أثر تطبيق نموذج الجيل الثالث(bsc Iii) لبطاقة الأداء المتوازن لقياس الأداء الإستراتيجي للمؤسسات النفطية – دراسة حالة مؤسسة نفطال )مقاطعة الوقود الوادي 2014- 2020( -

Abstract

This study aimed to assess the impact of the application of the BSC III model of the balanced scorecard to measure the strategic performance of the oil enterprises - Case study of Naftal (boycott of the valley of the valley). The second reason is the lack of studies in the oil sector related to the balanced scorecard. - The collection of information and data was carried out through a series of direct interviews that we conducted with heads of departments and some employees, as well as extracting a set of data and indicators from the institution's documents ) 2018 – 2014 ( . - The results also showed that the Naftal Public Corporation relies on two main axes in the first place, namely the financial axis and the customer axis to measure its strategic performance, and this is what helped it to build strategic maps to measure its performance, leading to the development of the third and fourth axes of the balanced scorecard represented in the axis of internal operations and the axis of development and growth. This is part of a deliberate strategic plan that began in 2014, especially after the increase in the competition market in its field and the emergence of new poles in the market.