Estimate your round score from your operating numbers
Enter the points from your own scorecard page
Exact mode. Type the points you actually earned next to each metric. Change the maximum if your course uses different weights — the totals update either way.
Track your score across the whole simulation
Enter each completed round's total. The calculator projects where you finish and tells you what you need to average in the rounds left.
How the Capsim Balanced Scorecard Works
The Balanced Scorecard is how Capsim turns a messy set of business outcomes into a single number, and in most courses it is the largest single component of the grade. It borrows Kaplan and Norton's framework and scores your company across four perspectives, each worth a quarter of the round.
| Perspective | Points | What it measures |
|---|---|---|
| Financial | 25 | Stock price, profits, leverage |
| Internal Business Process | 25 | Contribution margin, plant utilisation, working capital, stock-outs, inventory carry |
| Customer | 25 | Buying criteria, awareness, accessibility, product count, SG&A |
| Learning & Growth | 25 | Employee turnover, productivity, TQM reductions |
The design is deliberate: you cannot win by maximising one perspective. A team that drives profit by cutting all promotion loses customer points faster than it gains financial ones, and a team that buys every TQM initiative without regard to payback loses on profits and leverage.
Round score versus recap score
Most simulations score each round out of 100 and then add a cumulative recap at the end covering the whole game. Your instructor configures both, so check your own scorecard page for the exact weights. Every field in this calculator is editable for that reason.
Where Teams Lose the Most Points
Leverage outside the band
Capsim rewards leverage between roughly 1.8 and 2.8 and penalises both sides. Teams carrying almost no debt lose points for being under-leveraged, which surprises people who assume debt is always bad. Teams that funded expansion entirely with bonds drift above 2.8 and lose points for risk.
Plant utilisation below 100%
Running a plant at 70% means you bought capacity you are not using, and you pay depreciation on all of it. Utilisation between 100% and 180% earns full points, which means a second shift is not a failure — it is the simulation telling you your capacity purchase was appropriately sized. The capacity vs second shift calculator checks where you sit on that band.
Inventory carrying cost and stock-outs at the same time
It sounds impossible but it is common: overproduce one product while stocking out on another. Both cost points, and both come from the same root cause, which is forecasting per product rather than in aggregate. Fix it in the sales forecast calculator.
Awareness and accessibility left to decay
Both decline each round if you stop spending. Teams that cut marketing to rescue a bad profit round usually lose more customer points than they gain financial ones, and then spend two rounds rebuilding what they gave away.
TQM bought too late
TQM initiatives reduce material cost, R&D cycle time and admin cost, but the reductions build over several rounds. Money spent in round six barely pays back before the simulation ends. Teams that fund TQM in rounds three and four collect points every round afterwards. The same timing logic applies to plant: see the automation payback calculator.