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Table of Contents....................................................................................................... 2 Executive Summary....................................................................................................5 The final report is written like a blog with the purpose of making sure that reader gets more interest with every page. The report consists of the whole process of how we have learned to design and implement the scorecard by using different tools or guides. It begins with explaining the evolution of the Morning Nourishment Cereal Companys Balanced Scorecard and the detailed explanation of all the steps used from first assignment to the last assignment. This part also explains the difference in the way we did the similar assignment but after a period of time and with extra experience. It also focuses attention on the final design of assigned perspective. . . .5 The second part of report is performance evaluation of financial perspective which includes explaining the rise and fall in the various measures used to support the financial objective. In order to make this more interactive graphs from balanced scorecard are used with all the actual figures derived during the live simulation. The next part is related to the actions our company would like to take in coming quarter based on the results available i.e. recommendation and conclusions. Although the recommendations are given for all the measures in performance evaluation of the financial perspective but the overall recommendations is included in this part. The report also includes the brief explanation of lessons learned from the project and the way it helped me individually. This was one of the parts which I liked the most to write....................................................................................................................... 5 Evolution of Scorecard and final design for Financial Perspective..............................7 Phase I: Learning the basic concepts......................................................................7 Step 1: Calculating Ratio Analysis........................................................................7 Step 2: Assessment of Ratios...............................................................................7 Phase II: Actual Start-up of Company......................................................................7 Step 3: Vision statement and Objectives..............................................................7 Step 4: SWOT Analysis and Porters Five Forces..................................................7 Step 5: Framing of Strategy and Product mix......................................................8 Step 6: Alignment of Product decision with Strategies.........................................8
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Phase III: Designing of Scorecard Components.......................................................8 Step 7: Defining the Perspectives, Strategies, Objectives and Measures.............8 Step 8: Releasing the Query and Creating Measures...........................................8 Step 9: Designing of InfoCube..............................................................................8 Step 10: Creating Measure Catalog......................................................................9 Phase IV: Scorecard Implementation Process..........................................................9 Phase V: Loading data to InfoCube..........................................................................9 Step 11: Creating Data Source.............................................................................9 Step 12: Creating Transformation......................................................................11 Step 13: Creating Data Transfer Process............................................................11 Step 14: Creating a Query..................................................................................11 Step 15: Loading data in Measures....................................................................11 MNC Companys Performance Evaluation based on Financial Perspective...............11 Returns on Investment..........................................................................................13 Current Ratio.........................................................................................................14 Quick Ratio............................................................................................................ 15 Debt-Equity Ratio.................................................................................................. 16 Debt Ratio.............................................................................................................18 Revenue Growth Ratio...........................................................................................19 Recommendation: For our company the best recommendation to improve revenue growth ratio is by reducing the fluctuation in number of products offered as adding or dropping any product in between the year leads to affect the sales and margin................................................................................................................... 19 Returns on Assets (ROA).......................................................................................20 Asset Turnover...................................................................................................... 21 Conclusions and Recommendations for coming Quarter..........................................22 Individual Lessons Learned from the Project............................................................23
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Implementation Process of Balanced Scorecard.......................................................26 Step #1: Strategy set-up in Strategy Management Design...................................26 Step #2: Creating of perspective in Strategy Management Design......................26 Step #3: Creating of Objectives in Strategy Management Design .......................26 Step #4: Creating of Measures in Measure Catalog..............................................28 Step #6: Naming the Scorecard and assigning it to the hierarchy........................29 Step #7: Assigning and Setting the value fields to scorecard ..............................29 Step #8: Assigning and setting the strategies to scorecard..................................29 Step #9: Assigning and setting strategies to perspective.....................................30 Step #10: Assigning and setting objectives to perspectives.................................30 Step #11: Assigning and setting measures to objectives......................................30 Step #12: Setting-up the owner tab, status tab, value field tab, formula tab and graphics tab for measures.....................................................................................30 Displaying the Scorecard ERP448 09.....................................................................32 Displaying Overview Screen for Scorecard ERP448 09..........................................32 The above screen is the overview screen for Scorecard ERP448 09 where we can only see the details of financial perspective because scorecard ERP448 09 is assigned to financial perspective. The selected date / period is 09/2008 and breakdown is Objective / Measure. In order to get the better view we can also select the tab for analysis, cause-effect chain, drilldown and scorecard comparison which facilitates different functions...................................................33 Displaying the Analysis screen..............................................................................33 Final Design of BSC...................................................................................................34 Step #1: Creating Data Source.............................................................................35 Step #2: Creating Transformation.........................................................................36 Step #3: DTP Confirmation....................................................................................36
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Executive Summary
The final report is written like a blog with the purpose of making sure that reader gets more interest with every page. The report consists of the whole process of how we have learned to design and implement the scorecard by using different tools or guides. It begins with explaining the evolution of the Morning Nourishment Cereal Companys Balanced Scorecard and the detailed explanation of all the steps used from first assignment to the last assignment. This part also explains the difference in the way we did the similar assignment but after a period of time and with extra experience. It also focuses attention on the final design of assigned perspective. The second part of report is performance evaluation of financial perspective which includes explaining the rise and fall in the various measures used to support the financial objective. In order to make this more interactive graphs from balanced scorecard are used with all the actual figures derived during the live simulation. The next part is related to the actions our company would like to take in coming quarter based on the results available i.e. recommendation and conclusions. Although the recommendations are given for all the measures in performance evaluation of the financial perspective but the overall recommendations is included in this part. The report also includes the brief explanation of lessons learned from the project and the way it helped me individually. This was one of the parts which I liked the most to write. The final part of the report is appendix where the steps used in evolution of scorecard design are explained with the help of screen shots. It includes the design and implementation process of balance scorecard. The peer evaluation is also attached at the end where brief explanation of team members work is given with individual scores. 32
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base for framing this. The next was Porters Five Forces; similarly we used the case study as a reference to design this. Step 5: Framing of Strategy and Product mix This time were framing the corporate and business strategies of our company as a part of assignment #3. It was quite easy as we had experience in doing this previously and even we had slides as our reference. This step also included proposing product mix based on the number of products we want to produce for the live simulation, setting of price, deciding advertising budget and BOM. Step 6: Alignment of Product decision with Strategies This was the final step of this phase where we have aligned the product decisions with strategies based on creating by considering our competitors possible
actions, our target customers expected behaviors, and our current financial situations. The criteria used for this includes; product mix, product quantity and quality, pricing and marketing investment.
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In assignment #5, were asked to design the InfoCube based on the selected perspective. I was working on Financial Perspective while other team members were concerned with their assigned perspective. The reason for creating an InfoCube is to load a flat file in Data Source later on. As I have learnt this in one of my other course, so it was an easy task for me.
Step 10: Creating Measure Catalog For my financial perspective, I was supposed to create a measure catalog in SAP system by using the measures which was designed in step 7. This did not take much time and I managed to create 10 measures supporting the objectives of financial perspective in less than half hour of time.
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tab we can see the data load example, in the fields tabs weve to update the data type based on the fields we use and in preview tab we can see the actual data loaded. For whole of this process it is necessary that the file to be loaded should in the desktop and in the format which is accepted by the system.
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Step 12: Creating Transformation After creating the data source, the next step is to create a transformation where data will be transformed from the loaded file to the InfoObjects of InfoCube. The transformation is mapped by drag and drop of the fields from the left to right and when this process gets over, it will be activated. Step 13: Creating Data Transfer Process In order to successfully transfer the data from loaded file to InfoCube, DTP will be used where extraction mode will be selected as full and file will be loaded from desktop, it will be than executed. All the green lights suggest successful transformation of data. To check whether data is transferred or not, InfoCube will be used. Step 14: Creating a Query After completing the DTP, a query should be created by using Business Analyzer where all the key figures will be placed in row while calendar quarter in columns. Before saving the query it is necessary to provide the external access to the query which can be done by using the properties tab. The InfoCube to be used for the query should be the same InfoCube where data was loaded while creating transformation and DTP. Once the report is ready, this step can be said as completed successfully. Step 15: Loading data in Measures In this step, a query created in the previous step will be used to load the InfoCube data in the measures to be used for financial perspective. This can be done by using measures and benchmark screen. In order to successfully display the data, system may require you to change the settings in BSC design screen; it may require changing the date and re-assigning the measures to objectives. Once this step is completed, the BSC is ready to be used with all the value fields fully loaded.
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financial performance of the company, Jay Modi, Companys CFO has done the complete evaluation of companys financial perspective from quarter Q2 to Q6. The business strategies used to explain evaluate the financial performance includes; Improve Financial Performance and Business Agility
Net Margin
Overall Objective (Q2-Q6): Our Company has selected this measure to support the objective Increase Profitability. The main objective of our company for net margin was to make sure that we achieve 30% for all the quarters. Overall Outcome (Q2-Q6): Based on our objective, we managed to maintain the net margin of over 30% in most of the quarters. The system has generated the status as good with an average score as 78.40 from Q2-Q6
Overall Assessment (Q2-Q6): In the Q1, the sales process was not controlled by our team but still we managed to achieve the net margin of 39.70%, so we thought that selecting net margin as a measure to achieve our objective of increasing profitability will be a wise decision. But in Q2, we failed to accomplish that objective. Although we had a net margin of 6.3% but it fall down drastically. Our management team was determined to give their best in Q3 and we had a net margin of 54.90% (a growth of 769.36% as compared to Q2). Were aware about the fact that it is very difficult to maintain the margin of over 50% for all the quarter so we decided that as far as our company achieves 30% of net margin in any quarter, it will be considered as best performance. For Q4, Q5 and Q6 we achieved net margin of 37.80%, 43% and 29.30% respectively. The reason for net margin below 30% in Q6 is because our company went out of stock in day 53rd of Q6 Recommendation: To achieve higher net margin, it is recommended to offer unique products in terms of those products which are not offered by the
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competitors and than charge the highest market price by following, skim the cream pricing strategy.
Returns on Investment
Overall Objective (Q2-Q6): This was another measure used to support the objective Increased Profitability. Our main focus was to check that we achieve at least 10% ROI for all the quarters as lower than that would lead to lower investment in advertising for the coming quarters. Overall Outcome (Q2-Q6): The overall outcome for ROI is not satisfactory as except Q3 and Q5 we failed to achieve our objective of 10% ROI which lead to status as Medium and an average score of 52 from Q2-Q6
Overall Assessment (Q2-Q6): When we achieved 6.68% of ROI in Q1 without any control over pricing and advertising during the quarter, we believed that if we give some extra effort it will be easy to generate a growth from quarter to quarter. But in reality that doesnt happened. For Q2; we had ROI as only 1.44% which was due a mistake by our operational team to enter the correct BOM. We were suppose to produce Original muesli but ended up producing Nuts muesli and we sold 2, 50,000 boxes at euro 1.50 each which was below cost. In Q3, we managed to achieve 10.83% but again in Q4 the result was in vein as we secured only 6.15% because our company dropped one of the products Strawberry muesli. This rise and fall result continued from Q1 to Q6 due to one or the other reason. Still our company is looking for some strategy which can fetch us the ROI of over 10% for all the quarter.
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Recommendation: To achieve the stabilized ROI or to reduce the fluctuations in this ratio, it necessary that a company should invest only in those products that it thinks will be available throughout the year. In short, dropping or introducing a new product in between the quarter affects the ROI severely.
Current Ratio
Overall Objective (Q2-Q6): In order to measure the objective Improve Liquidity our company used Current Ratio. We always strived to make our current ratio as 1:1 but we could achieve this only in last quarter. Overall Outcome (Q2-Q6): The overall outcome of current ratio is satisfactory because in most of the quarters we managed to match the plan ratio with the target one. We achieved our goal of making current ratio 1:1 only in Q6 when it was 1.01:1. The system has generated the status as very good with its average score as 83.8 from Q2-Q6
Overall Assessment (Q2-Q6): Our Companys performance in terms of current ratio was not good for Q2, Q3 and Q4 because we always strived to reach the desired current ratio of 1:1 but we could not reach that target. The main reason was due to a bank loan of 14 million from Waizen bank which was considered as current liability. Although we regularly paid the bank loan at the end of every quarter but the amount was too large and it took us more than 4 quarters to repay half of the loan. On the other hand, if we look at current asset, cash amount and
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bills receivable kept increasing quarter to quarter which helped us to reach the companys best current ratio in Q5 which was 0.91 as against the planned ratio of 0.80; even in the final quarter were lucky to reach 1.01:1 as we paid our bills to good extent. Recommendation: The best way to improve this ratio is by generating more of cash amount and regular payment of outstanding bills. If this ratio fluctuated, it is difficult to stabilize it for next couple of quarters.
Quick Ratio
Overall Objective (Q2-Q6): Another measure used to support the objective Improved Liquidity was quick ratio which gives more accurate result than current ratio in terms of measuring liquidity as it doesnt consider stock or inventory. Our aim was to see that we reach the ideal quick ratio of 1:1 by the end of final quarter as due to heavy loan it was difficult to achieve that very early. Overall Outcome (Q2-Q6): The final outcome was at the end of Q6 was impressive. Although the status generated by system was Good with average score of 69.20 from Q2 to Q6, were satisfied to achieve our goal.
Overall Assessment (Q2-Q6): When we compare the current ratio with quick ratio for all the quarters, there is not much difference as never had very high inventory in any quarter. Our management team knew that higher the inventory, higher will be the difference between both the liquidity ratios, so we successfully managed to reduce a big gap between the two. For most of the quarter we had
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good score because our actual ratio was close to what we have planned at the beginning of each quarter. The ratio kept growing from quarter to quarter and finally the most satisfactory result was in quarter Q6 when we achieved this ratio slightly over one. Recommendation: Quick ratio helps to answer the question that if all the sales disappear in next quarter, than will my company is able to pay its obligations. So it is recommended to focus high on generating more of current assets to achieve an ideal quick ratio.
Debt-Equity Ratio
Overall Objective (Q2-Q6): This ratio was short-listed by our company to measure the effectiveness for one of our objectives, Enhance Solvency. From the beginning our main objective for this ratio was to make this below 100% as early as we can. Overall Outcome (Q2-Q6): The overall outcome was really impressive as after every quarter were getting close to achieve our objective and we achieved that in Q5 when ratio was below 100 percentages. The system has generated the status as very good with an average score of 83.80 from Q2-Q6
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Overall Assessment (Q2-Q6): From Q2-Q4 our ratio was over one which means most of our assets were financed with debt which was not a good sign, so we regularly kept paying to vendors for the materials we purchased and saw our ratio falling continuously. In the Q5 and Q6 we had our ratio below 100% which means most of our assets were financed through equity which is really a good sign for the company. Another good thing was that our management team always planned this ratio in such a way that we can achieve it easily, as result we had a score close to 100 for last three quarters. Recommendation: It is always recommended to secure funding through equity than through debt as higher the equity higher will be the companys debt-equity ratio and vice versa.
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Debt Ratio
Overall Objective (Q2-Q6): Another measure used to support the objective, Enhance Solvency is debt ratio. Our objective for this ratio since Q2 was to bring it below 50% which was quiet difficult because of higher debt. Overall Outcome (Q2-Q6): Like debt-equity ratio, even the outcomes for this ratio was also excellent as we achieved our objective in quarter fifth itself. The result generated by system was very good with an average score of 80.20 from Q2-Q6
Overall Assessment (Q2-Q6): Our Company was smart enough to understand that lower the percentage of this ratio, the less leverage a company is using and stronger its equity position and higher the ratio, the more risk that company is considered to have taken. In the Q1, we started with 74% which kept decreasing continuously with increase in assets in terms of bills receivables and cash amount. In Q5, were happy to achieve our target of bringing this ratio below 50%; for Q6, it was 45% which was further reduced and our dependency on leverage was reduced. Recommendation: The only recommendation for our company relating to this ratio is to continue to increase the amount of total assets as it will lead to fall in debt ratio. This can also be done by issuing more shares and paying the debt out of the cash generated.
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Overall Assessment (Q2-Q6): The performance of this ratio was very fluctuating throughout the year as it was over 51% in Q2 than it went down to 2.17% in Q3 because of system downtime at day 32 of quarter. In Q4 it further went low to -9.05% as we dropped on of our product, again in Q5 were lucky to achieve a growth of over 57% but everything went in vein as for Q6 the performance was again horrible to -47.36%, this time it was due to the reason that we could not produce our product because of capacity constraints and we also went out of stock on day 53rd of the quarter. Recommendation: For our company the best recommendation to improve revenue growth ratio is by reducing the fluctuation in number of products offered as adding or dropping any product in between the year leads to affect the sales and margin.
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Overall Assessment (Q2-Q6): All the companies had the same amount of assets at the beginning of the year but than it depend upon the company to generate earnings from the invested capital on these assets. Our company took advantage by reducing the market leverage. Since Q2 we saw growth and it kept growing quarter after quarter. It was 6.75% in Q2, than it went up to 16.08% in Q4 and than in Q6 the result was doubled to over 33%. When we compare the actual values with planned values, the actual values always out performed and because of that we had a score of 100 for the last four quarters. Recommendation: To further increase the ROA it is recommended that our company should fully utilize the capacity of plant and machinery as higher the asset utilization rate, higher will be the returns from these assets and vice versa.
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Asset Turnover
Overall Objective (Q2-Q6): Another measure used to support the objective, Better Asset Utilization was asset turnover ratio. Our aim for this measure was to keep this ratio as moderate which means neither too high nor too low as extremeness in this case may create more risk. Overall Outcome (Q2-Q6): The overall outcome for this ratio was satisfactory as it kept fluctuating throughout the year. The system has generated the status of good with an average score of 71.4 from Q2-Q6
Overall Assessment (Q2-Q6): Generally it has been seen that companies with low profit margins tend to have high asset turnover and those with high profit margins have low asset turnover as it indicates the pricing strategy of the company. Although the pricing strategy of our company was aggressive and we always set the price above market but it did not helped as this ratio kept fluctuating for all the quarters. The reason was improper planning by management team in terms of determining this ratio well in advance. In Q2 we started with 0.17 than went as high as 0.24 in Q5 and than again came down to 0.12 in Q6, the main reason for such a low ratio in Q6 was because of charging a mark-up of over 170% to maintain the inventory. Recommendation: For our company we would like to lower this ratio because higher the profit margin, lower will be the asset turnover. We always enjoyed the market leadership by charging the higher price and we will continue to follow the same strategy which will help us to monitor this ratio.
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in advertising their product and consider it as expense but in reality advertising is an investment. From my experience, I can say that if you will advertise, its 100% that you will be able to fetch double the amount invested in less than a month, so it is always recommended that from the Q1 itself, a company should advertise aggressively and set the aggressive price. You know that first impression is best impression
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example; before any simulation starts, I make sure that we are following make to stock policy and prices are set as indicated by management team. Although everything went on well but one decision which I took still makes me unhappy and it was due to bad planning. It was in Q5 when the prices of all the materials were the lowest of the year and we did not recognized that and than in Q6 the material price rose like Eiffel Tower due to which we ended up setting our price double than our competitors who stocked high quantity of materials in Q5. If with better planning we would have stocked some of the materials in Q5 itself than the result might have been different.
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Change Management: Although we did not had any major changes throughout the project but were ready for any change. For example; we saw that one of the operational team member of Uber Grains was not available when the company needed his help, so I thought even the same situation can happen with any other team also. To overcome this I discussed with Ms. Lin Zhu that if anything like that happens with our company than she was willing to move to operational team for additional help. BSC Design and Implementation: This was one of the best experiences I had during the project. Learning to design BSC and implementing it is an achievement in itself. I even helped other colleagues in the class on how to design and implement BSC. For example; I received calls at 1:00 am from colleagues and I was happy to answer them. Training: In order to train others it is necessary that you should know that concept at first place. I was happy to train my operational team members on how to use WebEx Wimba software for virtual meeting. Even we did not used this most of the times but training someone of what you know is a good experience. Never Give-up Policy: It was in Q6 when the stock price of my company was the lowest when compared with competitors. One of the team member of competitors asked me, Jai why are you looking very angry? Is it because of low sales of your company or because we are selling well than your company? I calmly said that although we are not the top company at this time but wait for the result and you will see no difference in result as we have at the end of every quarter. I was right because as usual our company was the market leader.
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Appendix:
Implementation Process of Balanced Scorecard
BSC implementation depends not only on selecting measures that are relevant, manageable, and important but also on how leadership, supervisors, and employees gain knowledge about the status of the BSC metrics. The implementation of Balanced Scorecard takes place in different phases.
Strategy Definition
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The screen shot displays all the objectives that are placed under financial perspective. Most of the objectives support the enhance financial performance strategy while objective better asset utilization focuses on better operational efficiency strategy. Objectives can be created in strategy design under strategy management design.
The above screen shot is an example of creating an objective. It displays technical name, medium and long text and definition of the objective Increase Profitability. In the similar way, all the other objectives; improve liquidity, enhance solvency, improve revenue growth and better asset utilization are created with their respective technical name and definition.
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The screen shot displays all the measures which are created to support the objectives under financial perspective. All the measures are created in measure group ERP448 Team1 Financial Perspective under measure catalog ERP448 Fall 2008 Project Workplace The screen shot is an example of creating measures in measure catalog. It displays technical name, description, formula and definition of the selected measure. The above screen displays the details for measure Current Ratio. In the same way the details for other measures like quick ratio, ROI, ROA, asset turnover, debt ratio, debt-equity ratio, revenue growth ratio and net margin ratio is available in measure group ERP448 Team1 Financial Perspective under measure catalog ERP448 Fall 2008 Project Workplace
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must have a same start date so score will work very easily. In the screen at the right side, we can see how the start date can be entered and move further to next step by clicking on continue.
Available Objectives
Step #12: Setting-up the owner tab, status tab, value field tab, formula tab and graphics tab for measures.
After setting the measures, the next step consists of defining the characteristics of measures. It includes defining of owner which is ERP448 09, its status which will be system generated, value field
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which will be actual and plan value based on quarter, graphic which will be time series and value comparison graphics. In the right side we can see that graphics are assigned for measure Net Margin. In the same way all the other details will be inputted. If all these characteristics are not updated than measures will be shown as red color i.e. not activated, therefore, it is necessary to update all the details. The screen at the right displays the value field for measure Net Margin which is selected as actual and plan value based on quarter. We can change the period based on our requirement and even the values can be selected from a list.
However, at Morning Nourishment Cereal Company, while implementing the process of balanced scorecard a set of well-defined criteria was taken into consideration which is discussed below. A clear sense of direction: The Balanced Scorecard is an efficient tool for clearly defining long-term strategic goals in the form of corporate and business strategies that can be translated on the form of short-term activities. A profound understanding of business model: Identifying strategic objectives within the financial perspective of the scorecard and linking them in an expression of cause-and-effect relationships forces management team to apply system thinking and develop a holistic strategy covering all the financial aspects of the business. An ability to focus and prioritize: Focusing on a clearly defined corporate and business strategy will help our company to reduce the risk of loosing the sight of what they are trying to achieve. Organizational agility: Our Company is also focused to regularly check the balanced scorecard that whether it is doing what was actually planned and if there are any deviations, an immediate action will be taken to correct the same by replacing or modifying the measure.
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The above screen is the complete scorecard for ERP448 09; it displays all the three strategies, four perspectives below each strategy, objectives under financial perspective and measures under each of the objectives. The objectives highlighted in green are delegated to strategy improve financial performance while objective in blue is delegated to strategy better asset utilization. As the complete scorecard has green color which represents that theres no error or warnings and scorecard is activated and ready to use.
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The above screen is the overview screen for Scorecard ERP448 09 where we can only see the details of financial perspective because scorecard ERP448 09 is assigned to financial perspective. The selected date / period is 09/2008 and breakdown is Objective / Measure. In order to get the better view we can also select the tab for analysis, cause-effect chain, drilldown and scorecard comparison which facilitates different functions.
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Step #1: Creating Data Source General information tab The general information tab requires entering the short, medium and long description for the data source. It also provides the additional information like, name of the person who last changed the data source, and the time when these changes are made.
Extraction tab This is the tab from where actual data will be loaded to the SAP system. In the option Name of the File the system allows you to browse the file from desktop. The data format will be selected as CSV because the flat file to be loaded is also in the similar format, and finally in data separator, the sign will be changed to , as it will better support the CSV flat file.
Preview tab In this tab we can see the actual data loaded but it will be in the format which we have selected in Extraction Tab. All the headings will be in columns with detailed content or information in
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rows. We can also select the number field type in field screen based on which it will be displayed, it also facilitates the user to change the number of decimal points we are looking at and it can also be changed in fields tab.
Step #2: Creating Transformation This process gives a feel good feeling to the user because its like playing a video game where we have to carry something from the left end to its home at the right end. Similarly, in transformation also we require to connect the nodes from left side which is a Data Source to the similar InfoObjects in the right side which is InfoCube. The main purpose is to transform the loaded data in data source to InfoCube.
Step #3: DTP Confirmation This step is like a final ball of baseball game which requires the player to hit a home run, if he gets, its his luck and if cant better try in next game. Similarly, this step required the user that he should get all the green buttons which means NO error or even no warnings, if he gets the entire green button than it means data is successfully loaded in the InfoCube.
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References:
Articles by David P. Norton and Robert S. Kaplan o o o What is strategy? Balanced Scorecard, Transforming the BSC from performance measurement to strategic management, Putting scorecard to work, Having trouble with scorecard? Can bad things happen to good scorecards? EVA and Strategy
o o o o
Slides by Dr. Lea o o o o Measure Builder BSC Development SEM Configuration BW Queries Part I and Part II
WeSpy Consulting reports o o Financial Statements (Q2-Q6) Sales report, market report, material and prices report (Q2-Q6)
Slides by Mayur Raicar Loading a flat file to InfoCube Slides by Dr. Yu Creating a InfoCube (ERP345)
http://images.google.com/images? hl=en&q=strategy+map&btnG=Search+Images&gbv=2 http://en.wikipedia.org/wiki/Balanced_scorecard http://www.investopedia.com/university/ratios/
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