Performance evaluation accounting with inputs non-discretionary factors in an integrated BSC-DEA methodology

Measuring the performance of a production system has been an important task in management for control, planning, etc. The Balanced Scorecard (BSC) allows us to do just that. BSC is widely used in government and industry because of the clear representation of the relationship and logic between the Key Performance Indicators (KPIs) of 4 perspectives-financial, customer, internal process, and learning and growth. Conversely, traditional studies in Data Envelopment Analysis (DEA) view systems as a whole when measuring efficiency, ignoring the operation of individual processes within a system. We present and demonstrate a multi-criteria approach for evaluating every project in different stages. Our approach integrates the BSC and DEA and develops an extended DEA model. The input and output measures for the integrated DEA-BSC model are grouped in “cards,” which are associated with "BSC". With efficiency decomposition, the process that causes the inefficient operation of the system can be identified for future improvement. Finally, we illustrate the proposed approach with a case study involving six banking branches.