Major supermarket and retail chains may conduct millions of transactions each year, and manage thousands of products and suppliers. Customer demand, greater competition, more channels, the challenges of time and scale, and a looming recession are also driving the need for agility and better performance. From the executive suite to the storefront, management juggles a variety of priorities, and must assign a value to each one based on their relative importance and the interaction among the processes that drive them. Then they can integrate these elements into a strategic plan and communicate the plan throughout the rest of the organization. This is the core value of scorecards.
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