Scorecarding can be a remarkably effective tool ““ but just like any other tool, it can be misused or misunderstood. In the worst cases it can cause more work and confusion than nothing at all. This article from Supply Chain Brain looks at six behaviors that people can fall into when utilizing 3PL Scorecarding. Something that can often trap users of a Scorecard is the desire to have everything ““ all measurements and evaluations possible through the use of the scorecard. This is dangerous simply because the time needed to update the scorecard will eventually outweigh the value of the scorecard itself. The solution posed by article author David Frentzel is to have all possible measurements pass the “so what” test. Is there anything being gained by the measurement? If it shows an extreme result, will that finding have a profound effect on anything? Another tip is to keep the scorecards as simple as possible: We live in a world where sophisticated graphics and special effects have become ubiquitous. But that doesn't always make them essential or appropriate for scorecards. In fact, companies that make their scorecards too visually or technically creative may find that it detracts from, rather than adds to, the scorecards' value, because the extra bells and whistles can make it difficult for users to be able to quickly identify and interpret what they're looking at. And once a scorecard becomes difficult to decipher, it's lost one of its primary purposes. In all, the advice is to keep the data relevant to what needs to be known, keeping it as timely as possible, and making sure that the actions taken by understanding that data have impact on the success of the project.