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International Journal of Operations & Production Management

Evaluation of Bank Branches by Means of Data Envelopment Analysis


Taqi N. Al-Faraj Abdulaziz S. Alidi Khalid A. Bu-Bshait
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To cite this document:
Taqi N. Al-Faraj Abdulaziz S. Alidi Khalid A. Bu-Bshait, (1993),"Evaluation of Bank Branches by Means
of Data Envelopment Analysis", International Journal of Operations & Production Management, Vol. 13
Iss 9 pp. 45 - 52
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Evaluation of Bank Branches Data
Envelopment
by Means of Data Analysis

Envelopment Analysis
Taqi N. Al-Faraj, Abdulaziz S. Alidi and 45
Khalid A. Bu-Bshait Received February 1992
Revised December 1992
King Fahd University of Petroleum and Minerals,
Dhahran, Saudi Arabia

Introduction
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Measuring the relative efficiency of bank branches is a major issue of great


concern to bank administrators. An efficiency scale can be used as an objective
tool to assist in evaluating the branches, performance and suggest ways to
improve the quality of service provided. Additionally, the scale may be used
to assess the need for resources acquisition or redistribution.
The multiple features which bank branches may possess, or resources made
available to them, and the different types of services which they can provide,
mean that the problem of designing a scale to measure their relative efficiency
needs to be dealt with in a multidimensional environment. Charnes, Cooper
and Rhodes (CRR)[1] developed a multi-input, multi-output mathematical
programming model based on the single-input, single-output of the engineering
ratio idea of efficiency and Farrell's work[2] on activity analysis. The model
of CCR is used to evaluate empirically the relative efficiency of decision-making
units (DMUs) in the public and/or non-profit sectors. The CCR model is known
as Data Envelopment Analysis (DEA), since one first obtains boundaries or
envelopes from the data to be used for estimating the relative efficiency of each
DMU.
DEA has been used to study the relative efficiency in different fields such
as education[3,4,5], hospital administration[6], court systems[7] and air force
maintenance units[8]. DEA has also been used byVassiloglouand Giokas in [9]
to study the relative efficiency of bank branches. The input factors used in[9]
are given in terms of the contribution of labour to production in person-hours,
monetary values of supplies, square metres of branch floor-space and the number
of computer terminals. The output factors are given in terms of the numbers
of four types of transactions conducted at each branch. The classification of
transaction is based on the complexity of the transaction as identified by
responses from a sample of branch managers.
In this article, the DEA methodology is used to evaluate the relative efficiency
of branches of a bank, using more pertinent and inclusive input and output factors International Journal of Operations
than those used in[9]. The study has been applied to a set of branches of one & No. Production Management, Vol. 13
9, 1993, pp. 45-52. MCB
of the largest commercial banks in Saudi Arabia in an attempt to evaluate the University Press, 0144-3577
IJOPM relative efficiency of these branches in order to improve the quality of services
13,9 and utilize the available resources more efficiently. The results of the study
will help the bank administration to evaluate the performance of branches and
take the necessary corrective actions.

The Concept of DEA


The DEA methodology is a computational procedure originally proposed by
46 Charnes, Cooper and Rhodes. It simply states that a given decision-making
unit (DMU) is inefficient if some other DMU, or some combination of DMUs,
can produce at least the same amount of all outputs with less of some resource
input and not more of any other resource. Conversely, a DMU is efficient if
the above is not possible. CCR method is then a generalization of the single
input, single output absolute efficiency determination of classical engineering
and science to multi-input, multi-output relative efficiencies of a finite number
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of DMUs. The multi-input, multi-output situations are reduced to virtual single


input, single output ones through use of virtual multipliers and sums.
The single input, single output efficiency measure can be demonstrated by
a light bulb giving light from electric energy. The efficiency measure, then, is
the ratio of output/input measured in the same units. If the maximum relative
efficiency is considered, then the objective will be

To rate relative efficiency of each source j, where j 1, 2, . . . , n, then for j


= j0, we will be looking at

1, for all j

u, v 0

where also input vector Xj > 0 and output vector Yj > 0. The multipliers are
usually required to be strictly positive in the case of multi-input, multi-output.
However, the strict positivity requirements complicates the analysis without
providing much real benefit. Furthermore, the case where strict positive
multipliers are needed is not likely to be encountered in real-life applications.
Consequently non-negativity will be considered. The use of the multipliers,
u and v, will take care of possible differences in the units of measurement of
different inputs and outputs.
The efficiency measure of the light bulb demonstrates a single input, single Data
output case. But the DMUs might be schools where inputs are in terms of Envelopment
number of teachers, amount of materials, students, background measures, and Analysis
output in terms of performance scores of students in mathematics tests, language
tests, etc., i.e. multiple input and multiple output. In such situations, multi-
input, multi-output is reduced to virtual single input, single output, just like
the light bulb, through the use of virtual multipliers and sums. Explicitly, the
CCR measure of efficiency of the DMU for a specific DMU is given by the 47
following fractional linear programme:
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subject to

where n DMUs are to be analysed, each of which uses m inputs to produce


s outputs. The Xt] > 0 is the amount of input i used by DMU j; Yrj > 0 is
the mount of output r produced by DMU j. The decision variables of the problem
are the multipliers to be attached to each of i inputs, vik, and to each of r
output, urk, by DMU k. Hence there are n fractional linear programmes, one
for each of the n DMUs in the set. The objective function of the fractional
linear programme is the ratio of the total weighted output of DMU k divided
by its total weighted input. The n set of constraints requires DMU k to choose
the multipliers subject to the requirement that no other DMU would have an
efficiency greater than one, if it used the same multipliers.
Employing the method of Charnes and Cooper[10] for transformation of
fractional programming, the fractional linear programme is transformed into an
ordinary linear programme as follows:
IJOPM subject to
13,9

48

In the case of evaluating the performance of bank branches, each branch will
be considered to be a DMU. The efficiency of any branch is calculated by forming
the ratio of a weighted sum of outputs to a weighted sum of inputs, where the
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weights for both outputs and inputs are to be selected in a manner which
calculates the Pareto efficiency of the branch.
The original formulation of the efficiency ratio proposed by CCR[1], utilizing
physical levels of inputs and outputs, to determine the relative efficiency of the
jth branch, relative to the other n - 1 branches, on a scale of zero to one,
is given by the above transformed linear programme.
It is important to note that the DEA methodology defines a production frontier
for the efficient branch which, in an economic sense, represents the maximum
outputs attainable from any branch in the set, given the level of its inputs.
Moreover, the DEA methodology does not require the assumption of any
pre-specified functional form of the production function. Instead it approximates
an extremal production function in a piece-wise linear fashion and does not
require specification of a priori prices or weights. The actual weights are
calculated from the actual input and output observations for each branch.
The optimization procedure ensures that the particular branch being evaluated
is given the highest score possible by maximizing its relative efficiency ratio.
This is done, however, while maintaining equity for all other branches, since
the set of weights derived for a particular branch must be feasible for all of them.

Implementation of the DEA Methodology


The procedure for measuring the relative efficiency of bank branches using the
DEA methodology will be illustrated utilizing actual input-output data, for a one-
year period, for a set of 15 bank branches located in the Eastern province of
Saudi Arabia. In order to preserve the anonymity of the bank, its name has
been withheld.
Until 1950, the entire banking system in Saudi Arabia consisted mainly of
a few money exchangers, brokers and a branch office for The Netherlands
Trading Society. The establishment of the Saudi Arabian Monetary Agency
(SAMA), which was founded in 1952 as the country's central bank, helped in
the rapid development of the banking industry in Saudi Arabia. At present there
are three 100 per cent national banks and ten joint venture banks. Each of the
joint venture banks started as a branch of a foreign bank operating in the country Data
and ended up as a local foreign joint venture bank consisting of many branches. Envelopment
These joint venture banks were allowed then, like the other 100 per cent Analysis
nationally-owned banks, to open branches all over the country. Each bank tries
to capture a large proportion of the local banking market by establishing as many
branches as are needed.
The relative efficiency of each branch is computed using actual observed values
for input and output factors. The input factors which are considered in this study 49
are those which are controlled by the bank administration. They are as follows:
the number of employees working in the branch, the percentage of employees
with college degree, the average number of years of experience which the
employees have at a branch, an index for location, an index for the rank of the
highest authority, an index for expenditure on decoration, an index for the average
monthly salaries, an index for other operational expenses and an index for
acquired equipment. Data for the input factors are shown in Table I.
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Seven output factors, related to the branch relative efficiency, are considered.
They are as follows: the monthly average net profit, the monthly average balance
of current accounts, the monthly average balance of savings accounts, the
monthly average balance of other accounts, the monthly average of mortgages,
an index for loans, and the number of accounts. Data for the output factors
are shown in Table II.

Index for
Employees Highest Index for the Index for
with Average authority expenditure average other
Number college number of rank on decor- monthly operational
Branch/ of degree years of Location index ation salaries expenses
input employees (%) experience index (%) (%) (%) (%)

Damnum 103 8 12 10 100 30 100 27


Khobar 86 6 8 10 89 100 26 16
Dhahran 82 3 5 10 33 26 6 3
Thuqbah 20 15 5 5 19 18 10 2
Abdulaziz
Street 18 17 7 5 14 22 10 3
Industrial
Dammam 15 20 9 10 16 4 7 2
Al-Hassa 73 5 6 10 65 15 15 7
Hafar
Al-Batan 17 12 5 10 18 13 8 1
Jubail 11 9 4 5 12 17 7 1
Industrial
Jubail 24 13 6 10 20 3 15 4
Airbase 13 7 3 5 11 26 4 1
Suwaiket 40 10 10 5 6 5 10 2
North
Khobar 20 20 7 10 9 6 6 1
Abqaiq 7 14 3 2 10 9 7 100 Table I.
Qaisoma 6 16 2 5 6 1 4 7 Data for the Input
Factors
IJOPM
Average Average Average
13,9 monthly balance balance Average Average
net of current of savings balance value of
profit accounts accounts of other mortgages Index Number of
Branch/ (millions (millions (millions accounts (millions of for loans current
output of SR*) of SR*) of SR*) of SR* SR*) (%) accounts

50 Dammam 21.57 483.66 351.75 8,822.16 48.64 100.00 42,608


Khobar 19.60 319.54 29.14 1,101.69 98.16 73.95 37,834
Dhahran 3.36 66.33 19.46 0.00 0.00 1.49 10,420
Thuqbah 4.98 86.57 23.16 10.85 0.22 0.30 21,356
Abdulaziz
Street 0.02 0.04 0.00 0.27 0.00 1.14 12,025
Industrial
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Dammam 0.93 17.47 20.42 44.29 0.54 4.89 2,534


Al-Hassa 7.63 203.62 244.67 23.47 70.94 19.84 25,477
Hafar
Al-Batan 1.92 31.74 26.14 1.37 0.25 0.33 9,134
Jubail 0.86 21.84 33.29 1.30 1.40 0.38 7,341
Industrial
Jubail 2.91 35.54 33.29 506.25 0.00 7.08 14,253
Airbase 0.01 0.02 31.52 0.00 0.00 0.05 6,839
Suwaiket -0.02 0.09 0.02 0.00 0.00 0.04 200
North
Khobar -0.12 0.01 0.00 0.00 0.00 0.18 972
Abqaiq 0.29 20.48 1.61 1.50 0.00 0.23 4,576
Table II.
Data for Output Qaisoma 0.33 6.70 1.82 0.00 0.00 0.16 6,742
Factors

The selection of the output factors should represent the objectives of the
bank. It is also important to identify the input factors used to provide these
outputs. Additionally, increasing an input should increase one or more of the
outputs, if efficient process is assumed. Input and output measures are to be
designed so as not to favour either large or small DMUs. The above input
and output factors are based on extensive consultation and personal interviews
with administrators of several banks, who also indicated that profitability of
branches should not be the sole criteria to determine whether to close the
branch or not. Loss may be due to certain factors which may be controllable
and hence corrective action can be taken, which may transform the loss into
a profit.
In this study the relative efficiencies for 15 branches of the bank are evaluated.
The results are presented in Table III. Indices are used for some of the input
and/or output factors in order to incorporate several items of different weights
in a single input or output factor.
Branch name Efficiency Data
Envelopment
Dammam 1.00 Analysis
Khobar 1.00
Dhahran 1.00
Thuqbah 1.00
Abdulaziz Street 1.00
51
Industrial Dammam 0.66
Al-Hassa 1.00
Hafar Al-Batan 1.00
Jubail 1.00
Industrial Jubail 1.00
Airbase 1.00
Suwaikat 0.16
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North Khobar 0.18 Table III.


Abqaiq 1.00 Relative Efficiency
Qaisoma 1.00 Values of Bank
Branches

As shown in Table III, the relative efficiency of 12 branches is one, which means
that those branches are performing very well. The Industrial Dammam branch
has an efficiency of 0.66; hence this branch is attaining only 66 per cent of the
level of outputs of the efficient branches with the same level of resources. For
this branch to be efficient, every output factor should be simultaneously increased
by 34 per cent of its current value. Similarly, every input factor may be
simultaneously decreased by the same percentage. The same analysis can be
applied to other inefficient branches.

Summary and Conclusions


Data Envelopment Analysis (DEA) has been widely used to measure the relative
efficiency of decision-making units in non-profit organizations. Administrators
of profit-oriented organizations usually rely on profitability as a relative efficiency
measure. Although profitability of bank branches is considered to be the main
indicator for efficiency it should not be the sole criterion to determine the relative
efficiency of a bank branch. Loss may be due to certain factors which may be
controllable and hence corrective action can be taken which may transform the
loss into profit.
In this article the DEA has been applied to a set of branches of one of the
largest commercial banks in Saudi Arabia in an attempt to evaluate the relative
efficiency of these branches in order to improve the quality of services and
utilize the available resources more efficiently. The results of the evaluation
will help to identify the inefficient branches and pinpoint the shortfalls. Branches
which continue to be inefficient for several consecutive periods are those which
should be reorganized, relocated or closed.
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