Tesco Hindustan Service Centre, Bangalore, India

For one of the world's largest retailers, measuring and improving performance is a top-down affair. This article discusses how an India-based program delivery manager manages the supply chain portfolio for an U.K.-based international grocery and merchandising group. To ensure project results align with organizational goals, the company leverages the balanced scorecard approach to create key performance indicators (KPIs) and other metrics for its portfolio. The articles states that all KPIs fit into four areas: scope/requirements management, project delivery, resource management, and risk management. The article identifies the specific KPIs for each area. It also explains how all KPIs and metrics are captured in a dashboard, how the results are presented to senior management and executives, and how poorly performing projects are handled.
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