電子產業為我國長期重點發展之產業，而平衡計分卡可謂最具效力之績效管理工具。個案公司為一國內被動元件製造廠，導入平衡計分卡專案時程約三年，本研究以分析策略性衡量指標的方式，探討平衡計分卡制度導入後實際執行情況，深入瞭解如何設計合適的策略性衡量指標，並設計指標診斷機制，以提供公司所需的衡量指標回饋。 　　本研究將策略性衡量指標系統之建立區分為「策略性衡量指標設計系統」、「策略性衡量指標診斷系統」，及「策略性衡量指標回饋系統」三大部分。簡而言之，本研究說明企業如何利用平衡計分卡實際進行管理，以策略性衡量指標為重點，將企業的策略至實際營運活動一以貫之，經營者同時能藉此思考企業可精進之處，此研究結果俾作為個案公司及後續企業執行平衡計分卡時之參考。 / The electronic industry in Taiwan is the key within the industry development policy, and the balanced scorecard is one of the most powerful tools of performance management. The object of the research is a domestic manufacture of passive components, which implements the case of balanced scorecard for three years. The research explores the implementation of balanced scorecard by analyzing the strategic performance indicator, building the system of indicator diagnosis, and offers the feedback of indicator for the company need. The research divides the analysis of strategic performance indicator into “the design of strategic performance indicator”, “the diagnosis of strategic performance indicator”, and “the feedback of strategic performance indicator”. In short, the research explains how the company use balanced scorecard to manage. Use a strong logic to link from the company’s strategy to every operating activity. CEO also can think about where the company can improve. The result of research could be the reference for the case and other companies