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1、,DEPARTMENT OF ENERGY PROCUREMENT and (2) the effectiveness of organizational activities and operations in terms of their specific contributions to strategic objectives The BSC is a key part of the Procurement Executives performance plan, and is a critical element in ME-60s SES performance assessmen
2、ts In FY 2003, ME-60 continues to assign accountability to individual staff by flowing down the BSC to individuals and teams.,3,MISSION To provide acquisition and assistance services to support accomplishment of the Departments programmatic goals and objectives.,STRATEGY To change the present system
3、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.,VISION To deliver on a timely basis the best
4、value product or service to our customers while maintaining the publics trust and fulfilling public policy objectives.,DOE Procurement System,4,Strategic Approach,Process Analysis,Benchmarking,Workforce Planning,Customer-focus,5,FINANCIAL To Succeed Financially, How Do We Contribute to the Bottom Li
5、ne?,MISSION VISION STRATEGY,LEARNING AND GROWTH To Achieve Our Vision, How Will We Sustain Our Ability To Change And Improve?,CUSTOMER To Achieve Our Vision, How Must Our Customers View Us?,INTERNAL BUSINESS PROCESSES To Satisfy Our Stakeholders and Customers, What Business Processes Must We Excel A
6、t?,Balanced Scorecard Strategic Perspectives,6,LEARNING AND GROWTH - Access to Strategic Information - Employee Satisfaction - Organization Structured for Continuous Improvement - Quality Workforce,FINANCIAL - Optimum Cost Efficiency of Purchasing Operations; Cost Reasonableness of Actions,MISSION V
7、ISION STRATEGY,CUSTOMER - Customer Satisfaction - Effective Service/Partnership,INTERNAL BUSINESS PROCESSES - Acquisition Excellence - Most Effective Use of Contracting Approaches - Use of Electronic Commerce - Performance-Based Service Contracts - Use of Competition - Streamlined Processes - Reduct
8、ion in Overage Instruments - On-Time Delivery - Supplier Satisfaction - Socioeconomics,Balanced Scorecard PERSPECTIVES AND OBJECTIVES,7,Balanced ScorecardPerformance Measures, Performance Targets, & Management Initiatives,8,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT I
9、NITIATIVESCUSTOMER PERSPECTIVE,Procurement,9,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVE,Procurement,10,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVE,Procurement,11,BALANCED SC
10、ORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVE,Property,12,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVE,Contractor Human Resource Management,13,BALANCED SCORECARDPERFORMANCE MEASURES, PERFO
11、RMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVE,Contractor Human Resource Management,14,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,15,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MAN
12、AGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,16,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,17,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS P
13、ERSPECTIVE,Procurement,18,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,19,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,20,BALANCED SCO
14、RECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,21,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,22,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANC
15、E TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,23,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,24,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESIN
16、TERNAL BUSINESS PERSPECTIVE,Procurement,25,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,26,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,27,BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE,Procurement,28,
