GoodTymes Beverages, Inc. (GTB), makes a variety of powdered drinks for the consumer market. GTB sells into the wholesale market, where high priority is placed on obtaining the right amount of product at the right time, in the right place, and definitely at the right price. Lately GTB has been experiencing a high number of complaints from its wholesale customers, who claim that the final customer is returning large quantities of GTB’s product to their supermarket. When looking for replacement merchandise, the wholesalers are often met with stock outs—there simply is not any replacement stock. John Schilling, VP of manufacturing, has been tasked with getting a comprehensive look at how the company is performing. He compiles the following list of measurements.

Using this information, develop a balanced scorecard for GTB. How would you describe its performance for the month? Make a formal report and suggest some ways that GTB might look to improve its performance.

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Measure Value Theoretical capacity Normal capacity Actual output 500,000 packages 250,000 packages 180,000 packages % of packages with inadequate fll 25% Units delivered on time 120,000 packoges Standard cost per unit $125 Current cost per good unit $150 % of orders shipped complete 75% Final customer returns for quality problems 30,000 packages