Balanced scorecard as an effective method for process management in a transport company

• Autorzy: Olszańska Sylwia , Prokopiuk J.

Identyfikatory

DOI

10.20858/sjsutst.2021.111.10

• Języki publikacji: EN

Abstrakty

EN

The strategic scorecard represents a major element of an enterprise's management system, which contributes to improving the key areas of operation, as well as precisely defining operational goals, metrics and tasks within the strategical framework. Increasing competitiveness, as well as progressive globalisation of the Transport, Shipping and Logistics (TSL) services market, requires constant adaptation to change from managers. It is, therefore, appropriate to use the strategic scorecard as it can be applied for continuous monitoring of progress in the implementation of strategy and, if necessary, for enhancing actions and the measurement system. The authors analysed a transport company operating in the Podkarpackie Voivodship, with the implementation of the strategic scorecard. The purpose of this article was to create a strategic scorecard for the transport company in the context of streamlining transport processes, while simultaneously improving the quality of customer service, translating into maximising financial results.

Słowa kluczowe

EN

balanced scorecard; process management; transport company

PL

zrównoważona karta wyników; zarządzanie procesami; firma transportowa

• Wydawca: Wydawnictwo Politechniki Śląskiej
• Czasopismo: Zeszyty Naukowe. Transport / Politechnika Śląska
• Rocznik: 2021
• Tom: z. 111
• Strony: 119--128
• Opis fizyczny: Bibliogr. 18 poz.

Twórcy

autor

Olszańska Sylwia

• University of Information Technology and Management in Rzeszow, Chair of Logistics and Process Engineering, Sucharskiego 2, 35-225 Rzeszow, Poland

• https://orcid.org/0000-0002-0912-4726

autor

Prokopiuk J.

• University of Information Technology and Management in Rzeszow, Chair of Logistics and Process Engineering, Sucharskiego 2, 35-225 Rzeszow

• https://orcid.org/0000-0001-6985-1557

Bibliografia

• 1. Emerling I. 2018. „Balanced scorecard and its role company management”. Research papers of Wrocław University of Economics 514: 108-115. ISSN: 1899-3192. DOI: 10.15611/pn.2018.514.10.
• 2. Galkin A. 2019. „Mechanisms for increasing of transportation efficiency using joint service of logistics systems”. Archives of Transport 49(1): 7-24. DOI: 10.5604/01.3001.0013.2770.
• 3. Galkin A., V. Skrypin, E. Kush, K. Vakulenko, V. Dolia. 2017. „Invest Approach to the Transportation Services Cost Formation”. Procedia Engineering 178: 435-442. DOI: 10.1016/j.proeng.2017.01.086.
• 4. Naumov V., O. Kholeva. 2017. „Studying Demand for Freight Forwarding Services in Ukraine on the Base of Logistics Portals Data”. Procedia Engineering 187: 317-323. DOI: 10.1016/j.proeng.2017.04.381.
• 5. Kuśmińska-Fijałkowska A., Z. Łukasik, J. Kozyra. 2019. „Consolidation as a Key to Success an European Transport Enterprise Case Study”. TransNav, the International Journal on Marine Navigation and Safety of Sea Transportation 13: 889-894. DOI: 10.12716/ 1001.13.04.24.
• 6. Kuśmińska-Fijałkowska A., Z. Łukasik, J. Kozyra. 2017. „Noise Reduction in Railway Traffic as an element of Greening of Transport”. In: Marine Navigation and Safety of Sea Transportation. CRC Press. DOI: 10.1201/9781315099088-22.
• 7. Zhou W., J. Zhang, H. Chen. 2010. „Service quality evaluation for international freight forwarder”. Proc. of the 7th Int. Conf. on Service Systems and Service Management. P. 515-519.
• 8. Tavassoli M., G.R. Faramarzi, R.F. Saen 2014. „A joint measurement of efficiency and effectiveness using network data envelopment analysis approach in the presence of shared input”. OPSEARCH 52(3): 1-15. DOI: 10.1007/s12597-014-0188-z.
• 9. Kholeva O.G. 2017. „Forming the strategies of sustainable development of freight forwarders at transportation market”. Науковий вісник НГУ 3: 129-134. ISSN: 2071-2227.
• 10. Dolia V., Galkin А. 2013. „Results of efficiency evaluation of investing alternative projects of transportation customer service”. Technology Audit and Production Reserves 5(3-13): 4-6. DOI: http://dx.doi.org/10.15587/2312-8372.2013.18458.
• 11. Melovic Boban, Slavica Mitrovic, Arton Djokaj, Nikolai Vatin. 2015. „Logistics in the Function of Customer Service- Relevance for the Engineering Management”. Procedia Engineering 117(1): 802-807. DOI: 10.1016/j.proeng.2015.08.255. 12. Dong J.Q., Z.G. Huang, L. Huang, Z.X. Wu, Y. Do, W. Hai-Ying. 2012. „Enhancing Transport Efficiency by Hybrid Routing Strategy”. EPL (Europhysics Letters) 99(2): 1-10. DOI: 10.1209/0295-5075/99/20007. 13. Zimon D., J. Tyan, R. Sroufe. „Implementing Sustainable Supply Chain Management: Reactive, Cooperative, and Dynamic Models”. Sustainability 11(24): 1-22. DOI: 10.3390/su11247227.
• 14. Monghasemi S., M. Abdallah, A. Tawfik, C. Clevenger. 2018. „Transportation Planning and Sustainability”. International Conference on Transportation and Development: 265-276. DOI: 10.1061/9780784481561.026.
• 15. Ocalir-Akunal Ebru Vesile. 2016. „Decision Support Systems in Transport Planning”. Procedia Engineering 161: 1119-1126. DOI: 10.1016/j.proeng.2016.08.518.
• 16. Dusko Kalenatic, Karol Viviana Moreno Valbuena, Luz Mancera, et al. 2011. „Methodology of logistics planning based on project management and system dynamics for business service providers”. Revista Facultad Deingeniera – Universidad de Antioquia 58: 208-218. ISSN: 0120-6230.
• 17. Yi Li, Libin Lu. 2019. „Research on B2C Reverse Logistics Service Quality Evaluation”. System, Proceedings of the 5th International Conference on E-Business and Applications: 10-15. DOI: 10.1145/3317614.3317631.
• 18. Lysenko-Ryba Kateryna. 2017. „The Impact of Reverse Logistics on Customers Satisfaction”. Przedsiębiorczość i Zarządzanie XVIII(8): 137-146. ISSN: 2543-8190.