Research On The Application Of The Balanced Scorecard In Performance Management Of T Port Group Headquarters

With the international situation into the depth adjustment and rebalancing, the domestic economic situation has bidden farewell to the high growth trend for decades.The port industry is facing overcapacity, sluggish growth in the traditional port revenue and rising cost, and the enhancing of the economic benefits has encountered great difficulties.With the T group company's overall growth slowed down, how will the enterprise turn strategy into action, how to improve the core competitiveness, how to improve the driving force of the internal management of the group, the company headquarters plays a crucial role in the company's overall development. It is an effective way to develop the management of the group company in the overall development of the group, and to establish a scientific and effective performance management scheme.There are hundreds of years of development of performance management in foreign countries, and the performance management system is very mature, while the domestic performance management is put forward after the reform and opening up,especially at the end of the 90s when the country began to carry out performance evaluation in state-owned enterprises. There are target management, key performance indicators, 360 degree assessment, economic value added, balanced scorecard, etc,always as methods of performance management, The design of balanced scorecard has its originality, around the financial, customers, internal, learning and growth four dimensions,forming a set of measuring system,which reflects the short-term and long-term goals, financial and non-financial indicators, lagging and leading indicators,external and internal performance and the level of positive equilibrium. The four indicators are the layers of depth, which is a kind of reverse causality.In the past stage T port performance management played a certain role. But from the perspective of the current situation and environment, it has clearly failed to achieve the needs of business strategy and modern enterprise management. This paper has taken the logical thinking of performance management and the Balanced Scorecard theory as guidelines for the implementation of the diagnosis and exploration in the T port performance management. Based on the theory of Balanced Scorecard and the realization of "world-class enterprise" strategy and "long-term shareholder value", the corporate strategic map is drawn. On this basis, the performance management index is designed in all directions and multi-angle. In this paper, the design of performance management indicators has taken full account of income, market, customers, employees,systems and other traditional indicators, combined with the current port enterprises situations which are more targeted second-level indicators, such as loading and unloading revenue growth rate, the Bohai rim market share, strategic cooperation projects and the reduction rate of security incidents. Combined with the characteristics of state-owned enterprises, the implementation of the new program and the possible risks and response measures, this paper tries to enhance the operability of this article in the T Port Group performance management. It is hoped that the writing of this paper can play a certain reference function for the application of Balanced Scorecard in Port Enterprise Performance Management.