Sustainability balanced scorecard as a stratejic management system and a case study

As a result of developments in industrial environment, companies endeavor to sustain their presence in an increasingly competitive environment. In order to remain competitive, it is imperative for companies to implement contemporary management systems and evaluate their process performance. The Balanced Scorecard is a performance management tool that analyzes the relationship between tangible and intangible assets. Its ability to render business strategy visible has earned it the distinction of being a strategic management model. The adoption of sustainability as a measure of environmental and social awareness by companies has led to its inclusion in the balanced scorecard alongside intangible assets such as customers, internal processes, and learning and development dimensions. This has resulted in an increase in the significance of sustainability. The current study explicates the balanced scorecard approach as a strategic management framework, defining its different aspects. In addition to the initial identification of the four dimensions (namely financial, customer, internal processes, and learning and development), the process of integrating the sustainability dimension into the methodology is referenced. The Picture Fuzzy Analytical Hierarchy Process (PF-AHP) is a novel approach recently introduced in the literature. Its objective is to assign weights to the various dimensions, strategic goals, and critical success factors in a balanced scorecard. The initial step for a glass processing company involves the development of a balanced scorecard framework. This is achieved through the identification of strategic goals, dimensions, and critical success factors. Subsequently, the PF-AHP method is employed to determine the weights of the purpose, size, and critical success factors. The OMAX method is utilized to evaluate the performance of the specified indicators, and subsequently, a performance score is computed for the company by combining these scores with their respective weights. Furthermore, a computational approach is developed to evaluate the efficacy of the company in attaining its objectives, and the score for target attainment is computed. Consistent with the aforementioned computed scores, an interpretation of the company's performance is conducted, and recommendations for enhancement are proffered.