- 1. 1 Cc bc xy dng h thng qun l ton din TPS (Total Performance
Scorecard) bng BFO UOBSME Date: March, 2013 ThomastanDa BizForceOne
Country Manager
2. 2 Agenda nh 1. H thng qun l ton dinTPS; 2. Xy dng h thng ISO
qun l 3. Xy dng h thng qui trnh (MIS) 4. Xy dng h thng KPIs 5. Xy
dng BSC v Strategy Map for TM, PBSC, TQM 6. M phng kch bn kinh
doanh; 7. Talent Management (TM); 8. Personal Balances Scorecard
(PBSC); 9. Phng php v thi gian t chc trin khai. 3. Sn phm/dch v cnh
tranh trn th trng (Dng hng) Gi tr ct li trong h sinh thi qun tr
(Dng ngi) Gi tr o lng KPI/KRI m t chc t c (Dng tin) Mi trng sinh
thi hc tp & pht trin/vn ha DN Kh nng sinh tn 4. * 1. Level 1:
Xy dng h thng ISO + nhn thc v h thng qun l + xy dng ISO 2. Level 2:
Xy dng h thng thng tin qun l (MIS) + Xy dng mi quan h gia cc b
phn/phng ban + Xy dng qui trnh + Xy dng bo co qun tr 3. Level 3: S
ha (in ton ha) h thng qun l MIS + T chc trin khai h thng qun l
(ERP/ERM/DRP/CRM) c h sinh thi nh h iu hnh doanh nghip BFO (hay h
sinh thi ngun m OpenERP, SAP ) 4. Level 4: Xy dng h thng nng sut
cht lng (KPI) + T h thng MIS -> Xy dng bng nng sut (KPI/KI/KRI)
+ S dng BI nh data warehouse, datamining hin th trc quan sinh ng cc
KPI bng biu (Dashboard) hay BIV 5. Level 5: Xy dng th im cn bng
PBSC, BSC v TQM: + Lin kt vi chin lc, theo bn chin lc (Strategy
map) + nh bin nhn s v nh gi ngun nhn lc (PBSC) 6. Level 6: Xy dng h
thng kim sot ni b v kt ni vi tm nhn, mision, core value + Review li
vn ha doanh nghip (chnh sch, ch , qui ch, dng chy, qui trnh) 5. Xy
dng h thng kim sot ni b kt ni vi vision, mision, Core value Review
li vn ha doanh nghip (chnh sch, ch , qui ch, dng chy, qui trnh). HT
KSNB Lin kt vi chin lc theo bn chin lc (Strategy map) nh bin nhn s
v nh gi ngun nhn lc (Talent Management & PBSC) OBSC, PBSC v TM
Nng sut cht lngTQM (KPI/KI/KRI) S dng BI nh data warehouse,
datamining hin th trc quan sinh ng cc KPI bng biu (Dashboard) hay
BIV H thng TQM (PI/KPI/KRI) T chc trin khai h thng qun l
(ERP/CRM/DRP/SCM) hng h sinh thi nh h iu hnh doanh nghip BFO Phn mm
qun l: ES (ERP/CRM/DRP/) Xy dng mi quan h gia cc b phn/phng ban +
Xy dng qui trnh + bo co qun tr. H thng thng tin qun l (MIS) Nhn thc
v xy dng h thng qun l ISOH thng qun l ISO THP H THNG QUN TR CHO H
THNG TPS 6. T ISO n qun tr in t (h iu hnh doanh nghip BOS) Quality
Policy Chnh sch cht lng Procedures, Work Instructions,
Specifications, Standards Th tc, hng dn cv, c t KT, tiu chun
Records Ghi nhn h s Cp(level)1 Cp 2 Cp 3 Cp 4 PLUS(tungSP)
MOS(Snxut) POS(Cungng) LOS(lnho) BOS H iu hnh DN Processes Qui trnh
How Bng cch Evidence Chng c 7. * 4 qui trnh tr ct ca BOSExceeding
Customer Expectations (vt th hiu) Vision / Mission / Values (tm
nhn/s mng/gi tr ct li) Customer Requirements (yu cu th trng)
Quality (Cht lng) Cost (Chi ph) Delivery (Phn phi) Leadership
Operating System LOS Purchasing Operating System POS Product Launch
System PLUS Manufacturing Operating System MOS 8. Human Capital
Answer Method Organization Capital Information Capital Attitude
(thi ) Skills (k nng) Knowledge (KT) Experience (KN) Environment
(Mi Trng) Systems (ng dng nh ERP, SCM, CRM..) Database (CSDL)
Networks (h tng mng) Front Office Culture (Vn ha) Leadership (lnh
o) Organization Development (pht trin t chc) Strategic Objectives
in Learning & Growth Mc tiu chin lc ci thin pht trin 9.
Long-term Shareholder Value Gi tr bn vng Revenue Growth (Tng doanh
thu) Improve Cost Structure Ci thin cu trc chi ph Increase Asset
Utilization Tn dng ti sn hin c Cost Efficiency (Gim chi ph)
Strategic Objectives in Financial Mc tiu chin lc ti chnh Expand
Revenue Opportunities Ph th trng Enhance Customer Value C cu khch
hng gi tr 10. Price Gi c Availability p ng Brand Thng hiu Service
Dch v Quality Cht lng Customer Acquisition Chim KH/Ph th trng
Customer Satisfaction Tha mn khch hng Customer Retention Chm sc KH
Customer Profitability Khch hng gi tr Market Share Th phn Strategic
Objectives in Customer Mc tiu chin lc khch hng 11. Operations
Management Processes (ERP) Customer Management Processes (CRM, DRP)
Innovation Processes (BEP, BCG, Biz Simulation) Regulatory and
Social Processes (TM, PBSC, e-ISO) Processes that produce and
deliver products and services Processes that enhance customer value
Processes that create new products and services Processes that
improve communities and the environment Supply (Cung ng) Production
(SX) Distribution (phn phi) (*) . Risk/Accounting (Ri ro/K ton)
Selection (la chn) Acquisition (k kt hp tc) Retention (Chm sc duy
tr) Growth (Cng pht trin vi KH) (**) New Ideas ( tng) R&D
Portfolio (NCPT) Design/ Develop (Thit k mu) Launch (a ra
Environment (mi trng) Safety & Health (Ch -qui ch) Employment
(Pht trin nhn s) Community (cng MIS Covering all Internal Process
Qui trnh chin lc (MIS) 12. * 1. Operation Management Process (ERP)
a) Supply process b) Production Process c) Distribution Process d)
Risk management process (Accounting) 2. Customer management process
(CRM+DRP) a) Selection b) Acquisition c) Retention d) Growth 3.
Innovation Process (Business simulation with BEP, BCG) a) New Ideas
b) R&D Portfolio c) Design/ Develop d) Launch 4. Learning and
growth Process (TM, PBSC and e-ISO) a) Environment b) Safety &
Health c) Employment d) Community 13. T chnh sch n qui trnh, th tc,
hng dn CV, c t KT v tiu chun 14. Identifying Key Performance
Indicators (KPI) 15. Vision Mission and Values Tm nhn, s mng &
gi tr ct li Strategy Chin lc Finance (Ti chnh) Customer (Khch hng)
Internal Business Process (Qui trnh ni b) HR Development (Pht trin
nhn lc) Key Performance Indicators Key Performance Indicators Key
Performance Indicators Strategic Objectives KPI = Measurement or
indicator that provides information on how far we have succeeded in
achieving the strategic objectives Key Performance Indicators (KPI)
Ch s hot ng chnh yu 16. KPIs trong BFO 17. Vision Mission Strategy
Integration between Corporate and Division/Department (bng im t b
phn -> cng ty -> chin lc v s mng) Corporate Scorecard
Division Scorecard The Division Scorecard is built by referring to
the corporate scorecard 18. Financial Customer Internal Process
Learning & Growth Corporate Finance Ti chnh Corporate Marketing
Tip th Production (SX) Supply Chain (C.U.) R & D (NCPT) HR (nhn
s) ICT (Cng Ngh) Corporate and Division Scorecard Bng im cng ty v b
phn 19. Corporate and Division Scorecard Sample from GE Lighting
Business Group Level of Organization Financial Customer Internal
Process Learning & Growth Corporate Scorecard Increase profit
margin Improve customer Increase inventory turns Increase level of
satisfaction level Improve internal process employee competency
Division Scorecard Optimize cost of production Improve customer
Increase inventory turns Increase level of Reduce inventory levels
satisfaction level Improve internal process employee competency
Plant Scorecard Optimize cost of production Increase percent of
Increase inventory turns Number of "on the Increase yields ratio on
time delivery Reduce number of defects job training" delivered
Increase labor productivity Reduce customer per million Number of
performance Reduce inventory levels complaints per million Improve
quality incoming coaching session materials Maintain optimum
equipment speed Frontline Employee Reduce waste Reduce equipment
downtime Number of "on the Scorecard Reduce overtime Reduce number
of poor job training" attended Increase production rates solders
Number of performance Reduce number of cracked coaching session
bulbs attended The above example shows how the scorecard at
corporate level is cascaded to division level, and further to plant
level and employee level. 20. Optimize HR Efficiency Ti u ha hiu qu
nhn s Drive Long term Shareholder Value nh hng gi tr bn vng Enhance
People & Organizational Effectiveness (Gia tng hiu qu t chc v c
nhn) Achieve HR Process Excellence t c qui trnh nhn s sut sc
Develop Strategic & Functional HR Competencies Pht trin ti nng
theo b phn Build Strategic Employee Competencies Pht trin ngun nhn
lc Drive Organizational Performance ng hng hiu sut t chc Enhance
Technology for HR To cng c IT cho nhn s Create Climate for HR
Action To khng kh sinh ng HR Strategy Map Template Mu bn chin lc
phng HR Financial Customer HR Internal Process Learning &
Growth Create Positive Work Environment (To mi trng lm vic tch cc)
Provide Quality HR Service (Cung cp DV nhn s cht lng) Provide High
Performance People (Cung cp nhn ti) 21. Optimize IT Efficiency Ti u
ha m hnh IT Drive Long term Shareholder Value nh hng gi tr bn vng
Enhance IT Impact on Enterprise Outcome (nh hng ca IT n kt qu kinh
doanh) Maintain a Reliable IT Infrastructure Duy tr c s h tng
Develop Strategic & Functional IT Competencies Pht trin ti nng
v IT Develop Effective Decision Support System Pht trin h thng h tr
ra quyt nh Propose and Deliver Transformational Applications Pht
kin & chuyn giao ng dng lin thng Enhance IT Tools that Enhance
the IT Function Tng cng c IT gia tng chc nng IT Promote
Customer-focused Culture Pht trin vn ha phc v KH IT Strategy Map
Template Mu bn chin lc phng IT Financial Customer IT Internal
Process Learning & Growth Deliver Consistent, High Quality IT
Service Cung cp dch v IT cht lng cao v thng nht Provide Business
Units with Innovative IT Solutions Cung cp b phn kinh doanh cc gii
php IT sng to 22. Optimize Marketing Efficiency Ti u ha hiu qu tip
th Drive Long term Shareholder Value nh hng gi tr bn vng Increase
Sales Revenue Tng doanh thu bn hng Develop Innovative Marketing
Communication Program Xy dng chin dch mrk sng to Develop Strategic
& Functional Marketing Competencies Pht trin ti nng tip th theo
ngnh Develop Marketing Business Intelligence Xy dng kch bn thng
minh Accelerate New Product Development Ideas Gia tng SP mi v tng
Enhance Technology for Marketing Cung cp IT h tr tip th Foster
Creative Thinking & Innovative Solutions Pht kin gii php sng to
Marketing Strategy Map Template Mu bn chin lc phng tip th Financial
Customer Internal Process Learning & Growth Create Satisfied
and Loyal Customers To khch hng tha mn & trung thnh Enhance
Brand Image Thng hiu Develop Effective Customer Relation Management
Pht trin quan h khch hng tt 23. Optimize Financial Efficiency Ti u
ha hiu qu ti chnh Drive Long term Shareholder Value nh hng gi tr bn
vng Enhance Finance Effectiveness on Enterprise Outcome Gia tng hiu
qu ti chnh vi kq kinh doanh Achieve Finance Process Excellence t
qui trnh ti chnh sut sc Develop Strategic & Functional Finance
Competencies Pht trin ti nng theo b phn Develop Financial
Information to Improve Decision Making Pht trin h thng h tr ra quyt
nh Ensure Compliance with Regulatory Requirements Hp chun v tun th
Use Technology to Improve Financial Information Delivery Tn dng
CNTT Finance Strategy Map Template Mu bn chin lc phng ti chnh
Financial Customer Finance Internal Process Learning & Growth
Deliver Responsive & Efficient Finance Operations Cung cp kp
thi & hiu qu hot ng ti chnh Provide Clear & Reliable
Required Disclosure Cung cp thng tin chnh xc tin cy theo ng yu cu
Promote Customer-focused Culture Vn ha phc v khch hng 24. If you
find this presentation useful, please consider telling others about
our site (www.bmi.vn) Implemented on Bizforceone as a Business
Operating System 25. 4 Perspectives in Balanced Scorecard 4 phm vi
qun tr trong BSC If we succeed, how will we look to our
shareholders? Nu chng ta thnh cng, chng ta s c c nhiu c ng u t ?
Phm vi ti chnh To achieve our vision, how must we look to our
customers? t c tm nhn, chng ta phi tm kim khch hng nh th no ? Phm
vi khch hng To satisfy our customers, which processes must we excel
at? tha mn khch hng, qui trnh no cn phi xut sc ? Phm vi qui trnh ni
b To achieve our mission, how must our organization learn and
improve? t c nhim v, t chc cn hc hi, ci thin ? Phm vi ci thin pht
trin The Strategy Chin lc 26. TRIN KHAI BSC TRONG BFO 27. Strategy
and Balanced Scorecard Chin lc v BSC Mission Why We Exist S mng tn
ti lm g ? Vision What We Want to Be Tm nhn ta s l g ? Core values
Whats Important to Us Gi tr ct li - ci g l quan trng ? Strategy :
Our Game Plan Chin lc: K hoch ca cuc chi Strategy Map : Translate
the Strategy Bn chin lc Balanced Scorecard : Measure and Focus Bng
cn bng im: o lng & tp trung Strategic Outcomes KQ chin lc
Satisfied Shareholders Tha mn NT Delighted Customers Khch hng tha
mnExcellent Processes Qui trnh xut sc Motivated Workforce Nhn vin y
phn khi 28. Cost Efficiency Chi ph hiu qu Long-term Shareholder
Value Gi tr bn vng Revenue Growth Tng doanh thu Price Gi c
Availability Sn sng Brand Thng hiu Service Dch v Quality Cht lng
Operations Management Processes Qui trnh hot ng Human Capital Vn
nhn s Customer Management Processes Qui trnh khch hng Innovation
Processes Qui trnh ci tin Regulatory and Social Processes Qui trnh
vn ha DN Organization Capital Vn t chc lnh o Information Capital Vn
cng ngh Strategy Map Framework Bn chin lc Financial Customer
Internal Process Learning & Growth 29. Bn chin lc trong BFO 30.
Improve Cost Efficiency Ci thin chi ph Enhance Long-term
Shareholder Value Gi tr doanh nghip Increase Revenue Growth Tng
doanh thu Enhance Brand Image Gia tng gi tr thng hiu Build High
Performance Products SP cht lng cao Achieve Operational Excellence
t qui trnh xut sc theo Moodys Develop Strategic Competencies Pht
trin ti nng Drive Demand through Customer Relation Management nh
hng nhu cu qua quan h KH Manage Dramatic Growth through Innovation
Kim sot gia tng t ph qua ci tin Implement Good Environmental Policy
Xy dng chnh sch & VHDN Build Learning Culture Xy dng vn ha ci
tin Expand Capabilities with Technology Tng nng sut bng CN V d v bn
chin lc Financial Customer Internal Process Learning & Growth
Expand Market Share Ph th trng 31. TRIT L QUN TR 3 DNG CHY CN BNG
NG TRONG H THNG TPS 32. M PHNG KCH BN KINH DOANH TRONG H SINH THI
QUN TR TPS Decision Information system H tr ra quyt nh Phn tch ri
ro - PDAC Xy dng tm nhn, s mng, gi tr ct li v mc tiu M phng cc kch
bn trong kinh doanh 33. HNH M PHNG KINH DOANH BNG BFO 34. CHIN LC
& HNH NG 35. Qun l ti nng trong h thng TPS 36. T s t chc ->
nh bin nhn s 37. T Taylor -> 38. 42 39. 43 40. 44 41. 45 42. 46
Trc nghim tnh cch theo Jung v kt hp vi kinh dch theo tng s hc trung
hoa ly qu mnh s trong app qun tr cuc i 43. 47 Qun l gia tc hiu mnh
bit ngi nhm qun bnh 4T trong cuc sng 44. PBSC - Qun Tr Cuc i PBSC
(vit tt ca Personal Balance Scorecard) dch l qun tr cuc i hay th im
c nhn. qun tr cuc i nh mt cng c cho s pht trin, hiu qu c nhn v s
trng thnh trong cuc sng, tp trung hon thin mi vic bn lm v cc la chn
pht trin tng lai. p dng cho: cc c nhn, nhng ngi hng dn, cc chuyn
gia t vn ngh nghip, cc vn phng tuyn dng v dch v vic lm. 45. 10 L do
to nn nn tng cho Personal Balanced Scorecard (PBSC) T rn luyn v qun
l bn thn Kh nng t hc hi v lm vic mt cch thng minh, sng to khi hiu r
v c tnh, ng lc v cc qu trnh din ra trong bn thn Tm ra s kt hp hon
ho gia hoi bo v hnh vi c nhn=> tng uy tn c nhn C s cn bng hiu qu
gia hoi bo c nhn v hoi bo t chc Gip qun l ti nng hiu qu Pht trin
vic hc tp theo nhm Gip cn bng gia cng vic v cuc sng ring t Loi b s
s hi ra khi t chc Gim s cng thng v mt mi trong t chc p dng PBSC
tuyn dng nhn s 46. Qun bnh cuc sng vi Personal Balanced Scorecard
(4T) Internal (Thn Thi hay tinh thn v th cht) - th cht v trng thi
tinh thn ca mt c nhn External (Tnh cm quan h x hi) quan h vi gia
nh, bn b, cp trn, ng nghip v nhng ngi khc Learning and development
(Tri thc v s nghip) cc k nng, kin thc v pht trin s nghip Financial
(Ti bc) s n nh v ti chnh. TM C = Financial (Tin bc) + Internal (Thn
thi tinh thn & th cht) TM A= External (Tnh cm) + Learning &
Development (tri thc) CN = Financial (Tin bc) + Learning and
Development (tri thc v s nghip) CT = External (Tnh cm & quan h
x hi)+ Internal (Thn thi) 47. Internal Tinh thn v th cht Theo di
tnh trng sc kho v cc thng s khc nhau ca cc tiu ch o lng sc kho; Ln
k hoch tp luyn, cha tr bnh tt: n king, tp th dc; Theo di v nhc nh
lch khm, cha bnh ca c nhn, t chc v cc thnh vin trong gia nh; Chc
nng chnh: Theo di trng thi sc kho ca cc c nhn v cc thnh vin; Theo
di lch khm cha bnh; Theo di cc chng trnh luyn tp; cha bnh 48.
External Tnh cm Quan h x hi Gip bn thc hin tt cng vic ca gia nh, t
hon thin tt cng vic ca t chc; Xc nh v duy tr trng thi cn bng cc mi
quan h c nhn, cc mi quan h gia nh v cc mi quan h trong cng vic; Xc
nh trch nhim ca c nhn vi gia nh, t nhm, phng ban, t chc v x hi; Gip
t chc qun l v pht huy ti nng trong t chc mt cch hiu qu, vic kt ni
qun tr cuc iv th im cn bng t chc vi nhau trong quy trnh qun l ti
nng l rt cn thit. o lng gi tr ca cc mi quan h v lin kt h tr cc s
kin, li ch 49. Learning & Development Tri thc v pht trin s
nghip Gip bn thc hnh v hon thin dn theo chu trnh: Lp k hoch Thc hin
nh gi Th thch; Gip bn o ng v nh gi kh nng thng tin trong vic hc hi
v pht trin, sng to; Gip bn thc hin cc kho hun luyn v theo di ci
thin lin tc bao gm: cuc sng, cng vic v qun tr nhn vin; Cn bng s i
hi ca t chc v mc tiu hc hi pht trin ca c nhn; gip nhn vin v nh qun
l nhn bit cc k nng cn phi pht trin p ng cho cng vic hin ti v c cc i
hi trong tng lai. Chc nng chnh: Theo di cc k nng, kin thc cn c t mc
tiu & thi gian cn t c; Theo di cc kho hc, mn hc v o lng cc kt
qu cn t c; Nhc lch hc, ln lp & k hoch nghin cu hc tp 50.
Financial Ti chnh Qun l thu chi ca c nhn, gia nh, ca t chc; Theo di
cc k hoch thu chi v cc d n u t; Phn tch hiu qu & nhc nh lch thu
chi. Chc nng chnh: Cn i thu chi; K hoch ti chnh c nhn; u t d n v nh
gi hiu qu. 51. S mnh c nhn Tm nhn c nhn Cc vai tr chnh ca cc nhn Yu
t quan trng dn n thnh cng c nhn Mc tiu c nhn Cc tiu chun nh gi hiu
qu Nhng hnh ng t ha thin c nhn Ti l ai? Ti ang i n u? Nhng loi quan
h no ti mun c vi mi ngi? Nhng yu t no lm cho ti c o? Ti mun t c iu
g? Lm sao ti o lng c cc kt qu ca mnh? Ti mun t mc tiu bng cch no?
52. Mi quan h gia cc yu t ca PBSC Hoi bo c nhn Cc yu t quan trng dn
n thnh cng c nhn Mc tiu c nhn Cc tiu chun nh gi hiu qu c nhn Kt qu
hng n Nhng hnh ng t hon thin c nhn 53. Li ch ca Personal BSC C nhn
Nh qun l - Gia tng s hiu bit v bn thn v lng t trng; - Nng cao tinh
thn tn tu ca nhn vin; - T th hin mnh - Gia tng s hi lng ca khch
hng; - Thch th v t gic tham gia vo cng vic hn; - Tng hiu qu lao ng
ca nhn vin; - Lm vic mt cch thng minh hn; - Khi dy ni lc ca nhn
vin; - S dng tt hn cng sut v nng sut tinh thn ca bn thn; - t ngh
lm, t thuyn chuyn cng vic v than phin v t chc; - Nng cao trch nhim
c nhn; - Trao quyn cho c nhn v nhm; - Kt ni cc thnh vin, lun cp nht
c cc s kin mi nht v c nhc nh. - Gia tng s i mi; - Qun l s a dng ho
hiu qu; V trn ht, t n hiu qu bn vng cho t chc. 54. People BSC in
BFO 55. 59 * 56. 60 * 57. 61 58. Key Components of The TPS Tha a
TPS Vision (Mission Statement) Longer-term direction of where the
company aspires to be, how and on what basis to compete. The Vision
will form the Blue Print for strategy formulation. Strategy Plan,
patterns of actions, and overall competitive themes that create and
sustain competitive advantage. KPIs and KRIs What needs to happen
to execute strategy successfully. Key Performance Indicators (KPIs)
must be: Actionable with clear Targets Associated with Business
Decisions Specific Measurable Enterprise Vision Strategy KPIs/KRIs
Measures Measures A unit of information, financial or
non-financial, that provides meaningful feedback to strategy
execution and success towards the achievement of the Key
Performance Indicators Scorecard Perspectives The four perspectives
along which value is created for the enterprise plus TQM (Lean
sigma, lean SCM, Kaizen, Fmea) OBSC, PBSC, TQM, TM, MIS 59. * Rough
Schedule for a TPS Xy dng Vn ha DN t ni kt Mission, Vision, Core
value n qui ch, Chnh sch Xy dng Th im cn bng OBSC, V TQM Xy dng ch
tiu nng sut cht lng PI/KPI /KRI S ha H.thng MIS (ERP CRM DRP Hay
ES) Xy dng H.Thng MIS Xy dng h thng ISO 12 to 16 weeks integrated
with BFO Interview Executive s workshop workshopworkshop On-going
NOTE: TPS has been integrated with BFO System 60. *Phng php t chc
thc hin h thng TPS Chun on, nghin cu kh thi Chun on - Kh thi Xy dng
quy trnh nghip v, bo co qun tr Phn tch - Thit k o to overview BFO,
table, entity, o to v chuyn giao Vn hnh h thng & H tr t xa Vn
hnh v h tr t xa 61. *c tnh ni bc ca phng php Bestfit 1 BMI cung cp
h iu hnh doanh nghip BFO c m ngun v qui trnh chun mc quc t; 2 BMI t
vn qui trnh MIS cho doanh nghip theo tiu chun ca GAMP vi cng ty
gar, FDA, USA v SOX, vi cng ty MOODY, v BSC ca Norton Kaplan gip
doanh nghip gi vn Quc t hay ln sn Quc t; 3 T chc thc hin d n bng i
ng trin khai t khch hng c chuyn giao cng ngh BFO. BMI chu trch nhim
iu phi v trch nhim cui cng; 4 BMI cng i ng BFO khu vc, CENFORD (quc
ni) nh gi v cp chng nhn hng nm vi nh t vn GAR v MOODY. 62.
Corporate Performance Management One accurate Measurement is worth
more than a thousand expert opinions - Admiral Grace Hopper
