Balanced scorecard (BSC),a strategic performance management tool, provides nonud-financial performance measures which reflectuda more 'balanced' view of organizational performance. It has been extensively used inudbusiness industries, government agencies, and non-profit organizations worldwide particularly in aligning their business /management activities to the vision and strategy of their organizations.BSC can also improve internal and external communications, and monitor organizational performance against strategic goals.The BSC approach provides a clear prescription to organizations in identifying non-financial elements/components to be measured in order to 'balance' the financial perspective.The financial perspective is one of the key measures that are normally used in a tender evaluation process.The tender evaluation process is performed to determine and select suitable contractor for a particular project. Therefore, this paper aims to contributeudan understanding on the effective use of theudBSC and establish a conceptual framework forudan information technology (IT) projectudtender evaluation. The framework describes the objectives and organizes the measuresudor criterions for tender evaluation based on four different perspectives: financial, internal business process, customer and learning, and growth perspectives.
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