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Question: Discuss about thePerformance Management and Control. Answer: Formulate a Balanced Scorecard for AMCOR that include one lag indicator and one lead indicator to support each objective. Make sure that your chosen performance measures relate specifically to AMCOR. Objective Lagging indicator Leading indicator Number of packages produced packages per day. For this objective the lagging indicator is counting the actual number of packages produced per day. The leading indicator in this case is measuring the speed with which each employee is delivering on his or her work. E.g. how fast is each employee performing his or her duties, say number of machines calibrated in one minute per employee? (Niven, 2010) Quality of the packages produced per day. The lagging indicator is checking those packages that meet minimum quality requirements against those produced packages that do not meet minimum quality requirements. The leading indicator is measuring the efficiency of the human resources while at work in terms of ensuring right quantity of inputs are adhered to for package production. E.g. Ensuring machines have correct readings and calibrations. (Niven, 2010) Customer service experience For this objective lagging indicator is checking customer product reviews in the company website. I.e. those happy Vs those unhappy. The leading indicator here is by measuring how each employee performs when it comes to handling customers for those employees who interact with clients and for those who doesnt, this can be done by checking product reviews on the company website on the products under their line of production. If the reviews are good then they have good customer service. The converse is true. (Hannabarger, Economy, Buchman, 2013) References Hannabarger, C., Economy, P., Buchman, F. (2013). Balanced scorecard strategy for dummies. Hoboken, N.J.: John Wiley Sons. Niven, P. (2010). Balanced Scorecard Step-by-Step. Hoboken: John Wiley Sons, Inc.