UNTR KPI Dashboard

Overview

This was a group project for my IT Organization Monitoring and Evaluation course in semester 5. The assignment was to design a Balanced Scorecard for a real company, and my group picked PT United Tractors, a heavy equipment and mining company under the Astra group. We split the scorecard's four perspectives, financial, customer, internal process, and learning and growth, across the team, and I took internal process: equipment uptime, supply chain reliability, ESG compliance, and digitalization progress.

The Build

What I Built

I designed the KPI table for internal process first: what each metric measures, the formula behind it, and the target. Since United Tractors' actual operational data is confidential, we worked with a simulated dataset instead. I set the parameters, target ranges, formulas, realistic patterns across five branches, and briefed an AI tool to generate a few years of monthly data from that spec, then cleaned it up myself in Power Query. One thing I caught there: the uptime numbers came in already scaled by 100, so I had to divide them back down before formatting them as a percentage in Power BI, otherwise the dashboard would have shown numbers off by a factor of 100. I built the dashboard page with year, quarter, month, and branch slicers so the four KPI cards and charts would respond together instead of sitting static.

What I Learned

This was my first real project in Power BI. I'd used Tableau and Looker Studio before, so a chunk of my early time went into learning how slicers and KPI cards actually worked, not just designing the KPIs themselves. There was also a point where I couldn't make it to an in-person team meeting, so I worked ahead on my part alone, and that turned into useful groundwork once the team reconvened. The biggest lesson was how much the underlying data structure shapes what you can actually show. Our dataset started out weekly, but the KPIs needed monthly numbers, so I had to fix that upstream before any of the charts could be trusted.

Outcome

By the end, three of the four KPIs on my page came in above target. Equipment uptime landed around 89 percent against an 85 percent goal, supply chain reliability around 90 percent against 85, and digitalization progress just cleared its 55 percent target. ESG compliance was the one that missed, sitting around 74 against a target of 80, and I kept that gap visible instead of smoothing it over, since the whole point of the dashboard was surfacing where things actually stood. Since the data was simulated, the win here wasn't the specific numbers. It was building something that could actually answer the question it was designed for: whether operations were tracking on plan across five branches, filterable down to a single month if leadership needed it.

Tools & Stack