Using the Balance Scoring Card (BSC) to Improve Strategic Performance (In Manufacturing Companies in Sudan)

Abstract

This research aims to explain the relationship between Using the Balanced scorecard (BSC) and the Improvement of Strategic Performancein Sudanese manufacturing companies As a result of receiving the submission documents of the companies who participate in the Quality and Excellence Award in (SMT and GiadCompanies Group). The researcher noticed the weakness of the records of strategic performance of the participating companies in the last three rounds of the Award. Twenty manufacturing companies were selected then the most senior and influential person in terms of their effect on strategic performance were selected, namely, the chief executive officer, quality advisor, and strategic management advisor. A questionnaire was designed and distributed to 46 respondents representing 76.6% of a total of 60 persons. The result revealed that there is a considerable relationship between using the BSC and the improvement of strategic performance in the selected companies. Also, the result showed a positive impact of using the BSC on each step of strategic performance from strategic planning to improvement. These findings revealed that those companies that use the BSC have the opportunity to improve their strategic performance in future more than those who did not use it. The research recommends companies to use the BSC as an effective tool to improve their strategic performance. The research also recommends conducting further performance researches about how to improve the strategic performance.