APPLYING THE BALANCED SCORECARD (BSC) METHOD TO ENHANCE OPERATIONAL PERFORMANCE IN MANUFACTURING ENTERPRISES IN HO CHI MINH CITY

Abstract

This study discusses and analyzes the significance and utility of the Balanced Scorecard (BSC) in evaluating the operational performance of manufacturing enterprises (MEs). The author employs the Covariance-Based Structural Equation Modeling (CB-SEM) to investigate the topic. The survey targets representatives from leadership, specifically the Board of Directors and the Management Board of MEs in Ho Chi Minh City (HCMC), with a sample size of 456. The research results identified five factors influencing BSC implementation, which include: Management Perception, Business Strategy, Methodology and Technical Implementation, Employee Competency, and Level of Information Technology Application. The study also affirmed that the application of the Balanced Scorecard positively contributes to enhancing the operational performance of manufacturing enterprises in HCMC.