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Driving Unsurpassed Performance Together: The Joint Scorecard

2007 was all about working together toward shared goals. This effective collaboration was demonstrated in a new communication tool unveiled in 2007, the BP-jobber joint scorecard. Sean Daley, Vice President of BP Midwest US Fuel Sales, and Jeff Lykins, BPAMA Chairman, gave an overview of the joint scorecard concept.

Daley and Lykins explained that BP customer boards and BP executives sat down together and defined their joint priorities and objectives, along with measurable goals for the year. Then they created a scorecard to measure the progress. The overall objectives were to provide clarity on priorities and deliverables, establish joint accountability around delivery, focus on operational excellence, and reinforce the collective commitment to growth.

How it works

The scorecard is divided into five categories that correspond to brand values, including brand, supply, partnership, programs and local marketing. It is designed to:

  • - Define the objectives of the jointly determined plan
  • - Provide universal clarity on priorities
  • - Keep score of how everyone is doing against the plan
  • - Make sure that "what we say we are going to do actually gets done."
“The scorecard provides clarity on the priorities and deliverables that we can share with everyone on a quarterly basis,” said Lykins. “It reminds us that there is joint accountability in our objectives and helps us focus on operational execution by both BP and jobbers.”

Scorecard Highlights from 2007

Strengthening brandscorecard
One of the major achievements has been in the area of brand, specifically, the Helios Power campaign, which has brought a lot of excitement about brand to the site level.

“BP may own the BP brand, but all of us have skin in the game,” said Lykins. “That brand is just as important to Lykins Oil Company as it is to BP. Your site experience is the BP brand experience, and it needs to be the same everywhere a consumer may go. That’s why I was so excited to see the Helios Power campaign. My friends noticed it. My kids have the ring tones on their phones. It’s something to get excited about, and it’s directly connected to our job of ensuring operational excellence at a site level,” noted Lykins.

Improving supply

“A top priority for the year was improving supply availability and communication,” said Daley, “we have spent the year working on supply issues. We are confident that we have laid a solid foundation, and we know there is still work to do.”

Daley told attendees that BP has set objectives regarding supply reliability and summarized what BP has done to communicate unplanned outages when they occur: These measures included implementing a 24/7 help line; implementing a system to promptly get the message out when unplanned outages occur; and developing a system to provide visibility of allocation at terminals.

The next wave of implementation coming down the pike, Daley informed convention attendees, is ‘Demand Forecasting.’ This will begin rolling out to all terminals in 4th quarter 2007, and should be operational nationwide in January 2008. “We could not have developed this program without the Supply Advisory Board and the jobbers around the country who have been piloting this initiative,” said Daley.

Partnership

Finally, the scorecard represents the new collaboration and deeper partnership between jobbers and BP as they come together on real issues. The work of customer boards has led to many long meetings, late-night phone calls, and, ultimately, real commitment on both sides of the table.

Our work to develop this scorecard has helped us to “challenge each other to do more, develop new opportunities and seek true excellence together,” concluded Daley.


“This is really unique in our industry,” said Lykins. “Who else asks us what we want them to accomplish, sets it as a goal, and then reports on it regularly?”