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This research uses the Balanced Scorecard (BSC) method to determine the performance of herbal medicine industries. This method illustrates the cause-and-effect relationship between the components supporting the performance achieved from each perspective. Nearly all herbal medicine industries can achieve their goals. The research utilises both primary and secondary data, with a sample of 40 respondents. The research instrument testing methods used are validity and reliability testing. For the analysis, the author utilises the BSC and Analytical Hierarchy Process (AHP) methods with Expert Choice software. The performance measurement results for the financial perspective are categorised as ‘Quite Good’, with a KPI improvement of 26.2% and a sales growth percentage KPI of 39%. For the customer perspective, the performance is rated ‘Very Good’, with a Customer Acquisition KPI of 38% and a Percentage of Resolved Complaints KPI of 100%. The internal business process perspective is rated ‘Good’, with a KPI of 0.8% for the Percentage of Defective Products and 25% for the KPI of Processing Innovation. Finally, the learning and growth perspective is rated ‘Quite Good’, with an Employee Satisfaction Index KPI of 77% and an Employee Turnover KPI of 5%.

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Designing Key Performance Indicators Based on the Sustainable Digital Balanced Scorecard for Herbal Medicine and Cosmetic Companies

  • 会议论文

  • 发表日期：

    2025年

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  • Anggia Kalista,
  • Sholihah Az-Zahro,
  • Moh Muhyidin Agus Wibowo

摘要

This research uses the Balanced Scorecard (BSC) method to determine the performance of herbal medicine industries. This method illustrates the cause-and-effect relationship between the components supporting the performance achieved from each perspective. Nearly all herbal medicine industries can achieve their goals. The research utilises both primary and secondary data, with a sample of 40 respondents. The research instrument testing methods used are validity and reliability testing. For the analysis, the author utilises the BSC and Analytical Hierarchy Process (AHP) methods with Expert Choice software. The performance measurement results for the financial perspective are categorised as ‘Quite Good’, with a KPI improvement of 26.2% and a sales growth percentage KPI of 39%. For the customer perspective, the performance is rated ‘Very Good’, with a Customer Acquisition KPI of 38% and a Percentage of Resolved Complaints KPI of 100%. The internal business process perspective is rated ‘Good’, with a KPI of 0.8% for the Percentage of Defective Products and 25% for the KPI of Processing Innovation. Finally, the learning and growth perspective is rated ‘Quite Good’, with an Employee Satisfaction Index KPI of 77% and an Employee Turnover KPI of 5%.