To justify the choice of the model of key performance indicators of shipping companies, a critical analysis of balanced scorecard models is performed, their strong and weak points are identified, as well as the possibility to adapt them to specific enterprises in the industry. The author proves the need to build an organized and balanced system of strategic metrics in the shipping business. The essence of key performance indicators (KPI) that are essential in achieving the goals and objectives in the organization of water transport is revealed. A comparative description of the principal balanced scorecard (BSC) models is given: BSC of David Norton, Robert Kaplan and David Parmenter; management system based on the measure of economic value added (EVA) and operating profit (EBITDA); company performance pyramid of C. McNair, R.Lynch and K.Cross; L. Maisel's model of strategic maps; effective performance and progress measurement (EP
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