award Approval

• Value of dead stock• Inventory value• Stock-out for critical items

• Technical competency gap • Soft competency gap • % of vacant jobs filled on time as planned

• Successful rate of jobs promoted from within

Telecommunication System Availability

Employee Climate Index

• C&B rating among PSC's

• Fulfillment of RPTK

• Total lifting cost (USD)• Total SG&A (USD) • Unit DD&A (USD/BOE)

Program budget spending

Annual throughput• Reserve replacement (%)

• No. of joint events• % of community programs completed• % of community programs covered by

media• Amount of non-cost recovery audit

finding

• No. of fatality• RIR• No .of single damage > USD 140,000• No .of reportable oil spills• Oil in water • % of unsafe condition reports followed up• Ratio of unsafe STOP card to total STOP card

Internal Process

Serikat Pekerja FORKKAMStrategy Map dan Key Performance Indicator

L1.Peningkatan

kompetensi dan Kinerja pengurus

P4. Meningkatkan kerjasama

sinergis dengan perusahaan

Learning & Growth

F1.Optimalisasi

anggaran organisasi

L3. Pengembangan inisiatif

Cont. Improvement

Stakeholders•Pekerja•Perusahaan•BPMIGAS

Ver. April 2009Financial

S1. Pekerja

Berdaya dan Sejahtera lahir batin

L2. Peningkatan komunikasi

Pengurus-Anggota

P2. Meningkatkan efektivitas

perlindungan hak-hakPekerja

P1. Mendorong

Pemberdayaan dan pengembangan

pekerja

P3. Mengawasi posisi Compensation &Benefit Pekerja

• Indeks kepuasan pekerja • % deviasi anggaran• Timely and accurate laporan keuangan

• Tingkat underdeveloped employee• Tingkat partisipasi training

• Tingkat kesuksesan perlindungan kasus pekerja• Tingkat fairness PMS dan Distribusi Merit

• Tingkat kesuksesan proposal• C&B Rating

• Jumlah event kerjasama/ sharing• Jumlah pertemuan bi-partit

• Competency gap pengurus • # Training/ workshop pengurus• # Pertemuan paripurna Pengurus

• Jumlah inisiatif Continuous Improvement yang diimplementasikan

• # pertemuan pengurus wilayah dengan anggota• Jumlah anggota

Proses Internal (Internal Process)

Balanced Scorecard SMP Negeri 12 BekasiStrategy Map and Key Performance Indicator

L1.Meningkatkan

Kompetensi untuk pengelolaan sekolah

Pembelajaran & Pertumbuhan (Learning & Growth)

F1.Optimalisasi

RAPBS

L3. Memanfaatkan Teknologi

Informasi utk sistem mengjardan administrasi

Keuangan (Financial)L2.

Mengembangkan efektivitas dan efisiensi

Organisasi

• % Pengeluaran rutin• Budget deviation• Tingkat transparansi RAPBS

• # training, workshop, seminar• Tingkat kompetensi kep

sekolah

• Indeks iklim kerja• Tingkat kesejahteraan guru & TU• # guru & TU tidak naik pangkat >=4 th

• # inisiatif berbasis IT• % guru menggunakan LCD di kelas

Stakeholders S1. Lulusan siswa

yang berprestasi dan berkarakter

• Tingkat kelulusan siswa• Tingkat penerimaan di SMA unggulan • Tingkat disiplin siswa • # siswa bermasalah

• # guru bersertifikat pendidikan• Tingkat disiplin guru• Tingkat implementasi kurikulum• # Prestasi guru

• # prestasi non-akademis tingkat nasional

• # kegiatan non-akademis• # kegiatan kerohanian

• # kelas SSN• # kelas RSBI• Tingkat kelengkapan Laboratorium• Tingkat pemeliharaan

• Rata-rata nilai UAN• Rata-rata nIlai UAS• Rata-rata KKM• # prestasi akademis tingkat nasional

• Tertib Administrasi• Tingkat keamanan sekolah• Tingkat kebersihan sekolah• # temuan audit• Kualitas pelayanan TU

• # pertemuan dg orang tua siswa• # keterlibatan dalam event sekolah• # kontrak kerjasama dg dunia usaha

Revisi 3

S2.Prestasi

akademis siswa

S3.Prestasi

non-akademis siswa

P2. Mengoptimalkan

‘business process’administrasi sekolah

P3.Mengoptimalkanpembangunan &

pemeliharaanInfrastruktur

P1.Mengoptimalkan

Efektivitas belajar dan mengajar

P4.Meningkatkan

Partisipasi orang tua siswa dan masyarakat

35

Human Capital Information CapitalOrganization Capital

No of KPI = 36

Proses Internal (Internal Process)Proses Internal (Internal Process)

Pemerintah Daerah Kota PayakumbuhPeta Strategis dan Indikator Kinerja Utama

L1.Meningkatkan

KompetensiAparatur

Pembelajaran & Pertumbuhan (Learning & Growth)Pembelajaran & Pertumbuhan (Learning & Growth)

F1.Optimalisasi

APBD

L3. Memanfaatkan Teknologi

Informasi utk sistem layanandan administrasi

Ver. Feb 2009

Keuangan (Financial)Keuangan (Financial)L2.

Mengembangkan efektivitas dan efisiensi

Organisasi Pemda

• PAD• % Pengeluaran rutin• Score eksekusi anggaran program

• Gap competency• Produktivitas aparatur

• Penetapan/ penyempurnaan perda SKPD sesuai PP

• Indeks iklim kerja aparatur pemda

• Jumlah inisiatif berbasis IT

StakeholdersStakeholders

S2. Capaian

Pendidikan masyarakat

S4. Capaian

ekonomi masyarakat

S3. Capaian

Kesehatan masyarakat

S1. Capaian

keamanan masyarakat• PDRB• Pertumbuhan ekonomi• Tingkat pengangguran• Jumlah orang miskin• Tingkat daya beli masyarakat

• Usia harapan hidup• Tingkat kematian bayi• Tingkat kematian ibu

melahirkan

• Tingkat pendidikan• Jumlah anak putus sekolah• Tingkat buta huruf

P1.Meningkatkan

program kesadaran dan

kepastian hukum

P6.Meningkatkan

program pengembanganpotensi daerah

P3.Meningkatkan

program pendidikan &

budaya

P7.Meningkatkan

program Investasi

P5.Meningkatkanpembangunan & pemeliharaan

Infrastruktur

P2.Meningkatkan

kualitas pelayanan

publik

• Nilai total investasi

• Tingkat pelanggaran perda

• # Produk hukum yg di sosialisasikan

• # Produk hukum yang ditetapkan

• Jumlah wisatawan• Jumlah komoditi

baru ekspor

• Tingkat pelayanan umum

• Tingkat pelayanan sosial

• Nilai (Rp) Pembangunan

• Nilai (Rp) pemeliharaan

• Jumlah sekolah SSN• % guru bersertifikasi• % lulusan SLTA ke

PT/ kejuruan

• Tingkat kriminal

P4.Meningkatkan

program kesehatan masyarakat

• Fasilitas RS

VISI, MISI, DAN TUJUANVisiVisi

“Kesejahteraan dan Kedaulatan Petani

menuju Indonesia Lumbung Pangan Dunia 2020”

MisiMisi Mengembangkan klaster-klaster Industri

Pertanian Terpadu (IPT) di seluruh wilayah Indonesia.

Mewujudkan Pertanian Organik Ramah Lingkungan Berkelanjutan Berbasis Kemandirian Petani dan Kearifan Lokal.

Memberikan dukungan teknis bagi pengembangan IPT di setiap kabupaten melalui Jasa Konsultasi Agribisnis, pelatihan, Sistem Informasi Pertanian, Sistem pengelolaan LKM, Sistem Pembinaan kelompok Tani, Sistem Pembiayaan, Pabrik Pengolahan Padi Modern (P3M) dan Pemasaran.

TujuanTujuan

Mendorong terwujudnya otonomi daerah dengan membangun kekuatan potensi dan sumberdaya lokal.

Meningkatkan kesejahteraan petani melalui peningkatan produksi, produktifitas, dan kualitas melalui sistem budidaya SRI (System of Rice Intensification) Organik dan modernisasi alat dan mesin pertanian.

Menguasai dan mengelola fisik stok pangan sebagai cadangan pangan daerah di setiap wilayah.

Meningkatkan PAD (Pendapatan Asli Daerah) serta turut menggerakkan ekonomi wilayah.

Membantu mengatasi masalah pengangguran dan kemiskinan di daerah dengan membuka kesempatan kerja di sektor agribisnis.

KONSEP BIMAS KONSEP BIMAS INDUSTRI PERTANIAN TERPADUINDUSTRI PERTANIAN TERPADU

Kajian dan Pelatihan

Human Capital

Internal Business Process

Financial

L1.Meningkatkan

kontribusi karyawan

Learning & Growth

Pengolahan padi

P1.Meningkatkan efektivitas

kajian, pembinaan, pelatihan,dan pengembangan

masyarakat

Koperasi BMTKoperasi BMTP4.

Good Governance Koperasi BMT

CustomerSAPA Balanced ScorecardSAPA Balanced Scorecard

Logistik dan distribusi

Information Capital Organization CapitalL2.

MeningkatkanPemanfaatan

teknologi informasi

L3.Meningkatkan

Kapabilitas organisasi

1. Jumlah petani binaan2. Jumlah cluster3. Jumlah inovasi yang diterapkan4. Tingkat partisipasi masyarakat5. Kapasitas produksi

P2.Meningkatkan

efektivitas dan efisiensi proses pengolahan

P3.Meningkatkan efektivitas

dan efisiensi kegiatan logistik dan pemasaran

1. Tingkat kualitas pemisahan2. Tingkat kualaitas pengeringan3. Tingkat kualitas pengupasan4. Tingkat kualitas penggilingan5. Process cycle time6. Production Cost per unit7. Downtime mesin atau proses

1. Tingkat pengemasan2. Nilai deadstock beras3. Time delivery4. Inventory Turnover5. Stock-out inventory6. % pemenuhan komitmen7. Tingkat profitabilitas farm-outlet8. Sales turnover

1. Ketersediaan Saprotan2. Financial Turnover3. Nilai Kredit macet4. Delay pembayaran5. Delay penerimaan6. Temuan audit7. Jumlah ZIS8. Jumlah MOU9. Bantuan permodalan

1. Employee climate2. Tingkat eksekusi proyek3. Team work

1. Tingkat kompetensi karyawan2. Produktivitas karyawan3. Tingkat kesejahteraan karyawan

1. Tingkat efektivitas SAPA Mobile2. Integrated Business Application

S1. Meningkatkan

kesejahteraan dan kedaulatan petani indonesia

F1.Mengoptimalkan

kesehatan keuangan Organisasi

1. Net Income2. Revenue3. ROA (Return on Assets)

1. Tingkat kemandirian petani2. Tingkat pendapatan petani3. Jumlah produksi per tahun4. Tingkat keterlibatan tengkulak dan rentenir