The main purpose of this study is to develop a sustainable healthcare supply chain performance measurement (SHSCPM) model, which simultaneously considers intangible characteristics and sustainability aspects to ensure customer and/or stakeholder satisfaction. This model combines a balanced scorecard (BSC) with a decision-making trial and evaluation laboratory (DEMATEL) and analytical network process (ANP). After the arrangement and classification of perspectives and indicators from a literature review, the strategy map of the BSC is designed with DEMATEL. Furthermore, this study used a survey with in-depth interviews of seven expert respondents to make a pair-wise comparison between perspectives and indicators in order to determine the weights of indicators, perspectives, and sustainability aspects on ANP. The study finds the following. First, the innovation and learning perspective that reflects intangible assets has the most influence on the others but is not important, while the customer perspective has the most importance for SHSC performance. Second, the economic aspect has the greatest weight, followed by social and environmental aspects. Finally, indicators of the financial and customer perspectives as drivers of SHSC performance consist of profit, quality of service, revenue, customer satisfaction, and stakeholder satisfaction. Further, indicators of the economic aspect of sustainability have the most effect on SHSC performance, followed by social and environmental aspects. Furthermore, human resources, as an intangible asset and key factor in social aspects, are main factor in improving SHSC performance.

Development of Performance Indicators Relationships on Sustainable Healthcare Supply Chain Performance Measurement Using Balanced Scorecard and DEMATEL

The objective of this paper proposes strategy for development of post-mining area at sub-district Pongkor gold mining, Bogor, West Java. The strategy of development designed using DEMATEL and ANP. The DEMATEL used to determine of important and influence level, then ANP used to determine potency weighted for development strategy. From the DEMATEL, 5 (five) potency from 8 (eight) is feasible to develop while post-mining of Pongkor gold mining, namely: training and education area, tourism of underground mine, natural & culture tourism, conservation area, and sports facilities. The development priority can determine based on weight of potency by ANP. Based on rank of weight by ANP, potencies for development are training and education area, tourism of underground mine, natural & culture tourism and conservation area.

This article aims to introduce intellectual capital performance measurement by the Skandia Navigator performance measurement model. Intellectual capital performance measurement is very related to human resources and information as intangible assets. A case study as a research object is a private hospital in Gresik, East Java. This study uses eighteen performance indicators based on a literature review. Based on the measurement, the indicator of innovation is not good. Innovation is usually related to human creativity. Besides, the performance indicator of organizational behavior, customer satisfaction, stakeholder satisfaction, and quality service needs more attention from management because performance decrease from period to period. Generally, all of the focus performance is good. Still, there is a need for continuous improvement, especially for financial focus, customer focus, and renewal and development focus because this focus has performance decrease from period to period.