This paper presents how to objectively set up the process for activation of the future action plans from a supply chain Balanced Scorecard (BSC), aligning such an activation process to reach the main objectives and being able to save resources. Additionally, it also shows how to define supply chain business scenarios based on the future expected values of the Key Performance Indicators (KPI). Once the future business scenario has been chosen, the KPI values associated with this scenario will become the new KPI values of the BSC in order to align efforts and save resources Further, the strategic objectives associated with the KPIs may also be extensively retuned, thus redefining their target values. From the application carried out, there were four KPIs whose values needed, in absolute terms, to be increased and four other KPIs to be decreased. Additionally, the associated strategic objectives were retuned; for example, the value of the strategic objective “To reduce product development costs” was initially set in the BSC at 10 % but it was deduced to 8% as a consequence of the application of the proposal. As a result, this methodology has aligned all the future efforts of a whole supply chain in order to reach one point on a plane, which is a combination of interrelated supply chain KPI.

本文介绍了如何从供应链平衡计分卡（BSC）客观地设置激活未来行动计划的过程，如何使这种激活过程协调一致以达到主要目标并能够节省资源。此外，它还显示了如何根据关键绩效指标（KPI）的未来期望值定义供应链业务场景。一旦选择了未来业务方案，与该方案相关的KPI值将成为BSC的新KPI值，以协调努力并节省资源。此外，与KPI相关的战略目标也可能会被广泛调整，从而重新定义他们的目标值。从执行的应用程序来看，有四个KPI的绝对值需要增加，而其他四个KPI则需要减小。此外，重新调整了相关的战略目标；例如，战略目标“降低产品开发成本”的价值最初在BSC中设定为10％，但由于该提案的应用而被推算为8％。结果，这种方法使整个供应链的所有未来工作保持一致，以便在一个平面上达到一个点，这是相互关联的供应链KPI的组合。