PERFORMANCE MANAGEMENT SYSTEM DESIGN USING BALANCED SCORECARD AT BHINNEKA SHUTTLE

• Main Author: Putri Setiani, Wijayanti
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/36381
• Institution: Institut Teknologi Bandung

As one of the top populous population in Indonesia, West Java is considered as a province that give high opportunity for transportation company to initiate and develop their business. With the population increasingly encourage the mobility of people to travel with the intention of business activities, family purposes and recreation purposes. Therefore, it encourages the development of transportation business which is a convenient, timely, friendly, and economical shuttle travel business in terms of both quality and quantity. PT. Bhinneka Sangkuriang Transport is a company in the field of inter-city and provincial transportation services that have been formed since 1972 in the Cirebon City. The company currently using a traditional performance measurement, the performance indicators were based on the job description of each division. Traditional performance measurement may only asses the overall company performance based on the financial outcomes. This may cause loss of opportunities to generate higher performance outcomes and raise the possibility in conflict of interest. Also, there were also no specific indicators that can be used as leading indicators or “Performance Driver” which can encourage the appropriate decision to act for improving the overall performance. The solution to solve the problem is by designing and implementing performance management system that focuses not only on financial aspects but also nonfinancial. Performance management system (PMS) using balanced scorecard (BSC) was selected as the framework because it can address the problems that exist. The balanced scorecard was initially design as a measurement system for measuring organizational performance within a framework that is consisted with four perspectives; financial perspective, customer perspective, internal business process and learning and growth perspective. With this framework, there are 25 performance measurement indicators was proposed to be implemented. All indicators are derived from the company’s vision, mission and strategy.