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The aim of this research is to evaluate the performance of regional power distribution using a Balanced Scorecard (BSC) model. Measurement indicators aligned with the operational objectives of the studied power distribution company were selected and mapped onto the company's strategic map. Experts and specialists reviewed and refined these indicators in the four perspectives of the Balanced Scorecard. Combining the model with Analytic Network Process (ANP) analysis process not only addressed the weighting problem for evaluation indicators but also resolved the issue of neglecting the existence of interdependencies and feedback loops between perspectives and indicators under each perspective. The results indicate that, according to the officials and experts of the company, financial, customer, internal process, and growth and learning perspectives are of importance in descending order among other perspectives. Using quantitative data and calculating the weighted achievement percentage, the final performance score of Zones one to seven was obtained. It shows that the company had good performance in Zones two, three, and seven, while it had average performance in Zones one and five, and weak performance in Zones four and six. Regarding the overall priority of the indicators, it was determined that the average duration of subscriber outages holds the highest importance, while the number of incident points resolved holds the least importance in assessing the company's performance.
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