Balanced Scorecard of Olam International- MyAssignmenthelp.com

Question: Discuss about theBalanced Scorecard of Olam International. Answer: Olam International is one of the leading agri-business operator and supplies products in some 70 odd countries. There are some 23000 customers which company is serving through means of employee strength of some 70000 people. The company has built leadership position in many fields like cocao, coffee, rice, cotton and cashew. In this assignment we will do assessment of the company based on the balanced scorecard template. It will provide us detail perspective on the company and how it is standing currently. Balanced Scorecard of Olam International Objective Achievement Financial To increase sales growth constantly Revenue for the year 2016 stood at S$20, 587 million compared to S$19052.6 million in 2015. This has been achieved due to higher sales as indicated by the volume sales. This also means that although volumes are rising sharply but revenue is not increasing in that proportion. Company is not able to command higher price which it would use to do previously. To increase Operating profit of the company every year The EBITDA of the company in 2016 stood at S$1202.8 million compared to S$1085.2 in 2015. This marks a jump of 10.8% during the year and is one of the desired objective achieved by the company. Customer Increasing customer base The company now serves 23000 customers which is very high compared to some 21500 it use to serve in 2015. Learning growth To be continuously learning There are many solutions available that provide some form of learning capabilities, but their suitability varies by organization size, geographic presence and industry experience Introducing learning Management System in the company Learning management system (LMS) supports the administration and management of learning programs, such as assessment, records management, provisioning of learning, management of training resources and reporting. Corporate learning suites were originally developed as independent solutions, but either through organic development or acquisitions now are often sold as part of broader HCM or talent management suites. Larger ERP and application vendors have made acquisitions in the past five years to compete more effectively in the learning market. Organization was successful in implementing a learning management system in 2016. Internal Business Process To diversify offering Company has been able to enter new market segments during the year. As seen in the financials of the company it was the growth of Confectionary Beverage Ingredients segment which actually lead to good growth numbers during the year. It was also supported by decent growth in Food Staples Packaged Foods. Vendor Management Software Planning Vendors generally target their solutions at specific market segments, and size of workforce is an important decision criterion. Solutions targeted to large global enterprise clients are unlikely to be a good fit for companies under 100 employees with a presence primarily in a single country, because the processes, implementation and complexity of the software required to scale to such a large size are often more than is needed for smaller organizations. Similarly, a solution well-suited for an organization of 500 employees may be challenged to scale its technology to handle the volumes and processing speeds required of a 20,000-employee organization; scaling such a vendor's sales, support and service organizations would likewise challenge its viability in the larger market References: Kaplan, R. S., Norton, D. P. (1995). Putting the balanced scorecard to work.Performance measurement, management, and appraisal sourcebook,66, 17511 Kaplan, R. S., Norton, D. P. (1996). Using the balanced scorecard as a strategic management system Kaplan, R. S., Norton, D. P. (1998). Putting the balanced scorecard to work.The Economic Impact of Knowledge, 315-324