Aerospace PCF Comparision.xlsx

Copyright 2015 APQC and IBM

AEROSPACE AND DEFENSE PROCESS CLASSIFICATION FRAMEWORKVERSION NUMBER 6.1.0GENERATED ON 7/27/2015

For more information about the PCF, visit www.apqc.org/pcf


AEROSPACE AND DEFENSE PROCESS CLASSIFICATION FRAMEWORKVERSION NUMBER 6.1.0GENERATED ON 7/27/2015

For more information about the PCF, visit www.apqc.org/pcf


UNDERSTANDING THIS FILEThis file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended to communicate the various aspects of the framework necessary to interpret it and make full use of its intended capabilities.

These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly on [email protected] or +1-713-681-4020.

PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used throughout APQC's open standards benchmarking as a way to relate measures, questions, and other materials back to specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by the process element. It will be consistent across releases as long as the conceptual meaning does not change.

Hierarchy ID is the human-readable index number corresponding to this specific process element on each row. This number will not be consistent across releases - meaning that a process element may have a different hierarchy ID among a set of releases.

Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarking library for this specific process element. For more information, please visit http://www.apqc.org/osb



UNDERSTANDING THIS FILEThis file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended to communicate the various aspects of the framework necessary to interpret it and make full use of its intended capabilities.

These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly on [email protected] or +1-713-681-4020.

PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used throughout APQC's open standards benchmarking as a way to relate measures, questions, and other materials back to specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by the process element. It will be consistent across releases as long as the conceptual meaning does not change.

Hierarchy ID is the human-readable index number corresponding to this specific process element on each row. This number will not be consistent across releases - meaning that a process element may have a different hierarchy ID among a set of releases.

Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarking library for this specific process element. For more information, please visit http://www.apqc.org/osb


Copyright 2015 APQC and IBM 7 of 733

PCF ID Name10002 1.0 Develop Vision and Strategy Y10003 2.0 Develop and Manage Products and Services Y10004 3.0 Market and Sell Products and Services Y10005 4.0 Deliver Products and Services Y10006 5.0 Manage Customer Service Y10007 6.0 Develop and Manage Human Capital Y10008 7.0 Manage Information Technology Y17058 8.0 Manage Financial Resources N19207 9.0 Acquire, Construct, and Manage Assets N16437 10.0 Manage Enterprise Risk, Compliance, Remediation and Resiliency N

10012 11.0 Manage External Relationships N10013 12.0 Develop and Manage Business Capabilities Y

Hierarchy ID

Metrics available?


PCF ID Name10002 1.0 Develop Vision and Strategy Y17040 1.1 Define the business concept and long-term vision N10017 1.1.1 Assess the external environment Y10021 1.1.1.1 Analyze and evaluate competition N10022 1.1.1.2 Identify economic trends N10023 1.1.1.3 Identify political and regulatory issues N10024 1.1.1.4 Assess new technology innovations N10025 1.1.1.5 Analyze demographics N10026 1.1.1.6 Identify social and cultural changes N10027 1.1.1.7 Identify ecological concerns N10018 1.1.2 Survey market and determine customer needs and wants N10028 1.1.2.1 Conduct qualitative/quantitative assessments N10029 1.1.2.2 Capture and assess customer needs N19693 1.1.2.3 Model customer, fleets and aircraft demand N10019 1.1.3 Perform internal analysis N10030 1.1.3.1 Analyze organizational characteristics N10031 1.1.3.2 Create baselines for current processes N10032 1.1.3.3 Analyze systems and technology N10033 1.1.3.4 Analyze financial positions N10034 1.1.3.5 Identify enterprise core competencies N10020 1.1.4 Establish strategic vision N10035 1.1.4.1 Align stakeholders around strategic vision N10036 1.1.4.2 Communicate strategic vision to stakeholders N16792 1.1.5 Conduct organization restructuring opportunities N16793 1.1.5.1 Identify restructuring opportunities N16794 1.1.5.2 Perform due-diligence N16795 1.1.5.3 Analyze deal options N16796 1.1.5.3.1 Evaluate acquisition options N16797 1.1.5.3.2 Evaluate merger options N16798 1.1.5.3.3 Evaluate de-merger options N16799 1.1.5.3.4 Evaluate divesture options N10015 1.2 Develop business strategy N10037 1.2.1 Develop overall mission statement N10044 1.2.1.1 Define current business N10045 1.2.1.2 Formulate mission N10046 1.2.1.3 Communicate mission N10038 1.2.2 Evaluate strategic options to achieve the objectives N10047 1.2.2.1 Define strategic options N10048 1.2.2.2 Assess and analyze impact of each option N14189 1.2.2.3 Develop sustainability strategy N14190 1.2.2.4 Develop global support strategy N19694 1.2.2.5 Develop shared services strategy N14197 1.2.2.6 Develop Lean/continuous improvement strategy N19695 1.2.2.7 Develop outsourcing strategy N

Hierarchy ID

Metrics available?

C2

Develop vision and strategy establishes a direction and vision for an organization. It involves defining the business concept and long-term vision, as well as developing the business strategy and managing strategic initiatives. Processes in this category focus on creating a vision, a mission, and strategic objectives, and culminate in creating measures to ensure that the organization is moving in the desired direction.

C3

The Define the business concept and long-term vision process group encompasses four processes related to developing an organization’s strategy and business design. First, the organization assesses the external environment, which provides insight into the operating framework. Next, the organization surveys the market, which provides insight into business opportunities and customer desires. Third, there is an internal analysis of the organization’s characteristics, which assesses how it matches market requirements and opportunities; this process results in the ability to define internal core capabilities. Finally, the organization defines a strategic vision that states long-term goals. This process group forms an organization’s strategic direction.

C33

The Develop business strategy process group encompasses the development of an organization’s mission statement, strategy, and business design. The first step is to develop a mission statement that clarifies the reason for the organization. The next steps are to define key steps in realizing the vision and to develop strategic options to achieve objectives. Implications of strategic options should match the organization’s internal capabilities, which are then transformed into a long-term business strategy. After the organization’s strategy is defined, functional and process strategies are developed to coordinate with the overarching vision. Based on the requirements set through these processes, an organizational design is created and goals are defined. The formulation of business unit strategies is the final process in this group.


PCF ID NameHierarchy

IDMetrics

available?10040 1.2.3 Coordinate and align functional and process strategies N10041 1.2.4 N

10049 1.2.4.1 Evaluate breadth and depth of organizational structure N10050 1.2.4.2 Perform job specific roles mapping and value-add analyses N10051 1.2.4.3 Develop role activity diagrams to assess hand-off activity N10052 1.2.4.4 Perform organization redesign workshops N10053 1.2.4.5 Design the relationships between organizational units N10054 1.2.4.6 Develop role analysis and activity diagrams for key processes N

10055 1.2.4.7 Assess organizational implication of feasible alternatives N10056 1.2.4.8 Migrate to new organization N10042 1.2.5 Develop and set organizational goals N10043 1.2.6 Formulate business unit strategies N10016 1.3 Manage strategic initiatives N10057 1.3.1 Develop strategic initiatives N10058 1.3.2 Evaluate strategic initiatives N10059 1.3.3 Select strategic initiatives N10060 1.3.4 Establish high-level measures N

Create organizational design (structure, governance, reporting, etc.)

C58

Manage strategic initiatives focuses on actions, projects, or programs that enable an organization to realize its strategy and achieve goals. It includes analyzing the operating environment for the development of strategic initiatives. Strategic initiatives are evaluated and the most appropriate initiatives are selected for execution. It is critical to follow the progress of execution so that the impact of the initiatives is identified. Refer to 12.2 Manage portfolio, program, and project for additional information on managing strategic initiatives.


Change What change What DocumentNONONONONONONONONONONONONOYES New AdditionNONONONONONONONONOYES New AdditionYES New AdditionYES New AdditionYES New AdditionYES New AdditionYES New AdditionYES New AdditionYES New AdditionNONONONONONONONOYES New AdditionYES New AdditionYES New AdditionYES New AdditionYES New Addition


Change What change What DocumentNO 1.2.3 Select long-term business strategy (10039) replacedNO

NONONONONO

NONONONONONONONONONO


PCF ID Name Change

10003 2.0 Develop and Manage Products and Services19696 2.1 Perform governance and program management YES10061 2.1.1 Manage product and service portfolio NO10063 2.1.1.1 NO

10066 2.1.1.2 NO

10074 2.1.1.3 Prioritize and select new product/service concepts NO10073 2.1.1.4 Plan and develop cost and quality targets NO10075 2.1.1.5 Specify development timing targets NO10076 2.1.1.6 Plan for product/service offering modifications NO10067 2.1.2 Manage product and service life cycle NO10077 2.1.2.1 Introduce new products/services NO10078 2.1.2.2 Retire outdated products/services NO10079 2.1.2.3 Identify and refine performance indicators NO11740 2.1.3 Manage product and service master data YES11741 2.1.3.1 Manage materials master lists NO11742 2.1.3.2 Manage bills of material NO11743 2.1.3.3 Manage routings NO11744 2.1.3.4 Manage specifications NO11745 2.1.3.5 Manage drawings NO11746 2.1.3.6 Manage product/material classification NO11747 2.1.3.7 Develop and maintain quality/inspection documents NO11748 2.1.3.8 Maintain process specification data NO11749 2.1.3.9 Manage traceability data NO11750 2.1.3.10 Review and approve data access requests NO16825 2.1.4 Manage and control design of products and services YES19941 2.1.4.1 NO

16826 2.1.4.2 Review infringement of patents and copyrights YES16827 2.1.4.3 YES

19697 2.1.4.4 YES

19698 2.2 Generate and define new product/service ideas YES10065 2.2.1 Perform discovery research NO10070 2.2.1.1 Identify new technologies NO10071 2.2.1.2 Develop new technologies NO10072 2.2.1.3 NO

19699 2.2.2 Generate new product/service concepts YES10064 2.2.3 Define product/service development requirements NO10068 2.2.3.1 NO

10069 2.2.3.2 Identify potential new products and services NO

Hierarchy ID

Evaluate performance of existing products/services against market opportunitiesConfirm alignment of product/service concepts with business strategy

Conduct mandatory and elective external reviews (legal, regulatory, standards, internal)

Determine patent and copyright needs for the products and servicesDefine product technical documentation management requirements

Assess feasibility of integrating new leading technologies into product/service concepts

Identify potential improvements to existing products and services

C2

Develop and manage products and services represents the process groups "management of the product and service portfolio" and "develop of products and services."

C4

This process group encompasses all processes associated with product and service portfolio management, including the analysis of the current portfolio compared to market opportunities and the definition of requirements for new/evolved products and services using that analysis. This group also includes activities related to the alignment of new additions to the portfolio with corporate business strategy as well as the management of the product or service lifecycle. Preliminary research and development falls in this group, under 2.1.3 Perform discovery research.

C5

The Evaluate performance of existing products/services against market opportunities process is used to identify gaps between existing product/service capabilities or performance levels and the current market demand, available technologies, and customer requirements. This process culminates in the decision of whether or not to proceed with investments in the development of new deliverables. Input gathered from customers through exercises such as focus groups assess marketplace need. In addition, input can be gathered from internal or third-party service organizations to support the product/service evaluation. Although the marketplace may look for new technologies or techniques to enhance existing products and services, customers may not be willing to pay more for them. Accordingly, remember that perfection can be the enemy of good enough. Find out exactly what customers are willing to pay for, and ensure that efforts do not exceed the parameters of the development business case. This is especially important for global products where cost and availability issues may be more apparent.

C6

Having evaluated the market needs and specified the requirements for new product or services, the Confirm alignment of product/service concepts with business strategy process is a reality check prior to significant investment by the organization. It ensures that the new product/service concepts are in line with overall business strategy. This process plans and develops the cost, quality, and risk targets for the new products/services. This process can also be used in the prioritization and timing of development activities if there are a number of concepts vying for funding or other scarce resources. This process is most useful when the business strategy is current. If the strategy is outdated, this process may trigger a review of the corporate business direction and drivers.

C11

The Manage product and service life cycle process describes how new products and services are conceived, introduced to the market, supported, and retired. This process also encompasses how new product performance in the marketplace is monitored and continuously improved. Introduction of the new product/service may be timed to coincide with key marketing opportunities. Products and services should be retired when their marketplace or cost effectiveness begins to decline below a predetermined threshold. Once a product or service has reached marketplace maturity, its performance indicators should be continuously refined.

C28

Review Patentability & Infringement Activities : Usage of Open Source in commercial Product development to be reviewed with regard to licensing, community development etc.

C35

The Perform discovery research process encompasses those tasks and decisions associated with early-stage research and development—when product/service assumptions are greater than knowledge. Based on the gap between current product/service characteristics and new/changing requirements (from the marketplace, customers, or other business forces), organizations use this process to identify and develop new technologies in support of a new product. This process also includes an assessment of how feasible it is to incorporate those new or potential technologies into products and services. This process guides the funding and documentation of preliminary research and development projects and ensures that any findings (related to feasibility of technology or other recommendations) carry over to stage-gate processes that drive overall product/service development. Consider the ramifications of being too “bleeding-edge” (as opposed to being on the leading or cutting edge) with new products. Key stakeholders in the supply chain or marketplace may not be ready to adopt the latest and greatest technologies, increasing the risk that the product or service will not succeed or be adopted.

C37

The Define product/service development requirements process encompasses the identification and capture of new product/ service requirements or potential improvements to current products/services. This process entails collaboration with members of the supply chain to ensure the feasibility of what is being defined in the requirements. For example, a product with manufacturing requirements that supply chain cannot currently fulfill requires a corporate decision to either upgrade manufacturing capabilities or abandon the new product. Enterprise-level effects and needs must be considered. Depending on the nature of the final product or service, these requirements are often defined as a set of abilities, such as availability or reliability, that influence product development decisions.


PCF ID Name ChangeHierarchy

ID

19700 2.3 Design, build, and test product/service YES10080 2.3.1 Design and prototype aircraft YES11694 2.3.1.1 Plan product development NO11695 2.3.1.2 Plan product resource requirements NO10083 2.3.1.3 Assign resources to product/service project NO10084 2.3.1.4 Prepare high-level business case and technical assessment NO10085 2.3.1.5 Develop product/service design specifications NO10086 2.3.1.6 Document design specifications NO10087 2.3.1.7 NO

19701 2.3.1.8 Confirm internal design / production capabilities YES11696 2.3.1.9 Determine procurement requirements NO11697 2.3.1.10 Determine manufacturing/tooling requirements NO11698 2.3.1.11 Determine quality/inspection requirements NO11699 2.3.1.12 Determine service/maintenance requirements NO11700 2.3.1.13 Finalize process design NO11701 2.3.1.14 Prepare preliminary product cost model NO10088 2.3.1.15 Build prototypes NO10089 2.3.1.16 Eliminate quality and reliability problems NO10090 2.3.1.17 NO

10091 2.3.1.18 Identify design/development performance indicators NO18090 2.3.1.19 Establish service and warranty parameters YES11702 2.3.1.20 Conduct, monitor, and manage engineering efforts NO19702 2.3.1.21 Obtain aircraft type certification YES10092 2.3.1.22 YES

11703 2.3.2 Manage configuration NO11704 2.3.2.1 Manage engineering change notices (ECNs) NO11710 2.3.2.2 Manage effectiveness of ECN NO11715 2.3.2.3 Maintain product/process data NO11716 2.3.2.4 Manage transfers of product data NO19703 2.3.2.5 Reconcile configuration perspectives YES10081 2.3.3 Test market for new or revised products and services NO10093 2.3.3.1 Prepare detailed market study NO10094 2.3.3.2 Conduct customer tests and interviews NO10095 2.3.3.3 Finalize product/service characteristics and business cases NO10096 2.3.3.4 Finalize technical requirements NO10097 2.3.3.5 NO

19704 2.4 Prepare for production or service delivery YES11717 2.4.1 Develop and implement manufacturing/services NO11718 2.4.1.1 Determine process requirements and specifications NO11719 2.4.1.2 Plan process development NO11721 2.4.1.3 Determine procurement requirements NO

Conduct mandatory and elective product-level external reviews (legal, regulatory, standards, internal)

Conduct in-house product/service testing and evaluate feasibility

Collaborate on design with suppliers and contract manufacturers

Identify requirements for changes to manufacturing/delivery processes

C41

The Design, build, and evaluate product and services process describes the core engineering design and development of any new product/service introduction or existing product/service upgrade. The process includes planning the development of the product/service and assigning resources to deliver the plan. Building on the research and development efforts carried out earlier in the development lifecycle, these process activities further define the engineering intent based on customer specifications and input from marketplace gap analysis. Further detailed specifications may be developed as part of this process to ensure compliance to original requirements. This process can also include collaboration with customers to review progress and ensure compliance; with suppliers to stay current on any changes in requirements; and, where applicable, with regulatory bodies for product or service certification. Cross-functional collaboration, in parallel with the pure design definition, will enable the capture and honing of manufacturing, tooling, production, quality, inspection, and in-service requirements. With the design underway, organizations may chose to create physical or virtual prototypes of the products to aid with compliance certification. They may also conduct customer acceptance testing to eliminate, as early as possible, any quality or reliability problems.

C70

The process Test market for new or revised products and services is a more detailed iteration of the marketplace analysis that took place earlier in the product development lifecycle. The results from this in-depth analysis will help the organization finalize product/service characteristics and technical requirements and also identify any needed changes in the manufacturing and delivery processes that support market delivery. To prepare a detailed market study that accounts for any changes in the global environment, the organization may want to conduct a series of interviews, workshops, and focus groups with potential and existing customers.



ID

11722 2.4.1.4 Determine manufacturing/tooling requirements NO11723 2.4.1.5 Determine quality/inspection requirements NO11724 2.4.1.6 Determine service/maintenance requirements NO11725 2.4.1.7 Finalize process design NO11726 2.4.1.8 Refine cost model with process cost data NO11727 2.4.1.9 Plan for product launch NO11728 2.4.1.10 Gain approval for product launch NO11729 2.4.1.11 Conduct and monitor product launch NO11730 2.4.2 Plan product resource requirements NO19942 2.4.2.1 Coordinate capital asset plan impact NO11732 2.4.2.2 Coordinate facilities plan impact NO11733 2.4.2.3 Coordinate strategic sourcing impact NO11734 2.4.2.4 Coordinate integrated capacity plan impact NO11735 2.4.2.5 Coordinate manufacturing schedule impact NO11736 2.4.2.6 Coordinate human resources plan impact NO11738 2.4.2.7 Coordinate impact on sales forecast NO11739 2.4.2.8 Coordinate impact on financial plan NO19705 2.4.2.9 Confirm readiness status of facilities YES11679 2.4.3 Prepare for production and marketplace introduction YES10098 2.4.3.1 NO

10099 2.4.3.2 Design and obtain necessary materials and equipment NO10100 2.4.3.3 Install and validate production process or methodology NO11383 2.4.3.4 Introduce new product and/or service commercially YES11384 2.4.3.5 Determine plan for new product development and introduction YES

11385 2.4.3.6 YES

11386 2.4.3.7 Identify licensing and co-branding opportunities YES11387 2.4.3.8 Plan preliminary media buys (print, television, radio) YES11388 2.4.3.9 Begin initial creative/advertising development YES11389 2.4.3.10 Develop sales communication plan YES11390 2.4.3.11 YES

11391 2.4.3.12 Disseminate new item and price information YES11392 2.4.3.13 YES

11399 2.4.3.14 YES

11751 2.4.4 Manage transfers of product data NO11752 2.4.4.1 Review and approve requests for data transfer NO11753 2.4.4.2 Collect data from internal sources NO11754 2.4.4.3 Initiate transfer/request for transfer NO11755 2.4.4.4 Confirm receipt/transmission of data NO11765 2.4.4.5 Estimate demand by program, contract and customer NO

Develop and test prototype production and/or service delivery process

Develop product/service launch plans (e.g. timelines, retail communication strategies)

Design preliminary sales collateral, point-of-sale (POS) and promotion prototypes

Coordinate introduction of products and sunset obsolete products with retailers/distributorsManage questions and issues associated with product introduction



ID

11416 2.5 YES

11417 2.5.1 Monitor production runs YES11418 2.5.2 Request engineering change YES11419 2.5.3 Manage engineering change orders YES11420 2.5.4 Identify product/service design and configuration changes YES11421 2.5.5 Capture feedback to refine existing products and services process YES

11422 2.5.6 YES

Support and implement changes to product manufacturing and service delivery process

Identify manufacturing/service delivery process performance indicators


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PCF ID Name Change

10004 3.0 Market and Sell Products and Services YES10101 3.1 Understand markets, customers, and capabilities YES10106 3.1.1 Perform customer and market intelligence analysis NO10108 3.1.1.1 Conduct customer and market research NO10114 3.1.1.1.1 NO

10109 3.1.1.2 Identify market segments10115 3.1.1.2.1 Determine market share gain/loss10110 3.1.1.3 Analyze market and industry trends10111 3.1.1.4

10112 3.1.1.5 Evaluate existing products/brands10113 3.1.1.6 Assess internal and external business environment10107 3.1.2 Evaluate and prioritize market opportunities10116 3.1.2.1 Quantify market opportunities10117 3.1.2.2 Determine target segments10118 3.1.2.3

10119 3.1.2.4 Validate opportunities10120 3.1.2.4.1 Test with customers/consumers12410 3.1.2.4.2 Confirm internal capabilities10104 3.2 Develop and manage marketing plans10148 3.2.1

10149 3.2.2 Establish marketing budgets10155 3.2.2.1 Confirm marketing alignment to business strategy10156 3.2.2.2 Determine costs of marketing10157 3.2.2.3 Create marketing budget10150 3.2.3 Develop and manage media10158 3.2.3.1 Define media objectives10159 3.2.3.2 Develop marketing messages10160 3.2.3.3 Define target audience10161 3.2.3.4 Engage media provider10162 3.2.3.5 Develop and execute advertising11253 3.2.3.6 Develop and execute other marketing campaigns/programs11254 3.2.3.7 Assess brand/product marketing plan performance10151 3.2.4 Develop and manage pricing10163 3.2.4.1 Determine pricing based on volume/unit forecast10164 3.2.4.2 Execute pricing plan10165 3.2.4.3 Evaluate pricing performance10166 3.2.4.4 Refine pricing as needed10152 3.2.5 Develop and manage promotional activities10167 3.2.5.1 Define promotional concepts10168 3.2.5.2 Plan and test promotional activities10169 3.2.5.3 Execute promotional activities

Hierarchy ID

Understand consumer needs and predict customer purchasing behavior

Analyze competing organizations, competitive/substitute products

Prioritize opportunities consistent with capabilities and overall business strategy

Establish goals, objectives, and metrics for products by channels/segments

C2

The "market and sell products and services" category contains process groups related to understanding markets, customers, and capabilities; developing marketing strategies; executing marketing plans; developing sales strategies; developing and managing marketing plans; and managing sales partners and alliances.

C3

C4

In the Perform customer and market intelligence analysis process, an organization researches the market and collects/ reviews data about its customers. This may be accomplished through surveys, secondary research, customer feedback repositories, customer conversations, polls, etc. Contacting and/or profiling existing customers is a key way to determine which marketing strategies work and which do not. During this process, the organization also looks internally at its existing offerings and at the current business environment, gathering data and charting trends. The information collected here will be used in process 3.1.2 Evaluate and prioritize market opportunities. Before starting this process, identify your target buyer, any obstacles in reaching that buyer, and risks associated with entering that market. Redefine this target buyer if research reveals new markets and potential customers. Importantly, map out the customer buying cycle during this process. Determining the customer buying cycle allows marketing and sales to reach customers before budgets are locked and at optimal times of the year.

C13

During the Evaluate and prioritize market opportunities process, an organization takes the information and analysis gathered in process 3.1.1 Perform customer and market intelligence analysis and determines which opportunities exist to connect with customers in the marketplace. Organizations typically begin by identifying where new touch points can be gained or where new customer bases may exist. Then, those opportunities are prioritized according to the resources, strategic direction, and availability of the organization. Organizations also segment customers into meaningful categories during this process and verify that the opportunities identified can be pursued from every angle of the business.

C20

Based on strategy established within “develop marketing strategy” and through coordination with sales strategies established in “develop sales strategy,” the organization creates specific plans to market its offerings to customers within this process group. This process group includes processes for making budgets, identifying and developing media, pricing products and services, managing packaging, managing marketing content and promotional activities, tracking and responding to customer insight and monitoring measures established within “develop marketing strategy.” Additionally, in this process group, organizations take action on plans made in earlier processes. Here, marketing and customers are managed and measured along with any supporting materials.

C21

C22

In the Establish marketing budgets process, an organization ensures that marketing plans align with business strategy and, based on those links, determines how those plans should be budgeted. This includes making cost assumptions, forecasting return on investment, and attributing the costs to the appropriate areas of the business. This process is often accomplished prior to process 3.1.1 Perform customer and market intelligence analysis; the timing will differ from organization to organization, depending on the budgeting schedule and which departments handle that process.

C26

The Develop and manage media process involves any kind of media the organization chooses to use to market its offerings to customers. The choice of media should be determined based on customer characteristics and market strategy. This process includes the sourcing and engagement of media providers as well as the actual creation of media materials and the messages they contain. Defining the ultimate objectives for each piece of media and assessing the performance of media against marketing plans and projections also take place here Begin this process early, engaging with public relations firms and external contacts well in advance of campaigns. Give the media time to gain interest.

C34

During the Develop and manage pricing process, the organization determines pricing plans for its offerings based on forecasted sales and the characteristics of its customers. This process is ongoing throughout the lifecycle of a product or service and depends on market, customer, sales, and production costs. Activity 3.4.4.3 Evaluate pricing performance can be executed at any time to reexamine pricing thresholds and schedules, and changes can be made in activity 3.4.4.4 Refine pricing as needed.

C39

The Develop and manage promotional activities process encompasses all activities related to conceptualizing, testing, executing product/service/brand promotions. Once a promotion has launched, this process continues as the organization tweaks parts of the promotion or chooses to use ideas or lessons learned during the promotion in future activities. The promotion’s performance according to organizational measures is also evaluated in this process. Determine early on whether you need third party help with promotion. You may need to purchase lists, consult with social media experts, hire seasonal staff, or pay for additional research



ID

10170 3.2.5.4 Evaluate promotional performance metrics10171 3.2.5.5 Refine promotional performance metrics10172 3.2.5.6 Incorporate learning into future/planned consumer promotions

10153 3.2.6 Track customer management measures10173 3.2.6.1 Determine customer loyalty/lifetime value10174 3.2.6.2 Analyze customer revenue trend10175 3.2.6.3 Analyze customer attrition and retention rates10176 3.2.6.4 Analyze customer metrics10177 3.2.6.5

10154 3.2.7 Develop and manage packaging strategy10178 3.2.7.1 Plan packaging strategy10179 3.2.7.2 Test packaging options10180 3.2.7.3 Execute packaging strategy10181 3.2.7.4 Refine packaging11757 3.3 Perform business development11758 3.3.1 Develop marketing strategy11759 3.3.1.1 Identify and assess issues, trends in marketplace11760 3.3.1.2 Review commercial industry and government needs11761 3.3.1.3 Conduct marketing studies11762 3.3.1.4 Develop enterprise sales forecasts11763 3.3.2 Focus and plan tactical marketing11764 3.3.2.1 Develop short term marketing forecast11765 3.3.2.2 Estimate demand by program, contract and customer11766 3.3.2.3 Forecast sales by program, contract and customer11767 3.3.2.4 Identify customer requirements11768 3.3.2.5 Identify sales opportunities11769 3.3.2.6 Influence customer11770 3.3.3 Conduct program development11771 3.3.3.1 Segment feasible opportunities11772 3.3.3.2

11773 3.3.3.3 Match opportunities to business strategy11774 3.3.3.4 Evaluate fit with corporate goals and business strategy11775 3.3.3.5 Identify external funding constraints11776 3.3.3.6 Identify internal and external non-funding constraints11777 3.3.3.7 Identify internal funding constraints11778 3.3.3.8 Develop program structure11779 3.3.4 Bid and proposal development11780 3.3.4.1 Refine customer requirements11781 3.3.4.2 Receive Request For Proposal (RFP)/Request For Quote (RFQ)

11782 3.3.4.3 Review RFP/RFQ request11783 3.3.4.4 Perform competitive analysis

Revise customer strategies, objectives, and plans based on metrics

Evaluate opportunities likelihood of developing into Request For Proposal (RFP)/Request For Quote (RFQ)

C46

The Track customer management measures process focuses on the analysis of customer data in order to refine strategy and marketing plans. These measures are primarily quantitative, but qualitative information can be used as well. Focus on the value of customers and their responsiveness to marketing campaigns and promotions to determine priorities and tactics for reaching customers more effectively.

C51

C52

Within the Develop and manage packaging strategy process, organizations determine how to physically package their products to facilitate transportation, preservation, and brand communication. Marketing, product development, and supply chain functions typically work together in this process to develop packaging that functions properly (for transport, storage, delivery, etc.), informs the customer of how to use the product, attracts customer attention, and grows brand awareness. This process includes the planning and testing of packaging for a product as well as the actual execution and ongoing improvement of the packaging. Execution activities will vary by organization depending on which departments handle the actual design, manufacturing, and application of the physical package. Marketing may hand off these tasks completely or may remain involved. In any case, marketing should evaluate the effectiveness and value of the packaging on an ongoing basis.



ID

11784 3.3.4.5 Verify match with strategic/tactical plans11785 3.3.4.6 Validate customer requirements11786 3.3.4.7 Develop project structure11787 3.3.4.8 Identify staffing requirements11788 3.3.4.9 Develop pricing and scheduling estimates11789 3.3.4.10 Conduct profitability analysis11790 3.3.4.11 Submit bid11791 3.3.4.12 Review proposal and approval by submitter11793 3.3.4.13 Receive notification11794 3.3.5 Develop business relationships11795 3.3.5.1 Identify strategic partnering opportunities11796 3.3.5.2 Define roles and responsibilities of partnerships11797 3.3.5.3 Validate partnership plan with strategic marketing objectives11798 3.3.5.4 Support strategic business partnerships11799 3.3.5.5 Communicate partnership objectives11800 3.4 Perform integrated business planning11801 3.4.1 Plan demand11802 3.4.1.1 Review existing pipeline for existing and/or backlog demand11803 3.4.1.2 Review existing pipeline11804 3.4.1.3 Review government trends and check for updates in policies11805 3.4.1.4 Project sales pipeline by product/market11806 3.4.1.5 Develop annual sales plan by product/market11807 3.4.1.6 Consolidate sales plan by segment/business unit/corporation

11808 3.4.2 Plan operations11809 3.4.2.1 Transfer sales plan to operations planning11810 3.4.2.2 Perform capacity planning11811 3.4.2.3 Perform logistics planning11812 3.4.2.4 Perform inventory planning11813 3.4.2.5 Perform maintenance planning11814 3.4.2.6 Perform sourcing planning11815 3.4.2.7 Perform tooling planning11816 3.4.3 Plan financials11817 3.4.3.1 Identify cost centers/profit centers/activities/rates11818 3.4.3.2 Create master data11819 3.4.3.3 Calculate direct costs11820 3.4.3.4 Calculate indirect costs11821 3.4.3.5 Project revenues from sales plan11822 3.4.3.6 Prepare projected income statement by legal entity11823 3.4.3.7

11824 3.4.3.8 Prepare projected balance sheet by legal entity11825 3.4.3.9

Prepare projected income statement by business unit/managers entity

Prepare projected balance sheet by business unit/managers entity

C84

C124



ID

11826 3.4.3.10 Prepare projected cash flow by business unit managers entity

11827 3.4.3.11 Prepare projected cash flow by legal entity11828 3.4.3.12 Prepare consolidated income statement11829 3.4.3.13 Prepare consolidated balance sheet11830 3.4.3.14 Prepare consolidated cash flow11838 3.5 Manage contracts and programs11839 3.5.1 Determine contract and program requirements11840 3.5.1.1 Identify contract type11841 3.5.1.2 Record contract data11842 3.5.1.3 Evaluate risks and assumptions11843 3.5.2 Plan and schedule program11844 3.5.2.1 Determine procurement11845 3.5.2.2 Refine order of magnitude estimate11846 3.5.2.3 Identify and schedule production11847 3.5.2.4 Reevaluate risk and assumptions11848 3.5.2.5 Identify and schedule qualified suppliers11849 3.5.2.6 Complete detailed production schedule11850 3.5.2.7 Refine work breakdown structure11851 3.5.2.8 Develop network task11852 3.5.2.9 Include program in budget11853 3.5.2.10 Validate funding against corporate plan11854 3.5.2.11 Obtain approval for funding11855 3.5.3 Execute program11856 3.5.3.1 Execute tasks11857 3.5.3.2 Record program milestones11858 3.5.3.3 Collect direct costs11859 3.5.3.4 Collect indirect costs11860 3.5.3.5 Collect revenues11861 3.5.4 Control and manage contracts and program performance11862 3.5.4.1 Prepare subcontractor reports11863 3.5.4.2 Support financial reporting11864 3.5.4.3 Report Central Security Service (CSS)/SCS compliance11865 3.5.4.4 Report earned value management system - EVMS11866 3.5.4.5 Resolve EVMS issues11867 3.5.4.6 Report to management11868 3.5.4.7 Maintain and conduct program status meetings11869 3.5.4.8 Perform quality reviews11870 3.5.4.9 Perform financial/contract audit11871 3.5.4.10 Report classified projects11872 3.5.4.11 Identify project changes11873 3.5.4.12 Identify options to resolve issues11874 3.5.4.13 Revise program plan to incorporate options11875 3.5.4.14 Transfer and borrow payback between contracts/programs11876 3.5.4.15 Submit for management review and approval



ID

11877 3.5.4.16 Submit for customer review11878 3.5.4.17 Receive approval, revise program as required11879 3.5.5 Perform program close out11880 3.5.5.1 Complete program commitments11881 3.5.5.2 Close commitments11882 3.5.5.3 Review procurement documents to close11883 3.5.5.4 Apply final allocation/overheads11884 3.5.5.5 Release funds11885 3.5.5.6 Close program to all postings except rate adjustments11886 3.5.5.7 Return government property documents11887 3.5.5.8

11888 3.5.5.9 Develop follow up action plan to obtain program enhancements

11889 3.5.5.10 Post final rate adjustments and close10105 3.6 Develop and manage sales plans10182 3.6.1 Generate leads10188 3.6.1.1 Identify potential customers10189 3.6.1.2 Identify leads10183 3.6.2 Manage customers and accounts11173 3.6.2.1 Develop sales/key account plan11174 3.6.2.2 Manage customer relationships14208 3.6.2.3 Manage customer master data11890 3.6.2.4 Compare program actual vs. estimate11891 3.6.2.5 Develop marketing plan11892 3.6.2.6 Track sales performance11893 3.6.3 Analyze sales results11894 3.6.3.1 Compare actual sales to forecast11895 3.6.3.2 Revise marketing strategy10184 3.6.4 Manage customer sales10190 3.6.4.1 Perform sales calls10191 3.6.4.2 Perform pre-sales activities10192 3.6.4.3 Close the sale10193 3.6.4.4 Record outcome of sales process18634 3.6.5 Generate quotes19706 3.6.5.1

19707 3.6.5.2 Produce quotes19708 3.6.5.3 Submit quotes to customers18637 3.6.5.4 Adjust quotes19709 3.6.5.5 Obtain approval to proceed18638 3.6.5.6 Convert quotes to sales orders10185 3.6.6 Manage sales orders10194 3.6.6.1 Accept and validate sales orders10195 3.6.6.2 Collect and maintain customer account information

Revaluate return on investment (ROI) or earned value analysis (EVA) reports

Receive requests for quotes / identify requirement to generate a quote

C182

Develop and manage sales plans includes the processes required to manage sales on an ongoing basis. This process group covers the activities an organization uses to sell products and services. These processes are often highly linked to processes within categories “deliver products and services” and "manage customer service,” and sales must align with these categories in order to set customer expectations appropriately. Sales staff must deal with customers based on products and services the organization actually provides, using the same schedule that product/service development, production, and customer service follow. This process group also includes some processes related to managing sales personnel and partnerships/alliances sales may form with other entities.

C183

The Generate leads process involves identifying viable customers based on strategy and market research conducted in process group 3.1 Understand markets, customers, and capabilities. This process covers the discovery of leads, whether this process is accomplished through an IT application, cold calling, reference/network development, or other sales methodology. Every organization can usually generate leads, but it takes extra work to identify quality leads. Develop a well-defined scoring model to determine which leads to prioritize.

C186

During the Manage customers and accounts process, the organization develops and executes customer relationship management plans. This includes the accumulation of customer data in the appropriate tools (IT applications and systems) and the administrative management of proactive and responsive customer contact and facilitation methods (processes you have mapped for responding to customer inquiries and making scheduled contact).

C196

The Manage customer sales process includes the basic activities required to open and close a sale. It covers initial sales calls and all the preparatory work required to make sure that customers get the information they need and that you completely understand what they want before the sale is made. It also encompasses the actual closing of the sale, along with any administrative activities related to data entry and the processing of the sale. Entering lessons learned, updating customer or sales information, and transferring information to billing or other departments as part of making and closing out the sale also fall within this category.

C208

Once a sale has been achieved, the Manage sales orders process begins. It involves the acceptance/validation of sales orders, coordination with other departments required to fulfill the orders, data entry, and follow-up activities such as inquiries and reports of transactions.



ID

10201 3.6.6.2.1 Administer key customer/account details10202 3.6.6.2.2 Retrieve full customer details10203 3.6.6.2.3 Modify involved party details10204 3.6.6.2.4 Record address details10205 3.6.6.2.5 Record contact details10206 3.6.6.2.6 Record key customer communication profile details10207 3.6.6.2.7 Review involved party information10208 3.6.6.2.8 Terminate involved party information10196 3.6.6.3 Determine availability10197 3.6.6.4 Determine fulfillment process10198 3.6.6.5

10199 3.6.6.6 Process back orders and updates10200 3.6.6.7

10186 3.6.7 Manage sales force10209 3.6.7.1 Determine sales resource allocation10210 3.6.7.2 Establish sales force incentive plan10187 3.6.8 Manage sales partners and alliances10211 3.6.8.1 Provide sales and product training to sales partners/alliances

10212 3.6.8.2 Develop sales forecast by partner/alliance10213 3.6.8.3 Agree on partner and alliance commissions10214 3.6.8.4 Evaluate partner/alliance results14209 3.6.8.5 Manage channel partner master data19710 3.6.8.6 Manage vendor recovery

Enter orders into system and identify/perform cross-sell/up-sell activity

Handle order inquiries including post-order fulfillment transactions

C224

The Manage sales force process involves allocating the appropriate number of sales resources to strategically advantageous locations or customer segments. The management of the sales force includes the development of an incentive plan to drive sales as well as coordinating sales assignments.

C227

The Manage sales partners and alliances process incorporates activities required to manage working relationships with external sales or channel entities. The process involves training new partners in the organization’s offerings and sales strategy, developing a cooperative forecast based on the expected output of the partner and their requirements of the organization, determining appropriate compensation, measuring and evaluating the results, tracking data, and analyzing progress. The organization should regularly review, prioritize, and update these partnerships in process 3.3.2 Develop sales partner/alliance relationships.


What change


What change


What change


What change


What change


What change


PCF ID Name10005 4.0 Deliver Products and Services Y10215 4.1 Plan for and align supply chain resources Y10221 4.1.1 Develop production and materials strategies N10229 4.1.1.1 Define manufacturing goals N10230 4.1.1.2 Define labor and materials policies N10231 4.1.1.3 Define outsourcing policies N10232 4.1.1.4 Define manufacturing capital expense policies N10233 4.1.1.5 Define capacities N10234 4.1.1.6 Define production network and supply constraints N14193 4.1.1.7 Define production process N14194 4.1.1.8 Define production workplace layout and infrastructure N10222 4.1.2 Manage demand for products and services N19711 4.1.2.1 Perform forward parts requirements forecasting N19712 4.1.2.2 Establish demand for PMA parts N10235 4.1.2.3 Develop baseline forecasts N10236 4.1.2.4 Collaborate with customers N10237 4.1.2.5 Develop consensus forecast N10238 4.1.2.6 Determine available to promise N10239 4.1.2.7 Monitor activity against forecast and revise forecast N10240 4.1.2.8 Evaluate and revise forecasting approach N10241 4.1.2.9 Measure forecast accuracy N10223 4.1.3 Create materials plan N10242 4.1.3.1 Create unconstrained plan N10243 4.1.3.2 Collaborate with supplier and contract manufacturers N10244 4.1.3.3 Identify critical materials and supplier capacity N10245 4.1.3.4 Monitor material specifications N10246 4.1.3.5 Generate constrained plan N14196 4.1.3.6 Define production balance and control N19713 4.1.3.7 Manage interchangeability and supersession N10224 4.1.4 Create and manage master production schedule N10247 4.1.4.1 Create site level plan and schedule N10248 4.1.4.2 Manage work-in-progress inventory N10249 4.1.4.3 Collaborate with suppliers N10250 4.1.4.4 Execute site- level production plan and schedule N17041 4.1.4.5 Monitor master production schedule and plan N17042 4.1.5 Plan distribution requirements N10252 4.1.5.1 Maintain master data N10253 4.1.5.2 Determine finished goods inventory requirements at destination N

10254 4.1.5.3 Calculate requirements as destination N10255 4.1.5.4 Calculate consolidation at source N10256 4.1.5.5 Manage collaborative replenishment planning N10257 4.1.5.6 Manage requirements for partners N10258 4.1.5.7 Calculate destination dispatch plan N10259 4.1.5.8 Manage dispatch plan attainment N

Hierarchy ID

Metrics available?

C2

"Deliver products and services" refers to the process groups "plan for and align supply chain resources," "procure materials and services," "produce/manufacture/deliver product, "deliver service to customer," and "manage logistics and warehousing." This category is traditionally referred to as "supply chain."

C3

This category includes all processes that are involved in planning, including managing the demand for products and services, creating a materials plan, and scheduling production to meet actual demand. Sales and operations planning activities are included in this process group. Key sales and operations planning activities result in the development of the sales and production plan. The processes in this group may be performed regularly (i.e. at the beginning of each period).

C13

“Manage demand for products and services” is the process that defines the activities used to predict demand for products and services, including forecast measurements (such as baseline and consensus), collaboration with customers, and allocating available to promise inventory or capable to promise capacity. Various types of demand are considered in this process, including firm demand, opportunity demand, and forecasted demand; these comprise the overall demand plan. Note that demand management can take on a different aspect through the use of promotions and pricing in cases where demand must be constrained due to limited availability, or where there is a goal to motivate purchases of certain products or services. An important measure for this process is forecast accuracy percentage.

C23

The “create materials plan” process is used to source and obtain materials needed to execute operations necessary to meet customer demand. In products-related businesses, materials plans consider hard goods, while in services oriented businesses, materials plans consider management of service delivery resources. Critical to the success of this process is the definition and maintenance of item nomenclature for products based industries and skills taxonomies for services based industries. Without common nomenclatures, mismatches between suppliers and producers can occur. This process begins with generating an unconstrained plan. Additional steps include collaborating with suppliers or contractors, identifying critical materials and supplier constraints, anticipating special events that restrict supply flow, and generating a constrained plan. Demand may be geographic, regional, and global, and the material plan must take into account the most practical means to satisfy the demand using identified resources



IDMetrics

available?10260 4.1.5.9 Calculate destination load plans N10261 4.1.5.10 Manage partner load plan N10262 4.1.5.11 Manage the cost of supply N10263 4.1.5.12 Manage capacity utilization N10226 4.1.6 Establish distribution planning constraints N10267 4.1.6.1 Establish distribution center layout constraints N10268 4.1.6.2 Establish inventory management constraints N10269 4.1.6.3 Establish transportation management constraints N10227 4.1.7 Review distribution planning policies N10264 4.1.7.1 Review distribution network N10265 4.1.7.2 Establish sourcing relationships N10266 4.1.7.3 Establish dynamic deployment policies N10228 4.1.8 Assess distribution planning performance N10270 4.1.8.1 Establish appropriate performance indicators (metrics) N10271 4.1.8.2 Establish monitoring frequency N10272 4.1.8.3 Calculate performance measures N10273 4.1.8.4 Identify performance trends N10274 4.1.8.5 Analyze performance benchmark gaps N10275 4.1.8.6 Prepare appropriate reports N10276 4.1.8.7 Develop performance improvement plan N10368 4.1.9 Develop quality standards and procedures N10371 4.1.9.1 Establish quality targets N10372 4.1.9.2 Develop standard testing procedures N10373 4.1.9.3 Communicate quality specifications N10216 4.2 Procure materials and services Y10277 4.2.1 Develop sourcing strategies Y10281 4.2.1.1 Develop procurement plan N10282 4.2.1.2 Clarify purchasing requirements N10283 4.2.1.3 Develop inventory strategy N10284 4.2.1.4 Match needs to supply capabilities N10285 4.2.1.5 Analyze company’s spend profile N10286 4.2.1.6 Seek opportunities to improve efficiency and value N10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities N11923 4.2.2 Define and manage procurement strategies N11924 4.2.2.1 Define material management strategy N11925 4.2.2.2 Develop material receipt strategy N11926 4.2.2.3 Develop supplier payment strategy N11927 4.2.2.4 N

11928 4.2.2.5 Conduct spend analysis and determine customer requirements N

10278 4.2.3 Select suppliers and develop/maintain contracts Y10288 4.2.3.1 Select suppliers N19714 4.2.3.2 Evaluate suppliers N10289 4.2.3.3 Certify and validate suppliers N

Ensure alignment of procurement strategy with enterprise wide business strategy

C70

The “procure materials and services” process group addresses the collaborative sourcing that takes place based upon the Production Order (refreshed monthly, weekly and even daily) to supply the factory lines as needed. It includes the business activities of procurement planning, purchasing, and sourcing beginning with developing sourcing strategies for materials and services, the selection of suppliers to provide the materials and services, the development and maintenance of the corresponding contracts, and the ordering of materials and services. Finally, the performance of the procurement function is assessed. Procurement includes both direct and general items, for example, production parts and products; maintenance, repair, and operating (MRO) supplies; and services (administrative and technical). Procurement may also include subcontracted labor resources.

C71

Developing sourcing strategies, also known as “supplier portfolio strategies,” comprises multiple activities including clarifying purchasing requirements, matching needs to supplier capabilities, analyzing a company’s spend profile to identify high opportunity categories, matching the most effective sourcing strategy by category, seeking opportunities to improve efficiency and value, and collaborating with suppliers to identify sourcing strategies. The process may include the development of a timeline that incorporates sourcing milestones for each category of sourced product or service. Sourcing strategies are occasionally identified by category or supplier, for example, reverse auction, request for information (RFI), request for proposal (RFP), request for quote (RFQ), or consortium. For services business that are human resource-centric, the sourcing strategy will include sources of supply other than those that are procured. For example, in-house, low-cost labor from other geographies, low-cost labor from alternate employee categories (e.g., retirees that reenter the company with a modified employment type), use of affiliates, or a joint venture. All of these elements are used to create a procurement strategy and plan that guides purchasing activities with a focus on reducing total cost of supply and creating a balanced supplier portfolio.

C85

The process to select suppliers and develop/maintain contracts is responsible for selecting suppliers (typically through a request for information [RFI], request for proposal [RFP], or request for quote [RFQ] process) to create business value, reduce cost, and ensure quality. The process comprises multiple activities including identifying categories of purchase, matching suppliers by category, certifying and validating suppliers, and negotiating and managing contracts



IDMetrics

available?10290 4.2.3.4 Negotiate and establish contracts N10291 4.2.3.5 Manage contracts N11931 4.2.4 Perform strategic sourcing N11932 4.2.4.1 Maintain material sourcing categories N11933 4.2.4.2 Conduct supplier evaluation N11934 4.2.4.3 Select suppliers and negotiate agreements N11935 4.2.4.4 Develop sourcing implementation plans N11936 4.2.4.5 Maintain supplier information N11937 4.2.4.6 Maintain supplier catalogs and price lists N11938 4.2.4.7 Maintain supplier contracts N11939 4.2.4.8 Define outside supplier /partner relationships N10279 4.2.5 Order materials and services Y10292 4.2.5.1 Process/Review requisitions N10293 4.2.5.2 Approve requisitions N10294 4.2.5.3 Solicit/Track vendor quotes N10295 4.2.5.4 Create/Distribute purchase orders N10296 4.2.5.5 Expedite orders and satisfy inquiries N10297 4.2.5.6 Record receipt of goods N10298 4.2.5.7 Research/Resolve exceptions N11946 4.2.6 Inspect material quality N11947 4.2.6.1 Inspect goods/services N11948 4.2.6.2 Return goods/services N19715 4.2.6.3 Verify effectiveness of inventory control and quality N10280 4.2.7 Manage suppliers Y10299 4.2.7.1 Monitor/Manage supplier information N10300 4.2.7.2 Prepare/Analyze procurement and vendor performance N10301 4.2.7.3 Support inventory and production processes N10302 4.2.7.4 Monitor quality of product delivered N10217 4.3 Produce/Manufacture/Deliver product Y11952 4.3.1 Define assembly and test (A&T) operations strategy N11953 4.3.1.1 Compile and update customer quality and service requirements N

11954 4.3.1.2 Compile and update internal A&T operational capabilities N11955 4.3.1.3 N

11956 4.3.1.4 Define product specific quality and service N11957 4.3.1.5 Prepare capital appropriations requests N11958 4.3.1.6 Define outside supplier partner terms and conditions N11959 4.3.1.7 Disaggregate gross budget to appropriate departments N11960 4.3.1.8 N

11961 4.3.1.9 Publish annual assembly and test operating budget and plan N11962 4.3.1.10 Define all safety and environmental policies N11963 4.3.2 Define manufacturing operations strategy N

Compile and update future market trends impacting A&T strategy

Disseminate customer service and operations targets to the appropriate departmental organizations

C100

“Order materials and services” is the process of planning, ordering, and executing the physical delivery of materials and services from suppliers to the points of need and use. This process comprises multiple activities including processing/ reviewing requisitions, approving requisitions, soliciting/tracking vendor quotes, creating/distributing purchase orders, expediting orders to satisfy special requests, and researching/resolving exceptions.

C112

Appraising and developing suppliers is the process of developing and managing programs and policies for interacting with suppliers and measuring/improving their performance. This includes monitoring and managing supplier information, preparing/analyzing spend and vendor performance (including meeting quality standards) supporting inventory and production processes, and the creation/implementation of suppler training and certification programs

C117

The process group “produce/manufacture/deliver product” comprises three main high-level processes: scheduling production, producing the product and delivering it to the appropriate site, and scheduling and performing maintenance on the capital equipment used during production. Manufacturing is the physical production of finished goods.



IDMetrics

available?11964 4.3.2.1 N

11965 4.3.2.2 N

11966 4.3.2.3 Define product specific quality and service N11967 4.3.2.4 N

11968 4.3.2.5 Determine capabilities gaps and closure strategies N11969 4.3.2.6 Prepare capital appropriations N11971 4.3.2.7 Disaggregate gross budget to appropriate departments N11972 4.3.2.8 N

11973 4.3.2.9 Publish annual assembly and test operating budget and plan N11974 4.3.3 Plan production operations N11975 4.3.3.1 N

11976 4.3.3.2 Develop intermediate range production and inventory plans N11977 4.3.3.3 N

11978 4.3.3.4 N

11979 4.3.3.5 Determine final sourcing alternatives N11980 4.3.3.6 N

11981 4.3.3.7 Create production project with work breakdown structure N11982 4.3.3.8 N

11983 4.3.3.9 N

11984 4.3.3.10 N

11985 4.3.4 Manage production equipment and facilities N11986 4.3.4.1 Manage equipment data N11987 4.3.4.2 Develop plant equipment preventative maintenance plans N11988 4.3.4.3 N

11989 4.3.4.4 Schedule facility and equipment preventative maintenance N11990 4.3.4.5 Execute facility and equipment preventative maintenance N11991 4.3.4.6 Execute unplanned maintenance activities N11992 4.3.4.7 Determine and identify corrective actions N11993 4.3.5 Schedule production operations N11994 4.3.5.1 Generate short range DRP, MRP, and CRP N11995 4.3.5.2 N

Compile and update all manufacturing organization quality and service requirementsCompile and update internal manufacturing operational capabilities

Define operational practice policies, measures and performance targets that support goal fulfillment


Compile and update all pertinent inputs from business planning and strategy department

Develop options for next period sales and operations planning meetingConduct sales and operations planning (S&OP) periodic meeting and update final S&OP into detailed

Generate master schedules with tooling rough cut capacity planning and maintenance

Modify master plans and projects to accommodate logistics, maintenance and production tooling constraintsGenerate intermediate range material resource planning, distribution resource planning, capacity requirements planning (MRP, DRP, CRP)

Publish annual plans to sales procurement transportation and manufacturing operations

Develop physical plant preventative maintenance and energy management plans

Conduct periodic meetings on short schedule - operations, procurement, tooling and maintenance



IDMetrics

available?11996 4.3.5.3 Transfer final schedules to operating departments N11997 4.3.5.4 Perform ongoing net change MRP or DRP and optimize N11998 4.3.5.5 Perform full regeneration MRP or DRP and analyze N11999 4.3.5.6 Create and release production orders/batches N12000 4.3.5.7 Create run schedule header N12001 4.3.5.8 N

12002 4.3.5.9 Develop contract pegging relationships N12003 4.3.5.10 Provide daily delivery schedules to external suppliers N12004 4.3.5.11 Generate and print internal pick lists N12005 4.3.5.12 N

12006 4.3.5.13 Reschedule backlog orders and inbound shipments N12007 4.3.5.14 Receive electronic numeric control (NC) tapes and load N12008 4.3.5.15 Receive and review work instructions N12009 4.3.5.16 Receive and review quality instructions N12010 4.3.5.17 Receive and review production schedules N12011 4.3.5.18 Receive and review tooling pick lists and allocate N12012 4.3.5.19 Receive confirmations from plant maintenance N12013 4.3.5.20 Allocate gauging and miscellaneous measurement devices N12014 4.3.5.21 Perform setup activities N12015 4.3.5.22 Confirm material availability N12016 4.3.6 Execute production operations N10310 4.3.6.1 Manage raw material inventory N12017 4.3.6.2 Issue goods against purchase order (PO) or batch N12018 4.3.6.3 Receive goods to purchase order (PO) or batch N12019 4.3.6.4 Refer material for manufacturing change N12020 4.3.6.5 Quarantine material for quality hold/check N12021 4.3.6.6 Execute production activities N12022 4.3.6.7 Perform in-line product inspections N12023 4.3.6.8 Perform post production inspections N12024 4.3.6.9 Refer nonconforming material for disposition N12025 4.3.6.10 Downgrade/upgrade material N12026 4.3.6.11 Quarantine nonconformance matériel N10313 4.3.6.12 Rerun defective items N12027 4.3.6.13 Record production related data N12028 4.3.6.14 Back flush inventory N12029 4.3.6.15 Close batches or PO N12030 4.3.6.16 Consume demand forecast N12031 4.3.6.17 Execute packaging and labeling activities N12032 4.3.6.18 Enter run schedule header N12033 4.3.6.19 Reconcile and close run schedule header N12034 4.3.6.20 Record and track piece part serial numbers N12035 4.3.6.21 Record calibration data and measurement device N19716 4.3.6.22 Obtain aircraft production certification N

Manage ongoing schedule changes interactions with customers, suppliers, production, tooling and maintenance

Generate and communicate delivery requirements to internal and external shipping points



IDMetrics

available?10314 4.3.6.23 Assess production performance N10369 4.3.7 Perform quality testing N10318 4.3.7.1 Calibrate test equipment N10374 4.3.7.2 Perform testing using the standard testing procedure N10375 4.3.7.3 Record test results N12036 4.3.8 Manage product quality N12037 4.3.8.1 Update governmental and regulatory quality requirements N12038 4.3.8.2 Benchmark industry quality capabilities N12039 4.3.8.3 Compile and update the cost of quality N12040 4.3.8.4 Compile and update the costs of quality nonconformance N12041 4.3.8.5 Update quality targets and tolerances N12042 4.3.8.6 Develop quality sampling and analysis N12043 4.3.8.7 N

12044 4.3.8.8 N

12045 4.3.8.9 Track and analyze non-conformance trends N12046 4.3.8.10 Perform root cause analysis N12047 4.3.8.11 Perform product design/process improvement analysis N12048 4.3.8.12 Deploy product redesigns/process N12049 4.3.8.13 Perform internal quality audits N12050 4.3.8.14 Perform external quality audits N12051 4.3.8.15 Perform statistical process control (SPC) analysis N12052 4.3.8.16 Perform six-sigma activities N12053 4.3.8.17 N

12054 4.3.8.18 Provide feedback to engineering and product N12055 4.3.8.19 Adjust inventories/scrap - materials disposition N12056 4.3.8.20 Manage reject/rework and on-hold materials N12057 4.3.8.21 Conduct claims related quality investigations N10370 4.3.9 Maintain production records and manage lot traceability N10376 4.3.9.1 Determine lot numbering system N10377 4.3.9.2 Determine lot usage N12058 4.3.10 Manage production tooling operations N12059 4.3.10.1 N

12060 4.3.10.2 N

12061 4.3.10.3 N

12062 4.3.10.4 Obtain approval to proceed or cancel work order N12063 4.3.10.5 Complete detailed design of final tool N12064 4.3.10.6 Generate a work order or purchase request N12065 4.3.10.7 Manufacture or receive final tools N12066 4.3.10.8 Allocate gauging /measurement devices to production N

Allocate gauging and miscellaneous measurement devices against production orders/batchersDevelop training material for operators carrying out quality activities

Generate International Standards Organization (ISO) or similar documentation

Receive high level tool design request from new product development process (new tools)Receive request to modify or repair an existing tool from engineering or operationsDevelop the cost estimate to buy or make the tools - with availability date

C220

C221

C229



IDMetrics

available?12067 4.3.10.9 Manage tool inventories N12068 4.3.10.10 Manage crib inventory N12069 4.3.10.11 Manage crib operations N12070 4.3.10.12 Perform fixed tool life cycle management N12071 4.3.10.13 Manage gauge and measurement device calibrations N19717 4.3.10.14 N

19718 4.3.10.15 Record and track serialized tool issuance to operators N12072 4.3.11 Control and report production operations N12073 4.3.11.1 Record production operations information N12074 4.3.11.2 Capture and communicate work order batch status N12075 4.3.11.3 Communicate all inventory status - real-time N12076 4.3.11.4 Communicate human resource status N12077 4.3.11.5 Communicate equipment status N12078 4.3.11.6 Communicate schedules - including downtime and setup N12079 4.3.11.7 Communicate maintenance activities and schedules N12080 4.3.11.8 Generate and communicate field analytical reports N12081 4.3.11.9 N

12082 4.3.12 Manage product and process related data N12083 4.3.12.1 N

12084 4.3.12.2 Maintain product specifications N12085 4.3.12.3 Maintain product catalogs N12086 4.3.12.4 Maintain operating instructions (operations component) N12087 4.3.12.5 Maintain process control parameter data N12088 4.3.12.6 Maintain product and process related documentation N19719 4.3.13 Develop and implement production rate increase methodology N19720 4.3.13.1 N

19721 4.3.13.2 N

19722 4.3.13.3 N

19723 4.3.13.4 N

19724 4.3.13.5 N

19725 4.3.13.6 N

19726 4.3.13.7 N

10218 4.4 Deliver service to customer Y10320 4.4.1 Confirm specific service requirements for individual customer N10324 4.4.1.1 Process customer request N

Create individual tracking record (for individually identified (serialized) tools)

Communicate preemptive and predictive feedback to operations to change practices or schedules

Create and maintain material masters, BOM, routings and other production data

Define method for identifying all impacted partners, suppliers and internal facilitiesDefine mechanism to be used to communicate rate increase requirementsDefine method to be applied by partners, suppliers, internal facilities to assess capabilitiesDefine mechanism by which results of Rate Increase studies can be returnedDefine mechanism by which returned rate increase study results can be consolidatedDefine mechanism by which the results of a Production Rate increase assessment can be communicatedConfirm the frequency (ad-hoc, periodic, event driven) with which studies will be released

C275

This category includes all of the processes that are included in servicing products produced elsewhere in the supply chain. These processes include confirming the specific service requirements, identifying and scheduling resources to meet the service delivery requirements, providing the specific service to the customer, and ensuring that the quality standards are met and the quality of the service is acceptable to the customer.

C276

This process includes creating or updating a customer profile record, processing individual customer requests and generating service orders. This may involve systems like customer segmentation, customer relationship management (CRM), order management, etc. As part of the process, external and internal customer service audits may be conducted by the company



IDMetrics

available?10325 4.4.1.2 Create customer profile N10326 4.4.1.3 Generate service order N10321 4.4.2 Identify and schedule resources to meet service requirements N10327 4.4.2.1 Create resourcing plan and schedule N10328 4.4.2.2 Create service order fulfillment schedule N10329 4.4.2.3 Develop service order N10322 4.4.3 Provide service to specific customers N10330 4.4.3.1 Organize daily service order fulfillment schedule N10331 4.4.3.2 Dispatch resources N10332 4.4.3.3 Manage order fulfillment progress N10333 4.4.3.4 Validate order fulfillment block completion N10323 4.4.4 Ensure quality of service N10334 4.4.4.1 Identify completed orders for feedback N10335 4.4.4.2 Identify incomplete orders and service failures N10336 4.4.4.3 Solicit customer feedback on services delivered N10337 4.4.4.4 Process customer feedback on services delivered N12089 4.4.5 N

12090 4.4.5.1 Manage customer master information N12091 4.4.5.2 Manage customer pricing and quotations N12092 4.4.5.3 Manage customer claims processing N12093 4.4.5.4 Facilitate customer complaints seminars N12094 4.4.5.5 Facilitate customer design reviews and Initiatives N12095 4.4.5.6 Identify product improvements N12096 4.4.5.7 Support proposal activities N12097 4.4.5.8 Provide cost/price data N12098 4.4.6 Provide field-level support preparation N12099 4.4.6.1 Process customer request for service N12100 4.4.6.2 Determine resource and material requirements N12101 4.4.6.3 Provide pricing and quotations N12102 4.4.6.4 Generate service orders N12103 4.4.6.5 Generate service order documentation N12104 4.4.6.6 Secure resources and materials N12105 4.4.6.7 Manage subcontracts N12106 4.4.6.8 Develop maintenance plans N19727 4.4.7 Perform component/part repair and overhaul activities N19728 4.4.7.1 Perform repair provider selection and interaction N19729 4.4.7.2 Receive component / part and analyze fault N19730 4.4.7.3 Test component / part N19731 4.4.7.4 Perform beyond economic repair (BER) assessment N19732 4.4.7.5 Prioritize repairs (based on aircraft on ground (AOG)) N19733 4.4.7.6 Establish availability of components / parts requiring repair N19734 4.4.7.7 Perform repairs N19735 4.4.7.8 Track component / part repairs (internal / external) N19736 4.4.7.9 Document repair testing N

Manage ongoing maintenance, repair and overhaul service contracts

C280

This process requires creating a resource plan/schedule and an order fulfillment schedule. The resources could include any of the following: personnel, raw materials, equipment, time frames, and finances. Customer service needs might require product development, shipping options, inventory management, order tracking, returns management, etc.

C284

C289

To ensure the quality of service, a company can identify completed product service orders and solicit customer feedback on delivery expectations as a part of the improvement process.

C312



IDMetrics

available?19737 4.4.7.10 Deliver repaired component/ part and relevant documentation N

19738 4.4.7.11 Provide billing / invoice data to finance N19739 4.4.7.12 Manage system and process integration N19791 4.4.8 Define and manage maintenance capacities N19740 4.4.8.1 Define and manage maintenance capacities N19792 4.4.8.2 Plan maintenance work N19741 4.4.8.3 Develop and manage operational capacity plan N19742 4.4.9 Perform maintenance activities N19743 4.4.9.1 Receive aircraft N19744 4.4.9.2 N

19745 4.4.9.3 Perform aircraft / part maintenance N19746 4.4.9.4 Provide status reporting N19747 4.4.9.5 Manage certification documentation N19748 4.4.9.6 N

19749 4.4.9.7 N

19750 4.4.9.8 Manage third party provider interactions N19751 4.4.9.9 Provide invoice / billing data to finance N12658 4.4.10 Manage warranties Y19651 4.4.10.1 Define and manage warranty offering N16893 4.4.10.1.1 Determine and document warranty policies N16890 4.4.10.1.2 Create and manage warranty rules / claim codes for products N

19752 4.4.10.1.3 Agree warranty responsibilities with suppliers N19753 4.4.10.1.4 N

12673 4.4.10.1.5 Communicate warranty policies and offerings N19754 4.4.10.1.6 Manage pre-authorizations N12669 4.4.10.2 Process warranty claims Y19755 4.4.10.2.1 Receive warranty claim N12671 4.4.10.2.2 Validate warranty claim N19756 4.4.10.2.3 Investigate warranty issues N19757 4.4.10.2.3. (Auto PCF) N12677 4.4.10.2.3. (Auto PCF) N12678 4.4.10.2.3. (Auto PCF) N19758 4.4.10.2.3. (Auto PCF) N19759 4.4.10.2.3. (Auto PCF) N19760 4.4.10.2.4 Determine responsible party N12668 4.4.10.2.5 Approve or reject warranty claim N19761 4.4.10.2.6 Notify originator of approve / reject decision N19762 4.4.10.2.7 Authorize payment N19763 4.4.10.2.8 Close claim N

Generate quote for additional maintenance and obtain approval to proceed

Compile aircraft component change and configuration management dataManage task card lifecycle (issue, assign, work, approve, close) compliance

Define warranty related offerings for customers e.g. service contract

C339

This process group encompasses the management of warranty claims. It begins with the development and administration of warranty claim transactions, progresses to the processing of the claim, adjustments, approvals and other service events and ends with the management of the warranty experience, which includes the management of parts returns.

C343

C346



IDMetrics

available?12667 4.4.10.2.9 Reconcile warranty transaction disposition N19664 4.4.10.3 Manage supplier recovery N19764 4.4.10.3.1 Create supplier recovery claims N19765 4.4.10.3.2 Negotiate recoveries with suppliers N19667 4.4.10.4 Evaluate and manage warranty performance N19766 4.4.10.4.1 N

12676 4.4.10.4.2 Monitor and report on warranty management metrics N19767 4.4.10.4.3 N

12674 4.4.10.4.4 Identify opportunities to eliminate warranty waste N19768 4.4.10.4.5 Investigate fraudulent claims N19769 4.4.10.4.6 Manage recalls N12127 4.4.11 Provide MRO related training N12128 4.4.11.1 Develop training plan N12129 4.4.11.2 Develop training materials N12130 4.4.11.3 Maintains service bulletins/catalogues N12131 4.4.11.4 Manage training schedule N12132 4.4.11.5 Deliver operations training N12133 4.4.11.6 Deliver technical training N12134 4.4.11.7 Perform technical certification testing N12135 4.4.11.8 Evaluate training effectiveness N12136 4.4.11.9 Maintain service master for training N19770 4.4.12 Deliver digital services to customers N19771 4.4.12.1 Deliver Aircraft Health Monitoring Services (AHMS) N19772 4.4.12.2 Deliver loadable software services N19773 4.4.12.3 Deliver predictive analytics and optimization services N10219 4.5 Manage logistics and warehousing Y10338 4.5.1 Define logistics strategy Y10343 4.5.1.1 N

10344 4.5.1.2 Design logistics network N10345 4.5.1.3 Communicate outsourcing needs N10346 4.5.1.4 Develop and maintain delivery service policy N10347 4.5.1.5 Optimize transportation schedules and costs N10348 4.5.1.6 Define key performance measures N10339 4.5.2 Plan and manage inbound material flow Y10349 4.5.2.1 Plan inbound material receipts N10350 4.5.2.2 Manage inbound material flow N10351 4.5.2.3 Monitor inbound delivery performance N10352 4.5.2.4 Manage flow of returned products N10340 4.5.3 Operate warehousing Y10353 4.5.3.1 Track inventory deployment N10354 4.5.3.2 Receive, inspect, and store inbound deliveries N10355 4.5.3.3 Track product availability N

Measure customer satisfaction with warranty handling and resolution

Identify improvement opportunities (e.g. process, warranty offering)

Translate customer service requirements into logistics requirements

C386

“Manage logistics and warehousing” is the process that plans, implements, and controls the forward and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption in order to meet customers’ requirements. This includes defining a logistics strategy and managing inbound transportation, warehousing, and outbound transportation.

C387

Defining logistics strategy refers to the process of translating customer service requirements into capacity requirements and lead time requirements; designing the logistics network required to meet these requirements, including network components such as warehouse and distribution center (DC) assets, transportation assets, technology infrastructure, and inventory deployment; working with procurement to identify, negotiate, and maintain outsourcing agreements; defining delivery service policy elements such as lead times, delivery performance levels, and shipping days; and defining key performance measures such as logistics costs, inbound delivery performance, space utilization, asset utilization, and outbound carrier delivery performance. It also includes managing third-party resources and global/international logistics strategies.

C394

This is the process of planning, transporting, and tracking the delivery of all incoming materials; monitoring inbound transportation carrier performance; and managing the flow of returned materials.

C399

Warehousing is the process of receiving, inspecting, and storing incoming materials; picking, packing, and shipping product for outbound delivery; and tracking inventory deployment. Warehousing supports inbound and outbound transportation services. It may include raw materials, finished goods, products for consumer fulfillment, and/or vendor-managed inventory (VMI). It also includes the evaluation and implementation of private, contract, and public warehousing options.



IDMetrics

available?10356 4.5.3.4 Pick, pack, and ship product for delivery N10357 4.5.3.5 Track inventory accuracy N10358 4.5.3.6 Track third-party logistics storage and shipping performance N10359 4.5.3.7 Manage physical finished goods inventory N10341 4.5.4 Operate outbound transportation Y10360 4.5.4.1 Plan, transport, and deliver outbound product N10361 4.5.4.2 Track carrier delivery performance N10362 4.5.4.3 Manage transportation fleet N10363 4.5.4.4 Process and audit carrier invoices and documents N12137 4.5.4.5 Prepare package and shipment N12145 4.5.4.6 Manage shipping, carriers, and fleets N10342 4.5.5 Manage returns; manage reverse logistics Y10364 4.5.5.1 Authorize and process returns N10365 4.5.5.2 Perform reverse logistics N10366 4.5.5.3 Perform salvage activities N10367 4.5.5.4 Manage and process warranty claims N14195 4.5.5.5 Manage repair/refurbishment and return to customer/stock N12159 4.5.6 Plan material handling and storage N12160 4.5.6.1 Collect and analyze material handling and storage information N

12161 4.5.6.2 Determine material capacity requirements N12162 4.5.6.3 Determine material handling requirements N12163 4.5.6.4 Identify requirements to modify facilities layout N12164 4.5.6.5 Identify changes to material handling N12165 4.5.6.6 Identify changes to material storage systems/procedures N12166 4.5.6.7 Define stock placement strategies, procedures, and systems N

12167 4.5.6.8 Define stock location strategies, procedures, and systems N12168 4.5.6.9 Define stock retrieval strategies, procedures, and systems N12169 4.5.7 Manage inventory storage, location and movement N12170 4.5.7.1 Recognize transfer requests (internal move/external move) N12171 4.5.7.2 Locate stock N12172 4.5.7.3 Prepare stock for movement N12173 4.5.7.4 Physically move stock N12174 4.5.7.5 Maintain inventory status N12175 4.5.7.6 Perform physical inventory procedures N12176 4.5.7.7 Collect, report, and analyze logistics N12177 4.5.7.8 Identify obsolete goods for disposition N12178 4.5.7.9 Adjust inventory N12179 4.5.8 Manage hazardous materials and waste N12180 4.5.8.1 Maintain material safety data sheets N12181 4.5.8.2 N

12182 4.5.8.3 Maintain hazardous material handling and disposal N12183 4.5.8.4 Manage compliance audits N

Maintain awareness of and communicate regulatory requirements

C407

“Operate outbound transportation” is the process of preparing the goods for delivery from a warehouse to a receiving location. It typically comprises activities like the notification of goods to be supplied from a warehouse to a customer, carrier selection, loading, advanced shipping notification, proof of delivery from the receiving location and freight bill auditing. Many of these services are provided by transportation management systems.

C414

Returns processing is the physical handling, information processing, and disposition of the product and packaging returned by the buyer to the seller or an intermediary. Returns management includes return approval, transportation coordination, advance communication, product tracking, receipt, disposition of the return (reuse of the material, waste disposal, refurbish, repair, resale, etc.) and processing warranty claims (crediting the customer account, material substitution, replacement, etc.).



IDMetrics

available?12184 4.5.8.5 Recognize need to disposition hazardous materials/waste N12185 4.5.8.6 Determine disposition and associated processing N12186 4.5.8.7 Manage disposition, disposal, reprocessing activities N12187 4.5.8.8 Manage documentation and reporting N12188 4.5.9 Manage kitting operations N12189 4.5.9.1 Define kitting requirements N12190 4.5.9.2 Request materials N12191 4.5.9.3 Build kits N12192 4.5.9.4 Issue materials to kits/consumption N12193 4.5.9.5 Prepare kits for transfer N12194 4.5.9.6 Manage returnable fixtures, containers, and tools N12195 4.5.9.7 Manage labeling of kits N


PCF ID Name10006 5.0 Manage Customer Service Y10378 5.1 Develop customer care/customer service strategy Y10381 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers) N

10384 5.1.1.1 Analyze existing customers N10385 5.1.1.2 Analyze feedback of customer's needs N10382 5.1.2 Define customer service policies and procedures N10383 5.1.3 Establish service levels for customers Y10379 5.2 Plan and manage customer service operations Y10387 5.2.1 Plan and manage customer service work force Y10390 5.2.1.1 Forecast volume of customer service contacts N10391 5.2.1.2 Schedule customer service work force N10392 5.2.1.3 Track work force utilization N10393 5.2.1.4 N

12196 5.2.2 Manage customer requests/inquiries and provide support N10394 5.2.2.1 Receive customer requests/inquiries N10395 5.2.2.2 Route customer requests/inquiries N10396 5.2.2.3 Respond to customer requests/inquiries N12197 5.2.2.4 Support customer order status inquiry N12198 5.2.2.5 Support customer deliver status inquiry N12199 5.2.2.6 Support customer financial inquiry N10389 5.2.3 Manage customer complaints N10397 5.2.3.1 Receive customer complaints N10398 5.2.3.2 Route customer complaints N10399 5.2.3.3 Resolve customer complaints N10400 5.2.3.4 Respond to customer complaints N12200 5.2.3.5 Support customer complaints and service N10380 5.3 Measure and evaluate customer service operations Y19774 5.3.1 N

10405 5.3.1.1 Solicit customer feedback on customer service experience N10406 5.3.1.2 N

10402 5.3.2 N

11236 5.3.2.1 Solicit customer feedback on complaint handling and resolution N

11237 5.3.2.2 N

10403 5.3.3 Measure customer satisfaction with products and services N11238 5.3.3.1 N

11239 5.3.3.2 Solicit post-sale customer feedback on ad effectiveness N

Hierarchy ID

Metrics available?

Monitor and evaluate quality of customer interactions with customer service representatives

Measure customer satisfaction with customer requests/inquiries handling

Analyze customer service satisfaction data and identify improvement opportunities

Measure customer satisfaction with customer-complaint handling and resolution

Analyze customer complaint data and identify improvement opportunities

Gather and solicit post-sale customer feedback on products and services

C2

The use of category 5.0 processes will depend on the nature of an organization’s business. At some organizations—such as those in telecommunications, food service, customer contact services, or retail—the core business (or a significant portion of the business) is customer service. In these cases, category 4.0 Deliver Products and Services may be more appropriate—in particular, process group 4.4 Deliver service to customer. When thinking about the distinction between the delivery of a service and the “customer service” function, remember that the employee or group that delivers an initial service to a customer (such as a restaurant server or retail store cashier) is often not the same person or group that deals with customer inquiries, requests, and complaints after the fact. Those who deal with customers before and after the delivery of a service are typically working within the category 5.0 Manage Customer Service. Those delivering the service are working within 4.0 Deliver Products and Services. The distinction between the two depends on the needs of the organization. As long as the organization is consistent in its use of particular processes for certain business activities, the framework structure will work. But typically, categories 4.0 and 5.0 deal with activities related to actual provision of the product or service (4.0) and activities related to customer contact before or after that provision (5.0). Note that not all key performance indicators (KPIs) listed in this document will apply to every organization. The KPIs selected by an organization depend on its structure, strategy, and critical objectives.

C3

Process group 5.1 Develop customer care/customer service strategy involves understanding and segmenting customers, creating policies to govern customer service, and setting service targets and priorities. Some of these determinations may be informed by segmentation and relationship building that occurred within process category 3.0 Market and Sell Products and Services. This strategy governs the way the organization provides service to customers proactively or in response to customer requests/issues.

C4

During the Develop customer service segmentation/prioritization process, an organization analyzes its existing customers and any feedback it has received. Based on research and customer characteristics and needs, the organization develops an appropriate customer segmentation plan and links customers with the appropriate segment. The organization also prioritizes customers and the types of issues that should be escalated in priority.

C7

The Define customer service policies and procedures process encompasses all the steps required to develop a set of policies and procedures for dealing with customer inquiries, requests, issues, and outreach. These policies govern the actions of employees who provide customer service, and the particulars depend on the kinds of customer service offered by the organization and the importance of customer service to the profitability of the business.

C8

In the Establish service levels for customers process, the organization determines the degree of service it will provide, sometimes differing according to customer segment or type of issue. These targets may be referenced on organizational or individual employee scorecards and are typically communicated to employees during the onboarding process. These levels may be linked to the policies constructed in process 5.1.2 Define customer service policies and procedures.

C9

This process group involves the development of plans and management standards for the customer service work force and the actual processing and management of customer service requests, inquiries, and complaints. The way these processes are performed depends heavily on the strategy, policies, and service levels established in process group “develop customer care/customer service strategy.”

C10

The Plan and manage customer service work force process concentrates on managing customer service personnel specifically, over and above the activities that reside within process category 6.0 Develop and Manage Human Capital. Customer service employee planning requires the organization to forecast the volume of contact the customer service function is likely to receive within the quarter (and/or other time periods as necessitated by the business). Based on that forecast and knowledge of typical customer contact cycle times and desired service levels, the organization can determine how many employees are required and how they should be scheduled. The scheduling of the work force is based on many factors, including historical service trends and anticipated high-volume time periods. During this process, the work force’s time and utilization is also tracked to enable accurate forecasting in future years. In addition to tracking utilization, the quality of customer interactions is also monitored and measured in this process. The criteria for evaluating customer interactions depends on the nature of the business and the service levels established in process 5.1.3 Establish service levels for customers.

C22

The Manage customer complaints process deals with every aspect of customer complaints, from initial receipt and routing to resolution and response. This process depends on the planning that occurred in process group 5.1 and process 5.2.1. Customer service representatives themselves accomplish these activities, and their performance is measured in process group 5.3 Measure and evaluate customer service operations. Complaints are handled slightly differently from requests and inquiries, and thus, an activity (5.2.3.3) is present in process 5.2.3 that does not exist in process 5.2.2 Manage customer service requests/inquiries. Activity 5.2.3.3 Resolve customer complaints typically occurs internally, when organization convenes to find an appropriate resolution to the complaint or when an employee executes an action to satisfy the complaint (e.g., fixing a broken link on a Web site or correcting a line item on a receipt or invoice). Once the issue has been resolved or a plan for resolution has been formulated, the organization can move forward to activity 5.2.3.4 Respond to customer complaints. During activity 5.2.3.4, customer service may tell the customer that the issue has been resolved or may discuss the potential solutions to identify next steps.

C28

Process group “measure and evaluate customer service operations” focuses on measuring customers’ satisfaction with various aspects of the service they receive. The factors that the organization combines to rate customer satisfaction may be determined within process “create enterprise measurement systems model” or in process “establish service levels for customers.” What constitutes customer satisfaction will vary from organization to organization, and the methods used to collect customer feedback will also differ. Many organizations ask their customers if they will continue to come to the organization in the future; if they would recommend it to a friend; or if they will rank how well the organization responds to requests, how quickly the organization responds, or how well the organization seems to understand customer needs.

C32

In the Measure customer satisfaction with customer complaint handling and resolution process, the organization gathers information from customers about how their complaints were handed by customer service representatives. (Note that the measurement of noncompliant inquiries occurs in process 5.3.1, and customer satisfaction with the products and services themselves is measured in process 5.3.3.) This information may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, during the complaint resolution process (5.2.3), or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management. Activity 5.3.2.2 Analyze customer complaint data and identify improvement opportunities includes the analysis of the data and any work completed internally to make improvements. The analysis of the complaint often results in actions within other process categories—for example, improving the customer experience with billing (category 8.0) or by altering the nature of the products/services themselves (2.0 or 4.0). Feedback may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. The customer satisfaction data for complaints is typically gathered at the time of the complaint on all complaints but still may be aggregated with data gathered in process 5.3.1 Measure customer satisfaction with customer requests/inquiries handling.

C35

In the Measure customer satisfaction with products and services process, the organization gathers information from customers about their experience with the products and services themselves. (Note that the measurement of customer inquiry handling occurs in process 5.3.1, and the measurement of complaint handling occurs in process 5.3.2.) Organizations may chose to track these activities here (in process 5.3.3) or through activities 4.4.4.3 Solicit customer feedback on services delivered and 4.4.4.4 Process customer feedback on services. This decision usually depends on the strategic use of an organization’s customer service Wherever this information is tracked, it may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management and other areas of the business as necessary. Feedback received here can inform activities 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2.2 Identify potential new products and services, and 3.1.1.1 Conduct customer and market research. Customer satisfaction data may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. Likewise, the reporting methods should match the standards of the organization, whether through spreadsheets, meetings, or online tools. The extent, duration, and frequency of the evaluation will also depend on the organization and its business. The communication of this information throughout the business may be essential to the growth of the business and its overall understanding of customer needs.



IDMetrics


11241 5.3.3.4 N

Analyze product and service satisfaction data and identify improvement opportunitiesProvide customer feedback to product management on products and services


PCF ID Name10007 6.0 Develop and Manage Human Capital Y17043 6.1 N

17044 6.1.1 Develop human resources strategy N10418 6.1.1.1 Identify strategic HR needs N10419 6.1.1.2 Define HR and business function roles and accountability N10420 6.1.1.3 Determine HR costs N10421 6.1.1.4 Establish HR measures N10422 6.1.1.5 Communicate HR strategies N10432 6.1.1.6 Develop strategy for HR systems/technologies/tools N17045 6.1.2 Develop and implement workforce strategy and policies N10423 6.1.2.1 N

10424 6.1.2.2 Plan employee resourcing requirements per unit/organization N

10425 6.1.2.3 Develop compensation plan N10426 6.1.2.4 Develop succession plan N10427 6.1.2.5 Develop employee diversity plan N10428 6.1.2.6 Develop other HR programs N10429 6.1.2.7 Develop HR policies N10430 6.1.2.8 Administer HR policies N10431 6.1.2.9 Plan employee benefits N10433 6.1.2.10 Develop workforce strategy models N10417 6.1.3 Monitor and update strategy, plans, and policies N10434 6.1.3.1 Measure realization of objectives N10435 6.1.3.2 Measure contribution to business strategy N10436 6.1.3.3 Communicate plans and provide updates to stakeholders N10438 6.1.3.4 Review and revise HR plans N17046 6.1.4 Develop competency management models N10410 6.2 Recruit, source, and select employees Y10439 6.2.1 Manage employee requisitions N10445 6.2.1.1 N

10446 6.2.1.2 Develop and open job requisition N10447 6.2.1.3 Develop job descriptions N10448 6.2.1.4 Post requisitions N10449 6.2.1.5 Manage internal/external job posting Web sites N10450 6.2.1.6 Modify requisitions N10451 6.2.1.7 Notify hiring manager N10452 6.2.1.8 Manage requisition dates N10440 6.2.2 Recruit/Source candidates N10453 6.2.2.1 Determine recruitment methods N10454 6.2.2.2 Perform recruiting activities/events N10455 6.2.2.3 Manage recruitment vendors N17047 6.2.2.4 Manage employee referral programs N

Hierarchy ID

Metrics available?

Develop and manage human resources (HR) planning, policies, and strategies

Gather skill requirements according to corporate strategy and market environment

Align staffing plan to workforce plan and business unit strategies/resource needs

C2

"Develop and manage human capital" is the top-most category responsible for delivering processes traditionally defined as "human resources." Process groups include those related to developing and maintaining workforce strategy, recruiting employees, developing and counseling employees, managing employee relations, rewarding and retaining employees, redeploying and retiring employees, managing employee information, and managing employee communications.

C3

The process group "develop and manage human resources (HR) planning, policies, and strategies" includes developing and implementing HR plans, strategies, and policies as well as monitoring and updating HR plans at regular intervals.

C21

Specific tasks will vary based on business need (ex. penetrating new market, increasing use of flexible staffing[part-time, contingent, contractor]) or business risk being addressed (aging workforce, attrition/turn over of key employees ) towards a single objective of getting the right number of people, with the right skills, in the right place and at the right time. Has a continuum of Basic (reactive; decision tree) to Innovative (predictive; simulations). Can support demand planning at the aggregate level. Develop models with defined thresholds and interventions/actions (e.g. hiring, transitioning, training, contracting) consistent with the workforce management [do we say planning rather than management?] strategy to address resource excesses or shortages (Key inputs from 6.1.2.1 Gather skill requirements according to corporate strategy and market environment) Can support resource optimization: matches demand to supply at the individual level and triggers actions, such as posting hiring requirements and opening purchase orders for contracting services. (Key inputs from 6.1.2.2 Plan employee resourcing requirements per unit/organization)

C22

C28

The process group "recruit, source, and select employees" includes creating and developing employee requisitions, recruiting and sourcing candidates, screening and selecting candidates, managing pre-placement verification, managing new hires/rehires, and tracking candidates.

C29

The Create and develop employee requisitions process includes aligning the work force plan to business unit strategies/ resource needs, developing and opening job requisitions, preparing job descriptions, posting job requisitions, managing internal/external job posting Web sites, changing/updating requisitions, notifying hiring managers, and managing requisition dates.

C38

The Recruit/source candidates process involves selecting recruiting methods, performing recruiting activities, holding/ participating in recruiting events, and managing recruitment vendors.



IDMetrics

available?17048 6.2.2.5 Monitor recruitment channels N17049 6.2.3 Screen and select candidates N10456 6.2.3.1 Identify and deploy candidate selection tools N10457 6.2.3.2 Interview candidates N10458 6.2.3.3 Test candidates N10459 6.2.3.4 Select and reject candidates N10460 6.2.3.5 Obtain candidate background information N10443 6.2.4 Manage new hire/re-hire Y10463 6.2.4.1 Draw up and make offer N10464 6.2.4.2 Negotiate offer N10465 6.2.4.3 Hire candidate N10444 6.2.5 Manage applicant information N10466 6.2.5.1 Create applicant record N10467 6.2.5.2 Manage/track applicant data N10468 6.2.5.3 Archive and retain records of non-hires N10411 6.3 Develop and counsel employees Y10469 6.3.1 Manage employee orientation and deployment Y10474 6.3.1.1 Create/maintain employee on-boarding program N11243 6.3.1.2 N

17050 6.3.1.3 Execute onboarding program N10470 6.3.2 Manage employee performance Y10479 6.3.2.1 Define performance objectives N10480 6.3.2.2 Review, appraise, and manage employee performance N10481 6.3.2.3 Evaluate and review performance program N10472 6.3.3 Manage employee development Y10487 6.3.3.1 Define employee development guidelines N10488 6.3.3.2 Develop employee career plans N17051 6.3.3.3 Manage employee skills development N10473 6.3.4 Develop and train employees Y10490 6.3.4.1 Align employee and organization development needs N10491 6.3.4.2 Align learning programs with competencies N10492 6.3.4.3 N

10493 6.3.4.4 Y

17052 6.4 Manage employee relations N10483 6.4.1 Manage labor relations N10484 6.4.2 Manage collective bargaining process N10485 6.4.3 Manage labor management partnerships N10531 6.4.4 Manage employee grievances N10412 6.5 Reward and retain employees Y17053 6.5.1 N

10498 6.5.1.1 Develop salary/compensation structure and plan N

Evaluate the effectiveness of the employee on-boarding program

Establish training needs by analysis of required and available skillsDevelop, conduct, and manage employee and/or management training programs

Develop and manage reward, recognition, and motivation programs

C50

The Manage new hire/rehire process includes drawing up and making a job offer, negotiating an offer, and hiring a candidate.

C54

The Track candidates process involves creating an applicant record; managing/tracking applicant data; and archiving and retaining records of non-hires.

C58

The "develop and counsel employees" process group consists of managing employee orientation and deployment, managing employee performance, managing employee relations, and managing and implementing employee development plans.

C59

The Manage employee orientation and deployment process involves creating/maintaining employee onboarding programs, introducing new hires to their managers and to the work place, and evaluating the effectiveness of employee onboarding programs.

C63

The Manage employee performance process consists of defining performance objectives; reviewing, appraising, and managing employee performance; and evaluating and reviewing the performance management program.

C67

The Manage employee development process includes creating short and long-term career goals, reviewing organizational career ladders, and identifying training and development opportunities.

C71

The Develop and train employees process includes aligning employee and organization development needs; developing competencies; conducting training needs analyses; and developing, conducting, and managing employee and/or management training programs.

C76

Managing employee relations includes the activities around managing labor relations, collective bargaining, management of employee grievances, and maintenance of labor/management partnerships.

C77

C78

Manage the negotiations between representatives of the employer and the collective bargaining unit[union] for reaching collective agreements that regulate working conditions. Agreements typically include determining compensation scales, benefits, working hours, overtime, health & safety, training, and grievance mechanisms.

C79

Manage partnerships between labor and management that are outside of formal agreements. Typically intended to address specific goal or issue where management decisions will have broad implications on workforce/workplace climate. Intended 1)to facilitate understanding of goal/issue 2) solicit input/collaborative problem solving 3) provide opportunity for multiple levels of the organization to influence decisions.

C81

The "reward and retain employees" process group consists of developing and managing reward, recognition, and motivation programs; managing employee assistance and retention; managing and administering benefits; and administering payroll.



IDMetrics

available?10499 6.5.1.2 Develop benefits and reward plan N10500 6.5.1.3 Perform competitive analysis of benefit and rewards N10501 6.5.1.4 N

10502 6.5.1.5 Administer compensation and rewards to employees N10503 6.5.1.6 Reward and motivate employees N10508 6.5.1.7 Deliver programs to support work/life balance for employees N10495 6.5.2 Manage and administer benefits N10504 6.5.2.1 Deliver employee benefits program N10505 6.5.2.2 Administer benefit enrollment N10506 6.5.2.3 Process claims N10507 6.5.2.4 Perform benefit reconciliation N17054 6.5.3 Manage employee assistance and retention N10497 6.5.4 Administer Payroll Y10413 6.6 Re-deploy and retire employees Y10512 6.6.1 Manage promotion and demotion process N10513 6.6.2 Manage separation Y10514 6.6.3 Manage retirement N10515 6.6.4 Manage leave of absence N10516 6.6.5 Develop and implement employee outplacement N10517 6.6.6 Manage deployment of personnel N17055 6.6.7 Relocate employees and manage assignments N10520 6.6.8 Manage expatriates N17056 6.7 Manage employee information and analytics N10522 6.7.1 Manage reporting processes N10523 6.7.2 Manage employee inquiry process Y10524 6.7.3 Manage and maintain employee data N10525 6.7.4 Manage human resource information systems (HRIS) N10526 6.7.5 Develop and manage employee metrics N10527 6.7.6 Develop and manage time and attendance systems N10510 6.7.7 Review retention and motivation indicators N10530 6.7.8 N

17057 6.8 Manage employee communication N10529 6.8.1 Develop employee communication plan N10532 6.8.2 Deliver employee communications N

Identify compensation requirements based on financial, benefits, and HR policies

Manage/Collect employee suggestions and perform employee research

C90

The manage and administer benefits process includes delivering the employee benefits program, administering benefits enrollment, processing claims, and performing benefits reconciliation.

C96

C97

The "redeploy and retire employees" process group includes managing promotions and demotions; managing separations, retirements, and leaves of absence; developing and implementing employee outplacement services; managing deployment of personnel; relocating employees and managing assignments; managing employment reduction and retirement; managing expatriates; and managing employee relocations.

C98

The manage promotion and demotion process includes the administration and execution of employee promotion and demotion. It also includes the processing of employee records and payroll and benefits transactions.

C99

The manage separation process includes the administration and execution of employee separations. It includes the creation and generation of final payments, turnover reports, and vendor notification. This process also includes communications with former employees regarding benefits options

C100

The Manage retirement process includes management of the organization’s retirement systems, tools, and processes. It does not include execution of the Manage retirement process itself.

C101

The Manage leaves of absence process includes managing and administering the leave of absence policy for employees who are taking leaves in excess of their annual allowance.

C102

The Develop and implement employee outplacement process involves creating and providing career transition information and advice to employees whose roles have been eliminated.

C103

The Manage deployment of personnel process includes managing the movement of employees to different roles within an organization.

C105

The Manage expatriates process includes activities associated with both the expatriation and repatriation of employees within the organization.

C106

The "manage employee information" process group consists of managing HR reporting capabilities; managing employee inquiry processes; managing and maintaining employee data; managing human resource information systems; developing and managing employee metrics; developing and managing time and attendance; and managing employee communications.

C107

The manage reporting process consists of providing key HR data and reporting capabilities for varying levels of management.

C108

The manage employee inquiry process involves receiving, responding to, and recording information on employee inquiries.

C109

The manage and maintain employee data process includes making revisions to personal data such as changing beneficiary designations or employee status.

C110

The manage human resource information systems process involves managing the day-to-day running of human resource information systems

C111

The develop and manage employee metrics process consists of collecting and managing work force data that is used to report on human capital program outcomes, workforce trends, demographics, and performance.

C112

The develop and manage time and attendance process includes collecting, editing, approving, and entering data related to hours worked and paid time off. This process does not include the actual processing of time and attendance data.

C115

Employee communication management includes activities around developing and maintaining the communications plan and actually delivering specific employee communications from the enterprise.

C117


PCF ID Name10008 7.0 Manage Information Technology Y10563 7.1 Manage the business of information technology Y10570 7.1.1 Develop the enterprise IT strategy Y10603 7.1.1.1 Build strategic intelligence N10604 7.1.1.2 N

10605 7.1.1.3 Define strategic standards, guidelines, and principles N10606 7.1.1.4 Define and establish IT architecture and development standards N

10607 7.1.1.5 Define strategic vendors for IT components N10608 7.1.1.6 Establish IT governance organization and processes N10609 7.1.1.7 Build strategic plan to support business objectives N10571 7.1.2 Define the enterprise architecture N10611 7.1.2.1 Establish the enterprise architecture definition N10612 7.1.2.2 Confirm enterprise architecture maintenance approach N10613 7.1.2.3 Maintain the relevance of the enterprise architecture N10614 7.1.2.4 Act as clearinghouse for IT research and innovation N10615 7.1.2.5 Govern the enterprise architecture N10572 7.1.3 Manage the IT portfolio N10616 7.1.3.1 Establish the IT portfolio N10617 7.1.3.2 N

10618 7.1.3.3 Provision resources in accordance with strategic priorities N10573 7.1.4 Perform IT research and innovation N10620 7.1.4.1 Research technologies to innovate IT services and solutions N10621 7.1.4.2 N

10575 7.1.5 Evaluate and communicate IT business value and performance Y

10625 7.1.5.1 Establish and monitor key performance indicators N10626 7.1.5.2 Evaluate IT plan performance N10627 7.1.5.3 Communicate IT value N10564 7.2 Develop and manage IT customer relationships Y10578 7.2.1 Develop IT services and solutions strategy Y11244 7.2.1.1 N

11245 7.2.1.2 N

11246 7.2.1.3 Formulate IT services and solutions strategic initiatives N11247 7.2.1.4 N

11248 7.2.1.5 N

10579 7.2.2 Develop and manage IT service levels N10640 7.2.2.1 Create and maintain the IT services and solutions catalog N

Hierarchy ID

Metrics available?

Identify long-term IT needs of the enterprise in collaboration with stakeholders

Analyze and evaluate the value of the IT portfolio for the enterprise

Transition viable technologies for IT services and solutions development

Research IT services and solutions to address business and user requirementsTranslate business and user requirements into IT services and solutions requirements

Coordinate strategies with internal stakeholders to ensure alignmentEvaluate and select IT services and solutions strategic initiatives

C2

The "manage information technology" category contains process groups relevant to the business of information technology within an organization. The process groups include "manage the business of information technology," "develop and manage IT customer relationships," "develop and implement security, privacy, and data protection controls," "manage enterprise information," "develop and maintain information technology solutions,, "deploy information technology solutions," and "deliver and support information technology solutions."

C3

Managing the business of information technology involves defining and maintaining the relevance of IT to the enterprise and its mission, communicating the strategy and role of IT within the enterprise, establishing the enterprise architecture and guiding principles, defining the IT management system and governance model, and managing the strategic activities that help ensure attainment of IT value.

C4

Developing the enterprise IT strategy consists of the activities required to define and maintain a business-focused enterprise IT strategy. This includes building strategic intelligence for the enterprise, collaborating with stakeholders to identify the long-term IT needs of the enterprise, and the development and maintenance of the business-focused strategy.

C7

C12

The purpose of defining the enterprise architecture is to assess the interrelationships of the business process architecture, the information architecture, the components and services architectures, and the infrastructure architectures to ensure their continued relevance. Execution of this process requires establishing the enterprise architecture definition, confirming the enterprise architecture maintenance, acting as a clearinghouse for IT research and innovation, and governing the enterprise architecture.

C18

Management of the IT portfolio results in the establishment of criteria for economic and strategic value and the provisioning of resources in accordance with strategic priorities and efforts to achieve a balanced portfolio. The activities included within the IT portfolio management process are maximizing the value of the IT portfolio for the enterprise, provisioning resources in accordance with strategic priorities, and achieving a balanced portfolio.

C22

This consists of exploring new technologies in pursuit of IT services and solutions innovations, formulating a development project to build and deploy selected technologies, and transitioning those technologies to the development pipeline.

C25

Evaluating and communicating IT business value and performance consists of establishing key performance measures, monitoring trends and key performance indicators, linking business technology investments to business outcomes, and communicating business technology value contributions.

C29

Developing and managing IT customer relationships involves managing communications and interactions between the customers of IT and the providers of IT services and solutions; gathering business requirements; helping customers develop justifications for requested IT services and solutions; providing the initial interface to IT architects responsible for designing the IT services and solutions; and monitoring the customers’ satisfaction with the development, deployment, and ongoing support of the IT services and solutions.

C30

Developing an IT services and solutions strategy involves assessing the needs of the business and user, translating those needs into services and solutions requirements, formulating and evaluating IT services and solutions strategic initiatives, and selecting IT services and solutions strategic initiatives to apply. The formulation of IT services and solutions strategic initiatives includes the tasks required to generate new ideas, identify enhancements or extensions to existing IT services and solutions, and identify outdated services and solutions for sunset or retirement. Developing and maintaining a long-term, business-focused IT strategy encompasses tasks to develop, communicate, govern, and track strategy deployment. This includes defining and communicating the strategic intent regarding the organizational use of IT; establishing and maintaining an IT governance structure; articulating strategic assumptions for IT strategy development; and developing and tracking the resulting IT plan, which optimizes the use of technologies, resources, and alliances to improve business agility.

C36

Developing and managing IT service levels requires creating and maintaining the IT services and solutions catalog, establishing and maintaining business and IT service level agreements, evaluating and reporting service level attainment results, and communicating business and IT service level improvement opportunities.



IDMetrics


10642 7.2.2.3 Evaluate and report service level attainment results N10643 7.2.2.4 N

10580 7.2.3 Perform demand side management (DSM) for IT services N10644 7.2.3.1 Analyze IT services and solutions consumption and usage N10645 7.2.3.2 N

10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions N10581 7.2.4 Manage IT customer satisfaction Y10647 7.2.4.1 Capture and analyze customer satisfaction N10648 7.2.4.2 Assess and communicate customer satisfaction patterns N10649 7.2.4.3 Initiate improvements based on customer satisfaction patterns N

10582 7.2.5 Market IT services and solutions N10650 7.2.5.1 Develop IT services and solutions marketing strategy N10651 7.2.5.2 Develop and manage IT customer strategy N10652 7.2.5.3 N

10653 7.2.5.4 Process and track IT services and solutions orders N11220 7.3 N

11230 7.3.1 N

11231 7.3.2 N

10565 7.4 Manage enterprise information Y10583 7.4.1 Develop information and content management strategies Y10654 7.4.1.1 N

10655 7.4.1.2 N

10656 7.4.1.3 N

10584 7.4.2 Define the enterprise information architecture Y10657 7.4.2.1 N

10658 7.4.2.2 Define information access requirements N10659 7.4.2.3 Establish data custodianship N10660 7.4.2.4 Manage changes to content data architecture requirements N10585 7.4.3 Manage information resources Y10661 7.4.3.1 Define the enterprise information/data policies and standards N

Establish and maintain business and IT service level agreements

Communicate business and IT service level improvement opportunities

Develop and implement incentive programs that improve consumption efficiency

Manage IT services and solutions advertising and promotional campaigns

Develop and implement security, privacy, and data protection controls

Establish information security, privacy, and data protection strategies and levelsTest, evaluate, and implement information security and privacy and data protection controls

Understand information and content management needs and the role of IT services for executing the business strategy

Assess the information and content management implications of new technologiesIdentify and prioritize information and content management actions

Define information elements, composite structure, logical relationships and constraints, taxonomy, and derivation rules

C41

Performing DSM for IT services consists of understanding IT services and solutions consumption and usage, developing and implementing incentive programs that improve consumption efficiency, and developing the volume/unit forecast for IT services and solutions. Development of IT services and solutions requires modeling the effect of incentive programs on the baseline forecast and generating a DSM influenced volume/unit forecast

C45

Management of IT customer satisfaction includes capturing and analyzing customer satisfaction and assessing and communicating customer satisfaction patterns. Capturing and analyzing customer satisfaction consists of tasks required to manage and monitor IT customer complaints and feedback, conduct qualitative and quantitative assessments, and identify customer satisfaction issues and opportunities for improvement. Assessing and communicating customer satisfaction patterns consists of tasks required to evaluate satisfaction with IT services and solutions, evaluate satisfaction with complaint resolution, and determine IT customer loyalty/lifetime value.

C49

Marketing IT services and solutions includes developing the IT services and solutions marketing strategy, developing and managing the IT customer strategy, managing IT services and solutions advertising and promotional campaigns, and processing and tracking IT services and solutions orders. Developing the services and solutions marketing strategy requires the IT organization to understand IT services and solutions requirements, predict user consumption behavior, and identify common usage/consumption profiles and target IT customers. Developing and managing the IT customer strategy includes tasks to establish and maintain IT customer management goals and strategies, develop a sales forecast and budget, and evaluate IT customer management results. Managing IT services and solutions advertising and promotional campaigns is defined as developing and managing IT services and solutions advertising, promotions, marketing communications, and sales opportunities. Processing and tracking IT services and solutions orders consists of collecting and maintaining IT customer account information, processing orders, and establishing delivery of the IT services and solutions.

C54

Developing and implementing security, privacy, and data protection controls includes the establishment of information security, privacy, and data protection strategies and levels as well as the testing, evaluation, and implementation of information security, privacy, and data protection controls.

C57

Managing enterprise information is defined as understanding what information is important to the enterprise; determining how, when and from where that information is collected; defining how that information is structured and organized; and establishing the policies and controls needed to guide the collection and use of that information.

C58

Developing information and content management strategies within the IT organization includes understanding information needs and the role of IT services in executing the business strategy, assessing the information and IT knowledge management implications of new technologies, and planning information and IT knowledge management actions and priorities.

C62

Defining the enterprise information architecture includes defining information elements, composite structure, logical relationships, constraints, and derivation rules; defining information access requirements; and establishing data custodianship.

C67

Managing information resources includes defining the enterprise information/data policies and standards as well as developing and implementing data and content administration.



IDMetrics

available?10662 7.4.3.2 Develop and implement data and content administration N10586 7.4.4 Perform enterprise data and content management Y10663 7.4.4.1 Define sources and destinations of content data N10664 7.4.4.2 Manage technical interfaces to users of content N10665 7.4.4.3 N

10566 7.5 Develop and maintain information technology solutions Y10587 7.5.1 Develop the IT development strategy Y10666 7.5.1.1 Establish sourcing strategy for IT development N10667 7.5.1.2 N

10668 7.5.1.3 Select development methodologies and tools N10588 7.5.2 Perform IT services and solutions life cycle planning N10669 7.5.2.1 Plan development of new requirements N10670 7.5.2.2 Plan development of feature and functionality enhancement N10671 7.5.2.3 Develop life cycle plan for IT services and solutions N10589 7.5.3 Develop and maintain IT services and solutions architecture N10672 7.5.3.1 Create IT services and solutions architecture N10673 7.5.3.2 Revise IT services and solutions architecture N10674 7.5.3.3 Retire IT services and solutions architecture N10590 7.5.4 Create IT services and solutions Y10675 7.5.4.1 Understand confirmed requirements N10676 7.5.4.2 Design IT services and solutions N10677 7.5.4.3 Acquire/Develop IT service/solution components N10678 7.5.4.4 Train services and solutions resources N10679 7.5.4.5 Test IT services/solutions N10680 7.5.4.6 Confirm customer acceptance N10591 7.5.5 Maintain IT services and solutions Y10681 7.5.5.1 Understand upkeep/enhance requirements and defect analysis N

10682 7.5.5.2 Design change to existing IT service/solution N10683 7.5.5.3 Acquire/Develop changed IT service/solution component N10684 7.5.5.4 Test IT service/solution change N10685 7.5.5.5 Retire solutions and services N10567 7.6 Deploy information technology solutions Y10592 7.6.1 Develop the IT deployment strategy N10686 7.6.1.1 Establish IT services and solutions change policies N10687 7.6.1.2 Define deployment process, procedures, and tools standards N

10688 7.6.1.3 Select deployment methodologies and tools N10593 7.6.2 Plan and implement changes N10689 7.6.2.1 Plan change deployment N10690 7.6.2.2 Communicate changes to stakeholders N10691 7.6.2.3 Administer change schedule N10692 7.6.2.4 Train impacted users N

Manage retention, revision, and retirement of enterprise information

Define development processes, methodologies, and tools standards

C70

Performing enterprise data and content management requires the IT organization to ensure that the collection, storage, and use of information and data are in accordance with the established information/data policies. Tasks include monitoring, controlling, and managing exceptions per policies and standards.

C74

Developing and managing information technology solutions involves producing, developing, and testing new, enhanced, and improved solutions; enabling services that meet all confirmed requirements; maintaining and managing solutions; supporting services to continue meeting all confirmed requirements; and "sun setting" solutions/discontinuing services no longer needed.

C75

Developing the IT development strategy includes defining a consistent approach to IT development; ensuring the repeatability of development and maintenance activities; and allowing these activities and their outcomes to be measured, thereby enabling continuous improvement.

C79

Performing IT services and solutions life cycle planning includes tasks to maintain the long-term viability of a family of services and solutions from “cradle to grave.” This includes ensuring that new solutions are created and new services enabled when needed and that existing services and solutions are properly repaired/enhanced or sunset/discontinued in an orderly fashion when no longer needed.

C83

Developing and maintaining IT services and solutions architecture includes creating the technical definition of the reference architecture for a family of IT services and solutions while ensuring compliance with the overall enterprise architecture. Tasks include assessing the need for new solutions and services, enabling new solutions and services, and maintaining existing solutions and services in a prescribed fashion consistent across the whole enterprise.

C87

Creating IT services and solutions is defined as the installation of service and/or solution design while ensuring that all functional and nonfunctional requirements are met and that solutions comply with organizational standards. Tasks include understanding service or solution requirements, designing the service or solution, building or integrating components, testing the solution or service, and gaining customer acceptance and certification.

C94

Maintaining IT services and solutions includes the tasks required to upkeep, repair, and develop minor (as defined by enterprise policy) enhancements to existing solutions or services and ensure that existing services or solutions continue to meet requirements. Tasks include understanding requirements or defect analysis, modifying the design of the service or solution, integrating newly required components, testing the change to a solution or service, and gaining customer acceptance and certification.

C100

Deploying information technology solutions involves introducing new, enhanced, or improved functionality into the environment with minimal or no disruption to the services schedules; ensuring consideration of appropriate security and contractual constraints; and properly balancing business benefit with technical and business risk.

C101

Developing the IT deployment strategy includes creating a consistent approach to the introduction of changes and releases into the IT environment, examining feedback from completed changes to ensure a successful deployment, and developing policies specific to “change” and “release.” Tasks include defining what constitutes a change and release, determining who can request changes and releases, establishing procedures to assign priority and approval levels, developing an exception process, defining deployment procedures, establishing and documenting a workflow for change approvals, analyzing completed changes and releases, and evaluating change trends and success rates.

C105

Planning and implementing changes includes all tasks necessary to administer and plan individual change requests (including accepting or rejecting the request), assessing the business and technical risks of changes, determining which individual changes can be performed simultaneously without increasing overall risk factors, and creating a master change schedule. Other tasks include requesting services, such as procurement and security, from other components to ensure component availability and obtainment of necessary security authorities.



IDMetrics

available?10693 7.6.2.5 Distribute and install change N10694 7.6.2.6 Verify change N10594 7.6.3 Plan and manage releases N10695 7.6.3.1 Understand and coordinate release design and acceptance N10696 7.6.3.2 Plan release rollout N10697 7.6.3.3 Distribute and install release N10698 7.6.3.4 Verify release N10568 7.7 Deliver and support information technology services Y10595 7.7.1 Develop IT services and solution delivery strategy N10699 7.7.1.1 Establish sourcing strategy for IT delivery N10700 7.7.1.2 Define delivery processes, procedures, and tools standards N10701 7.7.1.3 Select delivery methodologies and tools N10596 7.7.2 Develop IT support strategy N10702 7.7.2.1 Establish sourcing strategy for IT support N10703 7.7.2.2 Define IT support services N10597 7.7.3 Manage IT infrastructure resources N10704 7.7.3.1 Manage IT inventory and assets N10705 7.7.3.2 Manage IT resource capacity N10598 7.7.4 Manage IT infrastructure operations N10706 7.7.4.1 Deliver IT services and solutions N10707 7.7.4.2 Perform IT operations support services N10599 7.7.5 Support IT services and solutions Y10708 7.7.5.1 Manage availability N10709 7.7.5.2 Manage facilities N10710 7.7.5.3 Manage backup/recovery N10711 7.7.5.4 Manage performance and capacity N10712 7.7.5.5 Manage incidents N10713 7.7.5.6 Manage problems N10714 7.7.5.7 Manage inquiries N

C112

Planning and managing releases involves establishing priority for changes and executing all necessary planning activities to prepare for the actual release implementation. Tasks include understanding release design, coordinating release acceptance, planning rollout, and coordinating training.

C117

Delivering and supporting information technology services involves delivering IT services and solutions within the budget provided; meeting service commitments as measured by customer defined service criteria; and achieving customer satisfaction targets.

C118

Developing the IT services and solutions strategy consists of defining the organizational approach for IT service and delivery. Tasks include developing a strategy for delivering IT infrastructure services and determining sourcing strategies.

C122

Developing the IT support strategy requires defining the organizational approach to delivering key enabling services and assisting in the use of information technology. This strategy would address help desk activities, desk-side support, and third level technical support. Tasks include coordination of vendor support and evaluation of sourcing alternatives.

C125

Managing IT infrastructure resources involves managing and maintaining the physical computing assets, including hardware and software, of the organization. Tasks include identifying configuration items to be maintained, establishing the information management system, collecting the configuration item information, populating the database, and ensuring that information is available to other components. Other tasks include preventive maintenance, facilities management, configuration management, and inventory (asset) management.

C128

Managing IT infrastructure operations consists of activities required to manage the organizational workload and operation of physical assets, irrespective of their physical location. This includes providing and executing the requested services, preparing and handling customer input and data, managing security requests, and releasing resources employed in the delivery of the requested service and subsequently returning them to the resource pool.


PCF ID Name17058 8.0 Manage Financial Resources N10728 8.1 Perform planning and management accounting Y10738 8.1.1 Perform planning/budgeting/forecasting Y10771 8.1.1.1 Develop and maintain budget policies and procedures N10772 8.1.1.2 Prepare periodic budgets and plans N10773 8.1.1.3 Prepare periodic financial forecasts N10739 8.1.2 Perform cost accounting and control Y10774 8.1.2.1 Perform inventory accounting N10775 8.1.2.2 Perform cost of sales analysis N10776 8.1.2.3 Perform product costing N10777 8.1.2.4 Perform variance analysis N11175 8.1.2.5 Report on profitability N10740 8.1.3 Perform cost management Y10778 8.1.3.1 Determine key cost drivers N10779 8.1.3.2 Measure cost drivers N10780 8.1.3.3 Determine critical activities N10781 8.1.3.4 Manage asset resource deployment and utilization N10741 8.1.4 Evaluate and manage financial performance Y10782 8.1.4.1 Assess customer and product profitability N10783 8.1.4.2 Evaluate new products N10784 8.1.4.3 Perform life cycle costing N10785 8.1.4.4 Optimize customer and product mix N10786 8.1.4.5 Track performance of new customer and product strategies N10787 8.1.4.6 Prepare activity-based performance measures N10788 8.1.4.7 Manage continuous cost improvement N10729 8.2 Perform revenue accounting Y10742 8.2.1 Process customer credit Y10789 8.2.1.1 Establish credit policies N10790 8.2.1.2 Analyze/Approve new account applications N10791 8.2.1.3 Review existing accounts N10792 8.2.1.4 Produce credit/collection reports N10793 8.2.1.5 Reinstate or suspend accounts based on credit policies N10743 8.2.2 Invoice customer Y10794 8.2.2.1 Maintain customer/product master files N10795 8.2.2.2 Generate customer billing data N10796 8.2.2.3 Transmit billing data to customers N10797 8.2.2.4 Post receivable entries N10798 8.2.2.5 Resolve customer billing inquiries N10744 8.2.3 Process accounts receivable (AR) Y10799 8.2.3.1 Establish AR policies N10800 8.2.3.2 Receive/Deposit customer payments N10801 8.2.3.3 Apply cash remittances N10802 8.2.3.4 Prepare AR reports N10803 8.2.3.5 Post AR activity to the general ledger N10745 8.2.4 Manage and process collections Y

Hierarchy ID

Metrics available?

C2

Management of financial resources is a key back-office category for organizations. This category includes process groups related to planning and management accounting, revenue accounting, general accounting and reporting, fixed-asset project accounting, payroll, accounts payable and expense reimbursements, treasury operations, internal controls, tax management, international funds/consolidation, and global trade services.

C3

The "perform planning and management accounting" process group encompasses financial planning processes, including preparing quarterly and annual projections of revenue, expenses, operating profit, net income, and capital investments. The processes in this group support decision making through an analysis of the organization’s historical effectiveness and by recommending the most effective ways to allocate scarce resources to ensure that economic value is created for shareholders.

C4

This is the process of developing periodic plans, budgets, and forecasts to enable the achievement of organizational performance goals. This includes setting assumptions for revenue and cost levels—as well as cash flows—expected in the pursuit of organizational growth. It also includes proactive cost control and reporting on actual versus targeted financial results. It may also include predicting financial results for the next four to six quarters on a rolling forward basis. Budgets and forecasts should reflect financial targets derived from strategic plans. They also serve as a discussion platform at regular business review meetings, in which managers can decide if, how, and when to alter tactics to ensure that performance targets are achieved.

C8

This is the process of developing and implementing methods and models for the allocation of operating and overhead costs across products and/or services. This is typically used to evaluate and control product/service pricing, profitability, and trends. This includes inventory accounting, cost of sales analysis, product costing, variance analysis, and profitability reporting.

C14

This is the process of developing and implementing methods and approaches to analyze cost drivers, improve business processes, benchmark, deploy/utilize assets and resources, and evaluate value drivers. Within this process, the critical success factors and performance indicators should be determined and linked with activity based measures.

C19

This is the process of developing and implementing a framework that guides internal decision makers as they deploy resources—financial, human, technical, etc.—in the pursuit of sustainable, profitable growth. It ensures that decisions are aligned with stated organizational goals by measuring performance against predetermined targets and managing the corrective action process. This process includes: assessing customer and product profitability, evaluating new products, lifecycle costing, optimizing the customer and product mix, tracking the performance of new customer and product strategies, preparing activity based performance measures, and managing continuous cost improvement.

C27

The "perform revenue accounting" process group includes the recording/reporting of data related to the sale of goods and/or services provided to customers. Revenue accounting, which is a major component of preparing formal financial statements, reflects the decisions an organization makes to recognize revenues in a given reporting period. Costs (both direct and allocated) are then applied to revenue to determine profit. The Perform revenue accounting process includes revenue recognition decisions and often decisions about reserves held back for bad debts and outstanding liabilities such as warrantees. This process group is greatly affected by process 3.5.4 Manage sales orders, which is explained in the Related Processes section of this document.

C28

This is the process of evaluating customers’ creditworthiness. Typically performed in conjunction with the generation of an order or the creation of a new customer, this process encompasses all operations associated with credit checking— including the establishment of credit policies, the analysis/approval of new account applications, the review of existing accounts, and the generation of credit/collection reports.

C34

This is the process of developing and delivering customer invoices. It includes creating methods and procedures for communicating and delivering invoices and statements for services and products. The process encompasses the maintenance of customer/product master files, the generation and transmittal of customer billing data to the customer, the posting of receivable entries, and the resolution of customer billing inquiries. It does not include receiving payments; payment receipt is located in process 8.2.3 Process accounts receivable.

C40

This encompasses the processing of payments due from customers, including the processing of any funds received, whether by check or electronically. This process involves the establishment of accounts receivable policies, the receipt and deposit of customer payments, the application of cash remittances, the preparation of accounts receivable reports, and the posting of accounts receivable activities to the general ledger. It does not include the generation of invoices; invoice generation is located in process 8.2.2 Invoice customer.

C46

This is the process of coordinating and following through on collecting payments due. This process includes generating letters and phone calls on delinquent accounts, deciding when to collect, and selecting the collection vehicle (e.g., an external agency or an in-house department). It also encompasses the establishment of policies for delinquent accounts, the analysis of delinquent accounts, correspondence/negotiation with delinquent accounts, internal discussions around account resolution, the processing of adjustments, and the writing off of uncollectable balances.



IDMetrics

available?10804 8.2.4.1 Establish policies for delinquent accounts N10805 8.2.4.2 Analyze delinquent account balances N10806 8.2.4.3 Correspond/Negotiate with delinquent accounts N10807 8.2.4.4 Discuss account resolution with internal parties N10808 8.2.4.5 Process adjustments/write-off balances N10746 8.2.5 Manage and process adjustments/deductions Y10809 8.2.5.1 Establish policies/procedures for adjustments N10810 8.2.5.2 Analyze adjustments N10811 8.2.5.3 Correspond/Negotiate with customer N10812 8.2.5.4 Discuss resolution with internal parties N10813 8.2.5.5 Prepare chargeback invoices N10814 8.2.5.6 Process related entries N10730 8.3 Perform general accounting and reporting Y10747 8.3.1 Manage policies and procedures Y10815 8.3.1.1 Negotiate service level agreements N10816 8.3.1.2 Establish accounting policies N10817 8.3.1.3 Set and enforce approval limits N10818 8.3.1.4 Establish common financial systems N10748 8.3.2 Perform general accounting Y10819 8.3.2.1 Maintain chart of accounts N10820 8.3.2.2 Process journal entries N10821 8.3.2.3 Process allocations N10822 8.3.2.4 N

10823 8.3.2.5 Post and reconcile intercompany transactions N10824 8.3.2.6 Reconcile general ledger accounts N10825 8.3.2.7 Perform consolidations and process eliminations N10826 8.3.2.8 Prepare trial balance N10827 8.3.2.9 Prepare and post management adjustments N10749 8.3.3 Perform fixed asset accounting Y10828 8.3.3.1 Establish fixed asset policies and procedures N10829 8.3.3.2 Maintain fixed asset master data files N10830 8.3.3.3 Process and record fixed asset additions and retires N10831 8.3.3.4 N

10832 8.3.3.5 N

10833 8.3.3.6 Calculate and record depreciation expense N10834 8.3.3.7 Reconcile fixed asset ledger N10835 8.3.3.8 Track fixed assets including physical inventory N10836 8.3.3.9 N

10750 8.3.4 Perform financial reporting Y10837 8.3.4.1 Prepare business unit financial statements N10838 8.3.4.2 Prepare consolidated financial statements N

Process period end adjustments (e.g., accruals, currency conversions, etc.)

Process and record fixed asset adjustments, enhancements, revaluations, and transfersProcess and record fixed asset maintenance and repair expenses

Provide fixed asset data to support tax, statutory, and regulatory reporting

C52

This is the process of receiving, rectifying, and monitoring customer adjustments and deductions resulting from warranties, claims, returns, and recalls of products and/or services. This process includes the establishment of policies/procedures for adjustments, the analysis of adjustments, correspondence and negotiation with customers, internal discussions around account resolution, the preparation of chargeback invoices, and the processing of related entries

C59

The "perform general accounting and reporting" process group contains processes related to managing an organization’s ongoing financial records, including the maintenance of the chart of accounts, the processing of journal entries, and the adjustment of the organization’s general ledger accounts. This group also encompasses all operational activities performed to close the books on a monthly, quarterly, and yearly basis as well as the recording, tracking, and depreciation of fixed assets.

C60

This is the process of controlling and updating the policies and procedures related to financial management and control, including maintenance of the financial procedures manual and the establishment of service level agreements with internal customers/suppliers and external financial service providers.

C65

This is the process of managing the general ledger—including the maintenance of the chart of accounts and the processing of journal entries, allocations, period-end adjustments (e.g., accruals, currency conversions), and intercompany transactions. It also encompasses the reconciliation of general ledger accounts and intercompany transactions, the preparation of the trial balance, and the preparation and posting of management adjustments.

C71

C75

This is the process of accounting for fixed asset transactions, including additions, retires, transfers, adjustments, and depreciation expenses. This process includes establishing fixed asset policies and procedures, recording entries to the fixed asset register, tracking fixed assets through physical inventories, and calculating and recording depreciation and expenses related to fixed asset maintenance and repair. This process often supports tax, statutory, and regulatory reporting by providing data on fixed assets to the appropriate departments. Fixed asset projects that were proposed, pursued, and capitalized under process group 8.4 Manage fixed asset project accounting are thereafter maintained within process 8.3.3, under the auspices of general accounting and reporting—unless a project is initiated to dispose of the asset, in which case the project is again covered in process group 8.4.

C85

This is the process of gathering and consolidating periodic financial performance data and presenting snapshots of financial results for corporate-level, business unit-level, or department-level decision makers. These snapshots take the form of highly structured financial statements and may show comparisons with previous periods, various profitability or growth ratios, cost consumption rates, or even FTE deployment data.



IDMetrics

available?10839 8.3.4.3 Perform business unit reporting/review management reports N10840 8.3.4.4 N

10841 8.3.4.5 Prepare statements for board review N10842 8.3.4.6 Produce quarterly/annual filings and shareholder reports N10843 8.3.4.7 Produce regulatory reports N10731 8.4 Manage fixed asset project accounting Y10751 8.4.1 Perform capital planning and project approval Y10844 8.4.1.1 Develop capital investment policies and procedures N10845 8.4.1.2 Develop and approve capital expenditure plans and budgets N10846 8.4.1.3 N

10847 8.4.1.4 Conduct financial justification for project approval N10752 8.4.2 Perform capital project accounting Y10848 8.4.2.1 Create project account codes N10849 8.4.2.2 Record project-related transactions N10850 8.4.2.3 Monitor and track capital projects and budget spending N10851 8.4.2.4 Close/capitalize projects N10852 8.4.2.5 Measure financial returns on completed capital projects N10732 8.5 Process payroll Y10753 8.5.1 Report time Y10853 8.5.1.1 Establish policies and procedures N10854 8.5.1.2 Collect and record employee time worked N10855 8.5.1.3 Analyze and report paid and unpaid leave N10856 8.5.1.4 Monitor regular, overtime, and other hours N10857 8.5.1.5 Analyze and report employee utilization N10754 8.5.2 Manage pay Y10858 8.5.2.1 Enter employee time worked into payroll system N10859 8.5.2.2 Maintain and administer employee earnings information N10860 8.5.2.3 Maintain and administer applicable deductions N10861 8.5.2.4 Monitor changes in tax status of employees N10862 8.5.2.5 Process and distribute payments N10863 8.5.2.6 Process and distribute manual checks N10864 8.5.2.7 Process period end adjustments N10865 8.5.2.8 Respond to employee payroll inquiries N10755 8.5.3 Process payroll taxes Y10866 8.5.3.1 Calculate and pay applicable payroll taxes N10867 8.5.3.2 Produce and distribute employee annual tax statements N10868 8.5.3.3 File regulatory payroll tax forms N10733 8.6 Process accounts payable and expense reimbursements Y10756 8.6.1 Process accounts payable (AP) Y10869 8.6.1.1 Verify AP pay file with purchase order vendor master file N10870 8.6.1.2 Maintain/manage electronic commerce N10873 8.6.1.3 Process financial accruals and reversals N10877 8.6.1.4 Respond to AP inquiries N

Perform consolidated reporting/review of cost management reports

Review and approve capital projects and fixed asset acquisitions

C93

The "manage fixed-asset project accounting" process group encompasses the financial planning and supervising of projects involving fixed assets (capital projects), including additions, retires, transfers, adjustments and depreciation expenses. This group typically relates to the acquisition or disposal of fixed assets.

C94

This is the process of developing capital investment policies and procedures and implementing them to create and approve the capital expenditure plan and budget. This includes performing justification for project approvals as well as reviewing and approving capital projects and fixed asset acquisitions. This process covers the construction of a business case for a capital project

C99

This is the process of managing and accounting for ongoing activities related to capital projects—including setting up new projects, recording project transactions, monitoring and tracking spending, closing and capitalizing projects, and measuring financial returns on completed projects. Once a project is closed and the asset is capitalized, the accounting for that asset is no longer part of this 8.4.2 Perform capital project accounting process and instead will be performed under the process 8.3.3 Perform fixed asset accounting. Once the project is capitalized, it is a fixed asset.

C105

The "process payroll" process group consists of reporting time, managing pay, and processing taxes. Payroll administration tasks as defined elsewhere in the PCF are not considered in scope for "process payroll."

C106

Capturing employee time information and recording data in the time reporting system for use by payroll, benefits, billing (depending on business model), etc. Preparing the data for payroll and benefits usage by analyzing and reporting paid and unpaid leave, monitoring regular, overtime and other hours, and analyzing and reporting employee utilization. This includes establishing policies and procedures for reporting time, management activities and system maintenance to effectively capture and report on employee time.

C112

This is the process of calculating employee payroll for each pay period, including bonus runs throughout the year, and transmitting payments to employee accounts or directly to employees. It includes maintaining and administering employee earnings and deductions, monitoring changes in tax status in order to prepare the payroll each period, responding to all payroll-related inquiries, and processing adjustments and/or manual corrections as appropriate. This process also encompasses management activities and payroll system/interface maintenance to ensure accurate payments.

C121

This process ensures regulatory and statutory compliance for payroll tax obligations on behalf of the organization. This includes filing regulatory payroll tax forms in a timely manner and calculating and paying applicable payroll taxes. The production and distribution of employee tax statements on an annual basis (e.g., W2s in the U.S. or local equivalent) is also covered in this process.

C125

The "process accounts payable and expense reimbursement" process consists of processing payments for operating expenses and other supplier charges, which includes verifying of accounts payable with vendor records, maintaining and managing electronic commerce, auditing invoices and approving payments, processing financial accruals and reversals, processing payments and taxes, researching and resolving exceptions, and adjusting accounting records. It also develops policies and procedures around processing of accounts payable and all related operations. Technology is typically key to achieving top performance in this process.

C126

This process consists of processing payments for operating expenses and other supplier charges, which includes verifying of accounts payable with vendor records, maintaining and managing electronic commerce, auditing invoices and approving payments, processing financial accruals and reversals, processing payments and taxes, researching and resolving exceptions, and adjusting accounting records. It also encompasses the development of policies and procedures around the processing of accounts payable and all related operations. Technology is typically key to achieving top performance in this process.



IDMetrics

available?10878 8.6.1.5 Retain records N10879 8.6.1.6 Adjust accounting records N12213 8.6.1.7 Match receipts with purchase orders N12214 8.6.1.8 Perform evaluated receipt settlement N12215 8.6.1.9 Process invoices N10871 8.6.1.9.1 Audit invoices and key data in AP system N12217 8.6.1.9.2 Process recurring invoices N19775 8.6.1.9.3 Process one-time invoices N10872 8.6.1.9.4 Approve payments N10874 8.6.1.9.5 Process taxes N10875 8.6.1.9.6 Research/resolve exceptions N10876 8.6.1.9.7 Process payments Y10757 8.6.2 Process expense reimbursements Y10880 8.6.2.1 N

10881 8.6.2.2 Capture and report relevant tax data N10882 8.6.2.3 Approve reimbursements and advances N10883 8.6.2.4 Process reimbursements and advances N10884 8.6.2.5 Manage personal accounts N10734 8.7 Manage treasury operations Y10758 8.7.1 Manage treasury policies and procedures N10885 8.7.1.1 Establish scope and governance of treasury operations N10886 8.7.1.2 Establish and publish treasury policies N10887 8.7.1.3 Develop treasury procedures N10888 8.7.1.4 Monitor treasury procedures N10889 8.7.1.5 Audit treasury procedures N10890 8.7.1.6 Revise treasury procedures N10891 8.7.1.7 Develop and confirm internal controls for treasury N10892 8.7.1.8 Define system security requirements N10759 8.7.2 Manage cash Y10893 8.7.2.1 Manage and reconcile cash positions N10894 8.7.2.2 Manage cash equivalents N10895 8.7.2.3 Process and oversee electronic fund transfers (EFTs) N10896 8.7.2.4 Develop cash flow forecasts N10897 8.7.2.5 Manage cash flows N10898 8.7.2.6 Produce cash management accounting transactions and reports N

10899 8.7.2.7 Manage and oversee banking relationships N10900 8.7.2.8 Analyze, negotiate, resolve, and confirm bank fees N10760 8.7.3 Manage in-house bank accounts N10901 8.7.3.1 Manage in-house bank accounts for subsidiaries N10902 8.7.3.2 Manage and facilitate inter-company borrowing transactions N10903 8.7.3.3 N

10904 8.7.3.4 Manage central incoming payments on behalf of subsidiaries N

Establish and communicate expense reimbursement policies and approval limits

Manage centralized outgoing payments on behalf of subsidiaries

C143

This process includes the approval and processing of advancements and reimbursements for employee expenses on the organization’s behalf as well as capturing and reporting relevant tax data and managing personal accounts. This process often dovetails with the processing of accounts payable and includes the development and use of policies and procedures.

C149

The "manage treasury operations" process group includes the management of treasury policies and procedures, cash, bank accounts, debts, investments, and financial risks.

C150

This process involves establishing the scope and governance of treasury operations; creating and publishing treasury policies; developing, monitoring, auditing, and revising treasury procedures; developing and confirming internal treasury controls; and defining system security requirements.

C159

This process includes managing and reconciling cash positions; managing cash equivalents; processing and overseeing electronic fund transfers; developing cash flow forecasts; managing cash flows; producing cash management accounting transactions and reports; managing and overseeing banking relationships; and analyzing, negotiating, resolving, and confirming bank fees.

C168

The activities used to manage in-house bank accounts include managing in-house bank accounts for subsidiaries; managing and facilitating intercompany borrowing transactions; managing centralized outgoing payments on behalf of subsidiaries; managing central incoming payments on behalf of subsidiaries; managing internal payments and netting transactions; calculating interest and fees for in-house bank accounts; and providing account statements for in-house bank accounts.



IDMetrics

available?10905 8.7.3.5 Manage internal payments and netting transactions N10906 8.7.3.6 Calculate interest and fees for in-house bank accounts N10907 8.7.3.7 Provide account statements for in-house bank accounts N10761 8.7.4 Manage debt and investment N10908 8.7.4.1 Manage financial intermediary relationships N10909 8.7.4.2 Manage liquidity N10910 8.7.4.3 Manage issuer exposure N10911 8.7.4.4 Process and oversee debt and investment transactions N10912 8.7.4.5 Process and oversee foreign currency transactions N10913 8.7.4.6 Produce debt and investment accounting transaction reports N14210 8.7.4.7 Process and oversee interest rate transactions N12218 8.7.5 Maintain bank account information N11208 8.7.6 Monitor and execute risk and hedging transactions Y11209 8.7.6.1 Manage interest rate risk N11210 8.7.6.2 Manage foreign exchange risk N11211 8.7.6.3 Manage exposure risk N11212 8.7.6.4 Develop and execute hedging transactions N11213 8.7.6.5 Evaluate and refine hedging positions N11214 8.7.6.6 Produce hedge accounting transactions and reports N11215 8.7.6.7 Monitor credit N10735 8.8 Manage internal controls Y10762 8.8.1 Establish internal controls policies and procedures Y10914 8.8.1.1 Establish board of directors and audit committee N10915 8.8.1.2 Define and communicate code of ethics N10916 8.8.1.3 Assign roles and responsibility for internal controls N11250 8.8.1.4 Define business process objectives and risks N11251 8.8.1.5 Define entity/unit risk tolerances N10763 8.8.2 Y

10917 8.8.2.1 Design and implement control activities N10918 8.8.2.2 Monitor control effectiveness N10919 8.8.2.3 Remediate control deficiencies N10920 8.8.2.4 Create compliance function N10921 8.8.2.5 Operate compliance function N10922 8.8.2.6 N

10764 8.8.3 Report on internal controls compliance Y10923 8.8.3.1 Report to external auditors N10924 8.8.3.2 N

10925 8.8.3.3 Report to third parties (e.g., business partners) N10926 8.8.3.4 Report to internal management N10736 8.9 Manage taxes Y10765 8.9.1 Develop tax strategy and plan N10927 8.9.2 Develop foreign, national, state, and local tax strategy N

Operate controls and monitor compliance with internal controls policies and procedures

Implement and maintain controls-related enabling technologies and tools

Report to regulators, share/debt-holders, securities exchanges, etc.

C176

This process involves managing financial intermediary relationships; managing liquidity and issuer exposure; processing and overseeing debts and investments; making foreign currency transactions; and producing debt and investment accounting transaction reports.

C185

This process includes managing interest rate, foreign exchange, and exposure risks; developing and executing hedging transactions; evaluating and refining hedging positions; producing hedge accounting transactions and reports; and monitoring credit.

C193

The "manage internal controls" process group consists of operating controls, monitoring compliance with internal controls policies and procedures, and reporting on internal controls compliance. Internal controls do NOT include external audit activities.

C194

C200

This process incorporates the planning, management, operation, and monitoring of internal control mechanisms, policies, and procedures. It includes designing and implementing control activities; monitoring control effectiveness; remediating control deficiencies; creating compliance functions; operating compliance functions; and implementing and maintaining technologies and tools to enable the controls-related activities.

C207

This process includes reporting to external auditors, regulators, shareholders, debt holders, securities exchanges, business partners, internal management, and any other bona fide third parties.

C212

The "manage taxes" process group includes the processes associated with estimating an organization’s periodic tax liabilities and ensuring that appropriate taxing authorities receive tax return filings and payments when due.

C213

This process includes setting targets for periodic tax liabilities and assessing the tax impact of various activities, such as the acquisition or disposal of fixed assets or a deliberate change in employee population.



IDMetrics

available?10928 8.9.3 Consolidate and optimize total tax plan N10929 8.9.4 Maintain tax master data N10766 8.9.5 Process taxes N10930 8.9.5.1 Perform tax planning/strategy N10931 8.9.5.2 Prepare returns N10932 8.9.5.3 Prepare foreign taxes N10933 8.9.5.4 Calculate deferred taxes N10934 8.9.5.5 Account for taxes N10935 8.9.5.6 Monitor tax compliance N10936 8.9.5.7 Address tax inquiries N10737 8.10 Manage international funds/consolidation N10767 8.10.1 Monitor international rates N10768 8.10.2 Manage transactions N10769 8.10.3 Monitor currency exposure/hedge currency N10770 8.10.4 Report results N17059 8.11 Perform global trade services N14090 8.11.1 Screen sanctioned party list N14091 8.11.2 Control exports and imports N14092 8.11.3 Classify products N14093 8.11.4 Calculate duty N14094 8.11.5 Communicate with customs N14095 8.11.6 Document trade N14096 8.11.7 Process trade preferences N14097 8.11.8 Handle restitution N14098 8.11.9 Prepare letter of credit N

C217

This is the process of accounting for taxes collected or paid.

C225

The "manage international funds/consolidation" process is the process of managing cash collections and disbursements made by operating units across the enterprise and, when appropriate, transferring cash from those units to parent level bank accounts managed by the organization’s treasury team.

C226

This is the process of forecasting and monitoring changes in foreign currency value or interest rates around the world.

C227

This is the process of converting cash from one currency to another in the course of conducting cross-border trade or investment.

C228

This process involves assessing an organization’s exposures to potential financial losses that could occur as a result of changes in the relative value of currencies globally. Hedging currency exposures refers to the process of forecasting the impacts of movements in foreign currency values and entering into financial transactions designed to offset or limit an organization’s potential exposure to loss.

C229

This process involves making accounting entries to formally report financial gains or losses experienced as a result of foreign exchange activity.

C230

Global trade services represents the collection of processes related to cross-border collaboration and compliance with international regulations including import/export controls, product classification, duty calculation, relationships with customs, trade communications and documentation, restitution, and international letters of credit.


PCF ID Name19207 9.0 Acquire, Construct, and Manage Assets N10937 9.1 Design and construct/acquire buildings and facilities N10941 9.1.1 Develop property strategy and long-term vision N10955 9.1.1.1 N

10956 9.1.1.2 Assess the external environment N10957 9.1.1.3 Make build-or-buy decision N10942 9.1.2 Develop, construct, and modify sites N11276 9.1.2.1 Perform construction performance management N11277 9.1.2.2 Obtain construction permissions N11278 9.1.2.3 Perform construction design and planning N11279 9.1.2.4 Perform construction N10943 9.1.3 Plan facility N10958 9.1.3.1 Design facility N19776 9.1.3.1.1 Design / define maintenance facility N10959 9.1.3.2 Analyze budget N10960 9.1.3.3 Select property N10961 9.1.3.4 Negotiate terms for facility N10962 9.1.3.5 Manage construction or modification to building N10944 9.1.4 Provide workspace and assets N10963 9.1.4.1 Acquire workspace and assets N10964 9.1.4.2 Change fit/form/function of workspace and assets N19208 9.2 Design and construct productive assets N19209 9.2.1 Manage capital program for productive assets N19210 9.2.1.1 Define capital investment plan N19211 9.2.1.2 Monitor capital program N19212 9.2.1.3 Secure construction financing N19219 9.2.2 Design and plan asset construction N19220 9.2.2.1 Develop construction strategy N19221 9.2.2.2 Obtain construction permissions N19222 9.2.2.3 Design assets N19223 9.2.2.4 Plan construction resources N19224 9.2.3 Manage asset construction N19225 9.2.3.1 Monitor work performance N19226 9.2.3.2 Undertake quality control N19227 9.2.3.3 Create work and asset records N19228 9.2.3.4 Manage safety, security, and access to sites N19229 9.2.4 Schedule and perform construction works N19230 9.2.4.1 Schedule work N19231 9.2.4.2 Obtain resources N19232 9.2.4.3 Construct new assets N19233 9.2.4.4 Augment existing assets N19234 9.2.4.5 Renew/Replace assets N11280 9.2.5 Commission new assets N19235 9.2.5.1 Schedule commissioning N

Hierarchy ID

Metrics available?

Confirm alignment of property requirements with business strategy

C2

This category has been expanded in the E&U model to include both the original non-productive assets (such as property, buildings and facilities) plus utility networks and major plant assets.

C21

C22

C23

Previously these processes might have been covered under 9.1. But 9.1 was a poor representation of utility plant and network design and construction processes. The new 9.2 process group for E&U provides a more comprehensive and accurate description of this core utility function, leaving 9.1 to describe processes applicable to property and buildings (as was its original intent).



IDMetrics

available?19236 9.2.5.2 Co-ordinate energization with network operations N19237 9.2.5.3 Capture commissioning records N19238 9.3 Maintain assets N19239 9.3.1 Plan asset maintenance N19240 9.3.1.1 Develop maintenance strategies N10967 9.3.1.2 Analyze assets and predict maintenance requirements N19241 9.3.1.3 Specify maintenance policies N10968 9.3.1.4 Integrate preventive maintenance into operations schedule N19242 9.3.1.5 Identify work management tasks and priorities N19243 9.3.1.6 Conduct resource planning N19244 9.3.1.7 Create work plans N19245 9.3.2 Manage asset maintenance N19246 9.3.2.1 Schedule work N19247 9.3.2.2 Obtain required resources N19248 9.3.2.3 Undertake quality control N19249 9.3.2.4 Update work and asset records N19250 9.3.2.5 Manage maintenance work safety N19251 9.3.2.6 Define maintenance performance targets N19252 9.3.2.7 Monitor maintenance performance against targets/contracts N19253 9.3.3 Perform asset maintenance N10947 9.3.3.1 Perform preventative asset maintenance N19254 9.3.3.2 Perform routine asset maintenance N19255 9.3.3.3 Perform corrective asset maintenance and repairs N19256 9.3.3.4 Identify unplanned maintenance requirements N19257 9.3.3.5 Perform unplanned maintenance and repairs N10940 9.4 Dispose of assets N10952 9.4.1 Develop exit strategy N19258 9.4.2 Decommission productive assets N10953 9.4.3 Perform sale or trade N10954 9.4.4 Perform abandonment N

C46

C71

The process "dispose of productive and nonproductive assets" involves planning how to discontinue the use of an asset at the end of its life cycle. This process group includes developing an exit strategy, performing a sale or trade of assets, and performing asset abandonment.

C73


PCF ID Name16437 10.0 N

17060 10.1 Manage enterprise risk N16439 10.1.1 Establish the enterprise risk framework and policies N16440 10.1.1.1 Determine risk tolerance for organization N16441 10.1.1.2 Develop and maintain enterprise risk policies and procedures N

16442 10.1.1.3 Identify and implement enterprise risk management tools N16443 10.1.1.4 N

16444 10.1.1.5 N

16445 10.1.2 Oversee and coordinate enterprise risk management activities N16446 10.1.2.1 Identify enterprise level risks N16447 10.1.2.2 Assess risks to determine which to mitigate N16448 10.1.2.3 N

16449 10.1.2.4 N

16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored N16451 10.1.2.6 Report on risk activities N16452 10.1.3 N

16453 10.1.3.1 N

16454 10.1.3.2 N

17061 10.1.4 Manage business unit and function risk N16456 10.1.4.1 Identify risks N16457 10.1.4.2 N

16458 10.1.4.3 Develop mitigation plans for risks N16459 10.1.4.4 Implement mitigation plans for risks N16460 10.1.4.5 Monitor risks N16461 10.1.4.6 Analyze risk activities and update plans N16462 10.1.4.7 Report on risk activities N17467 10.2 Manage compliance N17468 10.2.1 Establish compliance framework and policies N17469 10.2.1.1 Develop enterprise compliance policies and procedures N17470 10.2.1.2 Implement enterprise compliance activities N14133 10.2.1.3 Manage internal audits N14137 10.2.1.4 Maintain controls-related technologies and tools N16463 10.2.2 Manage regulatory compliance N16464 10.2.2.1 Develop regulatory compliance procedures N16465 10.2.2.2 Identify applicable regulatory requirements N

Hierarchy ID

Metrics available?

Manage Enterprise Risk, Compliance, Remediation and Resiliency

Coordinate the sharing of risk knowledge across the organizationPrepare and report enterprise risk to executive management and board

Develop risk mitigation and management strategy, and integrate with existing performance management processesVerify business unit and functional risk mitigation plans are implemented

Coordinate business unit and functional risk management activities

Ensure that each business unit/function follows the enterprise risk management processEnsure that each business unit/function follows the enterprise risk reporting process

Assess risks using enterprise risk framework policies and procedures

C2

The process group "manage enterprise risk, compliance, remediation, and resiliency" is responsible for ensuring that an organization effectively manages its risk. Process groups are aligned with traditional risk management activities.

C3

The "manage enterprise risk" process group addresses enterprise risk management. Risk is the probability or threat of a negative occurrence caused by potential events. Strategic, operational, financial, and hazard risks categories are included in this group. Manage enterprise risk includes establishing an enterprise risk management framework and policies, overseeing enterprise risk management activities across the organization, and coordinating business unit/functional risk management processes. Based on the enterprise-level risk management frameworks and policies, business unit/functional risk management activities are executed and managed. This process group also covers the management of regulatory compliance to ensure the organization has the required procedures in place and follows regulatory requirements.

C18

C28

The "manage compliance" process group is responsible for the development of internal and external compliance activities.



IDMetrics

available?16466 10.2.2.3 N

16467 10.2.2.4 N

16468 10.2.2.5 N

16469 10.2.2.6 N

16470 10.2.2.7 Maintain relationships with regulators as appropriate N19777 10.2.2.8 Certify capabilities N11185 10.3 Manage remediation efforts N11201 10.3.1 Create remediation plans N11202 10.3.2 Contact and confer with experts N11203 10.3.3 Identify/Dedicate resources N11204 10.3.4 Investigate legal aspects N11205 10.3.5 Investigate damage cause N11206 10.3.6 Amend or create policy N11216 10.4 Manage business resiliency Y11221 10.4.1 Develop the business resilience strategy N11222 10.4.2 Perform continuous business operations planning N11223 10.4.3 Test continuous business operations N11224 10.4.4 Maintain continuous business operations N16471 10.4.5 N

Monitor the regulatory environment for changing or emerging regulationsAssess current compliance position, and identify weaknesses or shortfalls thereinImplement missing or stronger regulatory compliance controls and policiesMonitor and test, on an ongoing and scheduled basis, regulatory compliance position and existing controls, defining controls that should be added, removed, or modified as required

Share knowledge of specific risks across other parts of the organization

C43

Remediation efforts are those processes necessary to repair damage to assets created by the occurrence of a risk, be it a new risk or a risk under existing management.

C50

Managing business resiliency and risk includes the processes required to enable firms to rapidly adapt and respond to any internal or external opportunity, demand, disruption, or threat; continue operations without significant impact to the business; and develop a more dynamic, strategic, and integrated approach to managing compliance obligations.


PCF ID Name10012 11.0 Manage External Relationships N11010 11.1 Build investor relationships N11035 11.1.1 Plan, build, and manage lender relations N11036 11.1.2 Plan, build, and manage analyst relations N11037 11.1.3 Communicate with shareholders N11011 11.2 Manage government and industry relationships N11038 11.2.1 Manage government relations N11039 11.2.2 Manage relations with quasi-government bodies N11040 11.2.3 Manage relations with trade or industry groups N11041 11.2.4 Manage lobby activities N11012 11.3 Manage relations with board of directors N11042 11.3.1 Report results N11043 11.3.2 Report audit findings N11013 11.4 Manage legal and ethical issues N11044 11.4.1 Create ethics policies N11045 11.4.2 Manage corporate governance policies N11046 11.4.3 Develop and perform preventative law programs N11047 11.4.4 Ensure compliance N11053 11.4.4.1 Plan and initiate compliance program N11054 11.4.4.2 Execute compliance program N11048 11.4.5 Manage outside counsel N11056 11.4.5.1 Assess problem and determine work requirements N11057 11.4.5.2 Engage/retain outside counsel if necessary N11058 11.4.5.3 Receive strategy/budget N11059 11.4.5.4 N

11060 11.4.5.5 Process payment for legal services N11061 11.4.5.6 Track legal activity/performance N11049 11.4.6 Protect intellectual property N11062 11.4.6.1 Manage copyrights and patents N11063 11.4.6.2 Maintain intellectual property rights and restrictions N11064 11.4.6.3 Administer licensing terms N11065 11.4.6.4 Administer options N11050 11.4.7 Resolve disputes and litigations N11051 11.4.8 Provide legal advice/counseling N11052 11.4.9 Negotiate and document agreements/contracts N11014 11.5 Manage public relations program N11066 11.5.1 Manage community relations N11067 11.5.2 Manage media relations N11068 11.5.3 Promote political stability N11069 11.5.4 Create press releases N11070 11.5.5 Issue press releases N

Hierarchy ID

Metrics available?

Receive work product and manage/monitor case and work performed

C2

External relationships are those relationships with stakeholders of the entity, including investors, government and industry, the board of directors, and the general public. This is not related to customer management.

C7

Strong government and industry relationships are essential to the longevity of any company. This process group is responsible for managing government relations, trade and industry group relationships, and lobbying activities.

C12

The "manage relations with board of directors" process group encompasses the processes required to select, appoint, govern, and communicate with the organization’s board of directors while complying with the organization’s bylaws. These processes include "report results" and "report audit findings."

C15

"Manage legal and ethical issues" includes a variety of processes that address the legal and moral framework of the organization and policy development and enforcement.

C26

C37

"Manage public relations" includes processes related to the flow of information from an organization to the public. It includes the processes "manage community relations, "manage media relations," "promote political stability," "create press releases," and "issue press releases." Public relations processes influence the public view of an organization and its products or services. These programs may include but are not limited to: corporate social responsibility (CSR) programs, corporate giving, volunteerism, and community partnerships. These programs may use a variety of avenues including media outlets, personalities, social resources, networks, or lobbying.


PCF ID Name10013 12.0 Develop and Manage Business Capabilities Y16378 12.1 Manage business processes N16379 12.1.1 Establish and maintain process management governance N16380 12.1.1.1 Define and manage governance approach N16381 12.1.1.2 Establish and maintain process tools and templates N16382 12.1.1.3 Assign and support process ownership N16383 12.1.1.4 Perform process governance activities N16384 12.1.2 Define and manage process frameworks N16385 12.1.2.1 Establish and maintain process framework N16386 12.1.2.2 Identify cross-functional processes N16387 12.1.3 Define processes N16388 12.1.3.1 Scope processes N16389 12.1.3.2 Analyze processes N16390 12.1.3.3 Map processes N16391 12.1.3.4 Publish processes N16392 12.1.4 Manage process performance N16393 12.1.4.1 Provide process training N16394 12.1.4.2 Support process execution N16395 12.1.4.3 Measure and report process performance N16396 12.1.5 Improve processes N16397 12.1.5.1 Identify and select improvement opportunities N16398 12.1.5.2 Manage improvement projects N16399 12.1.5.3 Perform continuous improvement activities N16400 12.2 Manage portfolio, program, and project N16401 12.2.1 Manage portfolio N16402 12.2.1.1 Establish portfolio strategy N16403 12.2.1.2 Define portfolio governance N16404 12.2.1.3 Monitor and control portfolio N16405 12.2.2 Manage programs N16406 12.2.2.1 Establish program structure and approach N16407 12.2.2.2 Manage program stakeholders and partners N16408 12.2.2.3 Manage program execution N16409 12.2.2.4 Review and report program performance N16410 12.2.3 Manage projects N16411 12.2.3.1 Establish project scope N11117 12.2.3.1.1 Identify project requirements and objectives N16412 12.2.3.1.2 Identify project resource requirements N11118 12.2.3.1.3 N

11119 12.2.3.1.4 Identify appropriate project management methodologies N11120 12.2.3.1.5 Create business case and obtain funding N11121 12.2.3.1.6 Develop project measures and indicators N16413 12.2.3.2 Develop project plans N11123 12.2.3.2.1 Define roles and resources N11124 12.2.3.2.2 Identify specific IT requirements N

Hierarchy ID

Metrics available?

Assess culture and readiness for project management approach

C2

Business capabilities are those activities performed by an organization that are fundamental to the successful operation of the organization, even across functions in a business. Capabilities defined in the PCF include business process management; portfolio, program, and project management; quality management; change management; benchmarking; environmental health and safety management; and knowledge management.

C25

The "manage portfolio, program, and project" process group focuses on identifying projects and initiatives; initiating, executing, and closing projects; monitoring the overall project performance and status; and making projects visible to organizational decision-makers.



IDMetrics

available?11125 12.2.3.2.3 Create training and communication plans N11127 12.2.3.2.4 Design recognition and reward approaches N11128 12.2.3.2.5 Design and plan launch of project N11129 12.2.3.2.6 Deploy the project N16414 12.2.3.3 Execute projects N11131 12.2.3.3.1 N

16415 12.2.3.3.2 Report the status of project N16416 12.2.3.3.3 Manage project scope N11132 12.2.3.3.4 Promote and sustain activity and involvement N11133 12.2.3.3.5 N

16417 12.2.3.4 Review and report project performance N16418 12.2.3.5 Close projects N17471 12.3 Manage enterprise quality N17472 12.3.1 Establish quality requirements N17473 12.3.1.1 Define critical-to-quality characteristics N17474 12.3.1.2 Define preventive quality activities N17475 12.3.1.3 Develop quality controls N17476 12.3.1.3.1 Define process steps for controls (or integration points) N17477 12.3.1.3.2 Define sampling plan N17478 12.3.1.3.3 Identify measurement methods N17479 12.3.1.3.4 Define required competencies N17480 12.3.1.4 Prove capability to assess compliance with requirements N17481 12.3.1.5 Finalize quality plan N17482 12.3.2 Evaluate performance to requirements N17483 12.3.2.1 Test against quality plan N17484 12.3.2.1.1 Conduct test and collect data N17485 12.3.2.1.2 Record result(s) N17486 12.3.2.1.3 Determine disposition of result(s) N17487 12.3.2.2 Assess results of tests N17488 12.3.2.2.1 Assess sample significance N17489 12.3.2.2.2 Summarize result(s) N17490 12.3.2.2.3 Recommend actions N17491 12.3.2.2.4 Decide next steps N17492 12.3.3 Manage non-conformance N17493 12.3.3.1 Assess potential impact N17494 12.3.3.2 Determine immediate action(s) N17495 12.3.3.3 Identify root cause(s) N17496 12.3.3.4 Take corrective or preventative action N17497 12.3.3.5 Close non-conformance N17498 12.3.4 N

17499 12.3.4.1 Define the quality strategy N17500 12.3.4.2 Plan and deploy the EQMS scope, targets, and goals N

Evaluate impact of project management (strategy and projects) on measures and outcomes

Realign and refresh project management strategy and approaches

Implement and maintain the enterprise quality management system (EQMS)

C58

The "manage quality" process group creates a quality strategy, plans and supports the staff that oversee quality work force, and conducts quality assessments.

C59

The purpose of the Establish Quality Requirements is to define a specific plan for quality within the execution of work. This requires a complete understanding (e.g., an inventory) of all stakeholder requirements (e.g., product, service, or process) and an associated set of critical-to-quality characteristics (CtQCs) that can be measured for each of these requirement—to prove the requirements are met. These CtQCs are used to evaluate the current capabilities of the organization to meet the requirements and identify any potential gaps that may lead to a nonconformance prior to the execution of work. A determination is made to mitigate the gap with preventive activities or deemed an acceptable risk. As an output, the plan for quality provides documentation about how Quality will be ensured (e.g., preventive, control, assurance) and all actions that will be taken if a nonconformance occurs.

C60

All stakeholder requirements that describe the characteristics of a product, service, or process must be documented and gathered, in an accessible format, in preparation for establishing quality requirements. The actual establishment of these requirements is not within the scope of the EQ Framework, but is a critical input used throughout planning for Quality. Stakeholders, in this instance, include any internal or external party (e.g., customers, government agencies, industry standards, enterprise policies, business or functional performance targets) that have expressed a requirement (often described as critical-to-customer (CtC) characteristics). CtQCs are measurable elements of the process, product, or service whose performance standards or specifications must be met to satisfy the established requirement. Each stakeholder requirement must have an associated CtQCs, unless the requirement itself fully defines all elements that must exist. The CtQCs must be documented and aligned to the specific requirement being fulfilled.

C61

Analysis is conducted to assess the current state of the processes to achieve the CtQCs. This analysis must include, but is not limited to, all required activities established in the organization's Risk Management standards. All identified gaps are documented and a determination is made as to whether the gap will be mitigated through preventive Quality activities or deemed as acceptable risk. The goal of any preventive quality activities is to create provisions to prevent, control, or reduce the risk of not meeting the CtQCs. In addition, any standard methodology that will be used to design or conduct preventive Quality activities are defined and documented.

C62

The purpose of quality assurance and control design is to ensure all processes can create products or services that meet the CtQCs, by minimizing defects from occurring (or meeting the specified tolerances for performance). For example, the implementation, alignment, and adherence of work activities to the EQ Framework is considered a quality assurance activity. In planning Quality assurance and activities, the concepts of ‘fit for purpose’ (does the product or service meet the intended purpose) and ‘right the first time’ (elimination of mistakes, errors, or defects) must be considered.

C68

A plan for quality defines how the CTQ characteristics will be achieved, controlled, assured and managed throughout the entire lifecycle of a product or service. The definition of this may be a separate quality plan or can be the inclusion/alignment of the EQ Framework in existing plans. At a minimum, all plans for quality must include the following: requirements, CtQCs, a preventive quality assessment, description of how the product or service is going to be verified, criteria against which the verification is to be assessed, how any nonconformance to those requirements will be managed, and the records that will be kept to demonstrate conformity.

C69

Evaluation compares the work outcomes with respect to quality characteristics against the intended results as designed. It serves as a check for: • Initiating non-conformance management • Identifying long-term root cause analyses • Providing test and compliance data for future analyses Requirements may include both in-process or output standards in addition to customer outcome standards. In particular, key process indicators (KPI’s) and critical to quality (CTQ) characteristics must be used as the basis for any evaluation and test methodology.

C71

C72

The purpose of recording results is to provide documented evidence for (minimally): • Audit requirements by external parties • Non-conformance management • Management reporting requirements • Trend analysis and quality improvement Results should be maintained electronically, in corporate standard format(s), and owned by a designated function or role. Access to results should be provided on an as needed basis to appropriate stakeholders with appropriate levels of editing rights.

C73

C75

The purpose of determining sample significance includes: • Determining whether or not the sample is representative of the larger output or outcome • Determining if the sample meets or does not meet the requirements • Identifying the conditions for acceptance, rejection, remediation, and prevention For each key process indicator (KPI), CtQCs, or other dimension assessed, significance is assigned individually.

C76

Summarizing results of the test(s)/audit(s) provides insights and indicators derived from the raw data. It serves as a basis for informing post-assessment actions by providing information separating significant from insignificant results. Summaries may be shown in various forms, including charts, tables, statistical test results, or written findings and conclusions.

C78

(input into non-conformance or drive improvement)

C80

This process includes the effort to analyze nonconformance events and determine the need for corrective and/or preventative action(s). The level of analysis may include root cause, risk exposure and other evaluations that will be necessary to properly review and approve/reject subsequent actions. Recommended actions may include corrective, preventative or no action based upon the impact and likelihood of reoccurrence. Approval will be based upon cost/benefit, risk exposure and other pertinent factors. Determination of not only what action(s) but also timing and assignment of responsibility will occur. If correct/preventive actions are needed, this will trigger the Preventive Action process.

C83

C86



IDMetrics

available?17501 12.3.4.3 Identify core EQMS processes, controls, and metrics N17502 12.3.4.4 N

19778 12.3.4.5 Set service level standards N17503 12.3.4.6 Assess the EQMS performance N17504 12.3.4.7 Create environment and capability for EQMS improvement(s) N

17505 12.3.4.7.1 Reward quality excellence N17506 12.3.4.7.2 Create and maintain quality partnerships N17507 12.3.4.7.3 Maintain talent capabilities and competencies N17508 12.3.4.7.4 Incorporate EQMS messaging into communication channels N

17509 12.3.4.7.5 N

17510 12.3.4.7.6 Transfer proven EQMS methods N11074 12.4 Manage change N11134 12.4.1 Plan for change N11138 12.4.1.1 Select process improvement methodology N11139 12.4.1.2 Assess readiness for change N11140 12.4.1.3 Determine stakeholders N11141 12.4.1.4 Engage/Identify champion N11142 12.4.1.5 Form design team N11143 12.4.1.6 Define scope N11144 12.4.1.7 Understand current state N11145 12.4.1.8 Define future state N11146 12.4.1.9 Conduct organizational risk analysis N11147 12.4.1.10 Assess cultural issues N11148 12.4.1.11 Establish accountability for change management N11149 12.4.1.12 Identify barriers to change N11150 12.4.1.13 Determine change enablers N11151 12.4.1.14 Identify resources and develop measures N11135 12.4.2 Design the change N11152 12.4.2.1 Assess connection to other initiatives N11153 12.4.2.2 Develop change management plans N11154 12.4.2.3 Develop training plan N11155 12.4.2.4 Develop communication plan N11156 12.4.2.5 Develop rewards/incentives plan N11157 12.4.2.6 Establish change adoption metrics N11158 12.4.2.7 Establish/Clarify new roles N11159 12.4.2.8 Identify budget/roles N11136 12.4.3 Implement change N11160 12.4.3.1 Create commitment for improvement/change N11161 12.4.3.2 Re-engineer business processes and systems N11162 12.4.3.3 Support transition to new roles or exit strategies for incumbents N

Develop and document EQMS policies, procedures, standards, and measures

Assure independent EQMS management access to appropriate authority in the organization

C99

The "manage change" process group includes all processes involved in implementing and facilitating major changes throughout an organization or in a selected unit, department, division, etc. The needed changes are typically identified in process groups "create and manage organizational performance strategy," "benchmark performance," or "manage strategic initiatives." "Manage change" deals with the activities necessary to plan, develop, implement, and monitor those changes. These are often project related processes for activities that may have a set start and end date. However, activities in the process "sustain improvement" may continue periodically well into the future. In some organizations, monitoring and sustaining improvement takes place within the other process categories specific to the area of the business where the change occurred, and those organizations track change-related processes in those appropriate categories.

C100

The Plan for change process involves all processes, from selecting the methodology for implementation to identifying stakeholders, resources, and preliminary measures. It also includes the identification of any barriers to the change and the formation of the team who will implement the change. Although the change methodology is selected in this process, the change itself is not extensively designed until process 12.4.2 Design the change. 12.4.1 is a planning and foundation laying process.

C115

During the Design the change process, the change team aligns the change with other activities already in place or planned for the organization. It develops specific training and implementation plans, including communication schedules, new role assignments, and budgets.

C124

In the Implement change process, organizations embed the new processes, systems, or other changes into the business. During this process, training is administered; stakeholders are consulted; and new documents, policies, processes, and technologies go into effect. Processes to continuously measure the change also begin, but measurement activities are typically tracked within the processes under process group 12.1 Create and manage organizational performance strategy.



IDMetrics

available?11163 12.4.3.4 Monitor change N11137 12.4.4 Sustain improvement N11164 12.4.4.1 Monitor improved process performance N11165 12.4.4.2 Capture and reuse lessons learned from change process N11166 12.4.4.3 Take corrective action as necessary N11073 12.5 Y

11095 12.5.1 Develop KM strategy N11100 12.5.1.1 Develop governance model N11101 12.5.1.2 Establish central KM core group N11102 12.5.1.3 N

11103 12.5.1.4 Develop funding models N11104 12.5.1.5 Identify links to key initiatives N11105 12.5.1.6 Develop core KM methodologies N11106 12.5.1.7 Assess IT needs and engage IT function N11107 12.5.1.8 Develop training and communication plans N11108 12.5.1.9 Develop change management approaches N11109 12.5.1.10 Develop strategic measures and indicators N11096 12.5.2 Assess KM capabilities N11110 12.5.2.1 Assess maturity of existing KM initiatives N11111 12.5.2.2 Evaluate existing KM approaches N11112 12.5.2.3 Identify gaps and needs N11113 12.5.2.4 Enhance/Modify existing KM approaches N11114 12.5.2.5 Develop new KM approaches N11115 12.5.2.6 Implement new KM approaches N16436 12.6 Measure and benchmark N11071 12.6.1 Create and manage organizational performance strategy N11075 12.6.1.1 Create enterprise measurement systems model N11080 12.6.1.1.1 Establish performance measures N11081 12.6.1.1.2 Establish performance monitoring frequency N11082 12.6.1.1.3 Set performance targets N11076 12.6.1.2 Measure process productivity N11077 12.6.1.3 Measure cost effectiveness N11078 12.6.1.4 Measure staff efficiency N11079 12.6.1.5 Measure cycle time N11072 12.6.2 Benchmark performance N11083 12.6.2.1 Conduct performance assessments N11084 12.6.2.2 Develop benchmarking capabilities N11085 12.6.2.3 N

11089 12.6.2.3.1 Maintain list of processes and organizations to benchmark N11090 12.6.2.3.2 Establish benchmarks N11091 12.6.2.3.3 Measure performance against benchmarks N

Develop and manage enterprise-wide knowledge management (KM) capability

Define roles and accountability of core group versus operating units

Conduct internal process and external competitive benchmarking

C129

The Sustain improvement process encompasses the tracking of changes made to the business and the general monitoring and maintenance of performance related to the change. This process includes post improvement project activities, like debriefings where lessons learned during the change are shared and recorded. These processes may be revisited regularly to monitor performance, but these regular processes may eventually be tracked as part of continuous organizational processes under process group 12.1 Create and manage organizational performance strategy.

C133

The "develop and manage enterprise-wide knowledge management (KM) capability" process group comprises processes associated with knowledge flow within an organization (e.g., create, identify, collect, review, share, access, and use knowledge). At its heart, knowledge is information in action. Knowledge management (KM) is a systematic process that enables information and knowledge to grow, flow, and create value. The KM discipline is about connecting people to the information and expertise they need to achieve business results. Various approaches can be used to support this goal, including content management, communities of practice, transfer of best practices, lessons learned, expertise location, virtual collaboration, and social computing. The specific KM approaches that an organization pursues are determined by the business problems it wants to address. For example, if an organization is seeing similar mistakes repeated across business units, it may implement a lessons learned process so that employees can learn what has and hasn’t worked in other parts of the business. Similarly, an organization that is concerned about knowledge loss due to retirement may consider interviewing senior level employees who are nearing retirement and making their expertise accessible through documents or videos. Although technology plays a role in KM, it is critical to implement technology as part of a larger, systematic change initiative. The introduction of new tools will not change behavior unless people understand when, how, and why to share knowledge and are incentivized to do so.

C134

The Develop KM strategy process includes activities related to establishing an enterprise KM program. A KM program is an organization wide effort to standardize and excel in KM. The first set of activities relates to logistics such as governance, roles, and funding. An organization with a clear business case for KM is in a better position to select an appropriate governance model. For example, a program focused on expertise location might need ties to the HR function, whereas a program focused on content management might be better housed in the IT function. Funding is also impacted by the business case, but most organizations use a combination of corporate and business unit funding for KM. The second set of activities relates to linking KM to business objectives and managing KM related change. Again, the specific tactics involved will depend on the business problems that KM is intended to solve, as well as the current culture and its receptiveness to KM. Note that processes 12.3.1 and 12.3.4 both contain activities related to technology needs, training, communication, and change management. The difference is that the activities in the Develop KM strategy process relate to the KM program as a whole, as opposed to specific KM approaches.

C145

Before improving how it manages knowledge, an organization must evaluate its current KM processes and practices. The Assess knowledge management capabilities process includes activities for determining exactly where an organization stands on the KM learning curve, pinpointing gaps, and identifying KM approaches and tactics that will have meaningful impact on strategic objectives. For organizations that struggle with this process, frameworks like APQC’s KM Capability Assessment Tool provide standard structures for measuring KM maturity and identifying performance gaps.

C152

The process "measure and benchmark" encompasses the processes required to develop a strategy for monitoring and improving the performance of an organization including creating and managing organizational performance strategy and benchmarking performance.

C153

This process group encompasses those processes required to develop a strategy for monitoring and improving the performance of an organization. Although this process group is related to process group 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy focuses more on internal performance rather than external or competitive positions in the marketplace. Process group 12.1 centers around measurement, including the creation of measures and the act of measuring itself. This is the measurement of internal performance within a strategy for tracking, streamlining, and improving it. Activity 1.2.2.6 Develop lean/continuous improvement strategy also relates to these activities but is more typically used when executives are developing a business strategy to enhance external market position. 1.2.2.6 focuses on high-level strategy development, whereas 12.1 encompasses the tactical measurement of internal processes and work force improvement. The measurement processes in process group 12.1 should align with human capital management processes such as 6.6.5 Develop and Manage Employee Metrics. Process 6.6.5 and other human capital management processes refer to the overall management of employee information and the use of metrics to guide employee development and rewards. Process group 12.1 refers to the collection of the data and the strategies employed to gather it. It does not refer to the day-to-day activities of human capital managers, but instead to the development of strategies and systems that allow human resources to more effectively manage personnel. Process group 12.1 also includes the measurement of machines, entire processes, facility and environmental efficiency, overall cost effectiveness, and other activities not directly related to human performance.

C154

The Create enterprise measurement systems model process refers to the development of a high-level measurement system to track performance across the enterprise or in specific functions or business units. In this process, organizations determine which processes to measure, which measures to use, how often to measure, and what the target measurement results should be. Decision makers usually also define which actions will be taken given certain measurement results. This process does not refer to actual measurement activities or consequential actions; it focuses on strategic decisions about how to best measure an organization. Because measures should be revisited and realigned with organizational goals as time passes, this process should repeat on a regular basis as a review.

C158

The Measure process productivity process includes all activities associated with measuring how productive processes are. This process will vary depending on which activities and business components are being measured. Unlike process 12.1.4 Measure staff efficiency, process 12.1.2 measures outcomes (e.g., how much of X is produced within X time period). A manufacturing process may be measured according to number of units produced per FTE or number of “high-quality” units produced. A marketing department might be measured on the completion of a target number of campaigns per marketing FTE. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function-specific categories. (For example, if measures indicate that inventory levels need to be better optimized, the resulting actions would take place under the process 4.5.3 Operate warehousing.)

C159

The Measure cost effectiveness process covers all activities associated with measuring the cost effectiveness of a process. This process will vary depending on which activities and business components are being measured. An organization may want to track its return on investing in activities like marketing campaigns, new equipment, and process redefinition. It may also measure cost per employee or cost per cycle for a given process, function, or business unit. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function-specific categories. (For example, if measures indicate that inventory levels need to be better optimized to reduce costs, the resulting actions would take place under the process 4.5.3 Operate warehousing.)

C160

The Measure staff efficiency process covers all activities associated with measuring how efficiently employees perform. This process will vary depending on which activities and business components are being measured. This process often focuses on measuring activities performed manually or compares manual completion with completion aided by automation. These measures can help determine where automation could increase efficiency or identify differences between the efficiency of one employee or group and another. This process could also include an evaluation of the quality of work, which could potentially reduce or increase the amount of automation or review included in the process. This process, unlike process 12.1.2 Measure process productivity, does not measure outputs of a process. Instead, it measures the agility and speed of the activities that lead to a final product. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function-specific categories. (For example, if measures indicate that the invoicing cycle is too long or has redundant steps, the resulting actions would take place within process 8.2.2 Invoice customer.)

C161

The Measure cycle time process includes all activities associated with measuring how long it takes to perform certain processes or cycles of action. This process will vary depending on which activities and business components are being measured. Organizations typically include the measurement of cycles like customer response time, invoicing, or order to cash under this process. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function specific categories. (For example, if measures indicate that the invoicing cycle is taking too long or is inconsistent, the resulting actions would take place within process 8.2.2 Invoice customer.)

C162

Process group 12.2 Benchmark performance encompasses all the processes required to compare organizational performance internally or externally with other organizations. Some organizations run benchmarking through a central group or department. In other cases, benchmarking takes place as part of a specific project or within a particular department that sees the need to compare its performance with other departments or organizations

C163

In order to benchmark, an organization must first examine its own performance. The Conduct performance assessments process includes activities related to measuring, researching, and recording the performance of people, processes, mechanisms, or other areas of the business that the organization wants to benchmark or track. Usually, these assessments are performed on a regular cycle to monitor long-term performance. But this can also refer to an in-depth pre benchmarking exercise to look at specific process that might not be regularly assessed.

C164

The Develop benchmarking capabilities process refers to tasks associated with increasing an organization’s ability to compare its performance internally or externally or maintain benchmarking relationships with other organizations. This can include training staff in benchmarking, developing technological solutions or other materials to aid benchmarking efforts, or consulting with external entities to gain knowledge or tools to help benchmark.



IDMetrics

available?11087 12.6.2.4 N

11088 12.6.2.5 Establish need for change N19779 12.6.3 Design, develop, modify internal KPIs N19780 12.6.3.1 Identify critical process success indicators N19781 12.6.3.2 Identify measures needed to ascertain business performance N

19782 12.6.3.3 Identify data needed to represent indicator performance N19783 12.6.3.4 Identify appropriate data collections mechanisms and frequency N

19784 12.6.3.5 N

19785 12.6.3.6 N

11179 12.7 Manage environmental health and safety (EHS) N11180 12.7.1 Determine environmental health and safety impacts Y11186 12.7.1.1 N

11187 12.7.1.2 Conduct health and safety and environmental audits N11181 12.7.2 Develop and execute functional EHS program N11188 12.7.2.1 Identify regulatory and stakeholder requirements N11189 12.7.2.2 Assess future risks and opportunities N11190 12.7.2.3 Create EHS policy N11191 12.7.2.4 Record and manage EHS events N11182 12.7.3 Train and educate functional employees N11192 12.7.3.1 Communicate EHS issues to stakeholders and provide support N

11183 12.7.4 Monitor and manage functional EHS management program N11193 12.7.4.1 Manage EHS costs and benefits N11194 12.7.4.2 Measure and report EHS performance N11196 12.7.4.3 Implement emergency response program N11197 12.7.4.4 Implement pollution prevention program N11195 12.7.4.5 Provide employees with EHS support N

Conduct gap analysis to understand need for change and degree needed

Identify appropriate targets and learning curve acceleration factorsCommunicate and train appropriate staff in the collection and use of new KPI's

Evaluate environmental impact of products, services, and operations

C169

In the Conduct gap analysis to understand need for change and degree needed process, the organization examines its performance against that of the benchmarked organizations or entities. It notes the differences between organizational performance and that of the benchmarked standard and studies those differences to identify what specific changes need to be made. The organization determines how much its performance needs to change to meet expectations and help the organization reach its strategic goals.

C178

The process group "manage environmental health and safety" concerns the management of environmental, health, and safety risks, including: environment, occupational health and safety, community health and safety, and construction/decommissioning. This process group includes determining the environmental, health, and safety impacts of an organization’s products, services, and operations; developing and executing business unit/functional EHS programs; and training and educating employees. It also covers monitoring and managing business unit/functional EHS management programs, ensuring compliance with regulations, and managing remediation efforts.

C186


PCF ID Name10002 1.0 Develop Vision and Strategy Y17040 1.1 Define the business concept and long-term vision N10017 1.1.1 Assess the external environment Y10021 1.1.1.1 Analyze and evaluate competition N10022 1.1.1.2 Identify economic trends N10023 1.1.1.3 Identify political and regulatory issues N10024 1.1.1.4 Assess new technology innovations N10025 1.1.1.5 Analyze demographics N10026 1.1.1.6 Identify social and cultural changes N10027 1.1.1.7 Identify ecological concerns N10018 1.1.2 Survey market and determine customer needs and wants N10028 1.1.2.1 Conduct qualitative/quantitative assessments N10029 1.1.2.2 Capture and assess customer needs N19693 1.1.2.3 Model customer, fleets and aircraft demand N10019 1.1.3 Perform internal analysis N10030 1.1.3.1 Analyze organizational characteristics N10031 1.1.3.2 Create baselines for current processes N10032 1.1.3.3 Analyze systems and technology N10033 1.1.3.4 Analyze financial positions N10034 1.1.3.5 Identify enterprise core competencies N10020 1.1.4 Establish strategic vision N10035 1.1.4.1 Align stakeholders around strategic vision N10036 1.1.4.2 Communicate strategic vision to stakeholders N16792 1.1.5 Conduct organization restructuring opportunities N16793 1.1.5.1 Identify restructuring opportunities N16794 1.1.5.2 Perform due-diligence N16795 1.1.5.3 Analyze deal options N16796 1.1.5.3.1 Evaluate acquisition options N16797 1.1.5.3.2 Evaluate merger options N16798 1.1.5.3.3 Evaluate de-merger options N16799 1.1.5.3.4 Evaluate divesture options N10015 1.2 Develop business strategy N10037 1.2.1 Develop overall mission statement N10044 1.2.1.1 Define current business N10045 1.2.1.2 Formulate mission N10046 1.2.1.3 Communicate mission N10038 1.2.2 Evaluate strategic options to achieve the objectives N10047 1.2.2.1 Define strategic options N10048 1.2.2.2 Assess and analyze impact of each option N14189 1.2.2.3 Develop sustainability strategy N14190 1.2.2.4 Develop global support strategy N19694 1.2.2.5 Develop shared services strategy N14197 1.2.2.6 Develop Lean/continuous improvement strategy N19695 1.2.2.7 Develop outsourcing strategy N10040 1.2.3 Coordinate and align functional and process strategies N

Hierarchy ID

Metrics available?

C2

Develop vision and strategy establishes a direction and vision for an organization. It involves defining the business concept and long-term vision, as well as developing the business strategy and managing strategic initiatives. Processes in this category focus on creating a vision, a mission, and strategic objectives, and culminate in creating measures to ensure that the organization is moving in the desired direction.

C3


C33

The Develop business strategy process group encompasses the development of an organization’s mission statement, strategy, and business design. The first step is to develop a mission statement that clarifies the reason for the organization. The next steps are to define key steps in realizing the vision and to develop strategic options to achieve objectives. Implications of strategic options should match the organization’s internal capabilities, which are then transformed into a long-term business strategy. After the organization’s strategy is defined, functional and process strategies are developed to coordinate with the overarching vision. Based on the requirements set through these processes, an organizational design is created and goals are defined. The formulation of business unit strategies is the final process in this group.



IDMetrics

available?10041 1.2.4 N

10049 1.2.4.1 Evaluate breadth and depth of organizational structure N10050 1.2.4.2 Perform job specific roles mapping and value-add analyses N10051 1.2.4.3 Develop role activity diagrams to assess hand-off activity N10052 1.2.4.4 Perform organization redesign workshops N10053 1.2.4.5 Design the relationships between organizational units N10054 1.2.4.6 Develop role analysis and activity diagrams for key processes N

10055 1.2.4.7 Assess organizational implication of feasible alternatives N10056 1.2.4.8 Migrate to new organization N10042 1.2.5 Develop and set organizational goals N10043 1.2.6 Formulate business unit strategies N10016 1.3 Manage strategic initiatives N10057 1.3.1 Develop strategic initiatives N10058 1.3.2 Evaluate strategic initiatives N10059 1.3.3 Select strategic initiatives N10060 1.3.4 Establish high-level measures N

Create organizational design (structure, governance, reporting, etc.)

C58




IDMetrics

available?10003 2.0 Develop and Manage Products and Services Y19696 2.1 Perform governance and program management N10061 2.1.1 Manage product and service portfolio N10063 2.1.1.1 N

10066 2.1.1.2 N

10074 2.1.1.3 Prioritize and select new product/service concepts N10073 2.1.1.4 Plan and develop cost and quality targets N10075 2.1.1.5 Specify development timing targets N10076 2.1.1.6 Plan for product/service offering modifications N10067 2.1.2 Manage product and service life cycle N10077 2.1.2.1 Introduce new products/services N10078 2.1.2.2 Retire outdated products/services N10079 2.1.2.3 Identify and refine performance indicators N11740 2.1.3 Manage product and service master data N11741 2.1.3.1 Manage materials master lists N11742 2.1.3.2 Manage bills of material N11743 2.1.3.3 Manage routings N11744 2.1.3.4 Manage specifications N11745 2.1.3.5 Manage drawings N11746 2.1.3.6 Manage product/material classification N11747 2.1.3.7 Develop and maintain quality/inspection documents N11748 2.1.3.8 Maintain process specification data N11749 2.1.3.9 Manage traceability data N11750 2.1.3.10 Review and approve data access requests N16825 2.1.4 Manage and control design of products and services N19941 2.1.4.1 N

16826 2.1.4.2 Review infringement of patents and copyrights N16827 2.1.4.3 N

19697 2.1.4.4 N

19698 2.2 Generate and define new product/service ideas N10065 2.2.1 Perform discovery research N10070 2.2.1.1 Identify new technologies N10071 2.2.1.2 Develop new technologies N10072 2.2.1.3 N

19699 2.2.2 Generate new product/service concepts N10064 2.2.3 Define product/service development requirements Y10068 2.2.3.1 N

10069 2.2.3.2 Identify potential new products and services N

Evaluate performance of existing products/services against market opportunitiesConfirm alignment of product/service concepts with business strategy

Conduct mandatory and elective external reviews (legal, regulatory, standards, internal)

Determine patent and copyright needs for the products and servicesDefine product technical documentation management requirements

Assess feasibility of integrating new leading technologies into product/service concepts

Identify potential improvements to existing products and services

C63


C65

This process group encompasses all processes associated with product and service portfolio management, including the analysis of the current portfolio compared to market opportunities and the definition of requirements for new/evolved products and services using that analysis. This group also includes activities related to the alignment of new additions to the portfolio with corporate business strategy as well as the management of the product or service lifecycle. Preliminary research and development falls in this group, under 2.1.3 Perform discovery research.

C66


C67

Having evaluated the market needs and specified the requirements for new product or services, the Confirm alignment of product/service concepts with business strategy process is a reality check prior to significant investment by the organization. It ensures that the new product/service concepts are in line with overall business strategy. This process plans and develops the cost, quality, and risk targets for the new products/services. This process can also be used in the prioritization and timing of development activities if there are a number of concepts vying for funding or other scarce resources. This process is most useful when the business strategy is current. If the strategy is outdated, this process may trigger a review of the corporate business direction and drivers.

C72


C89


C96

The Perform discovery research process encompasses those tasks and decisions associated with early-stage research and development—when product/service assumptions are greater than knowledge. Based on the gap between current product/service characteristics and new/changing requirements (from the marketplace, customers, or other business forces), organizations use this process to identify and develop new technologies in support of a new product. This process also includes an assessment of how feasible it is to incorporate those new or potential technologies into products and services. This process guides the funding and documentation of preliminary research and development projects and ensures that any findings (related to feasibility of technology or other recommendations) carry over to stage-gate processes that drive overall product/service development. Consider the ramifications of being too “bleeding-edge” (as opposed to being on the leading or cutting edge) with new products. Key stakeholders in the supply chain or marketplace may not be ready to adopt the latest and greatest technologies, increasing the risk that the product or service will not succeed or be adopted.

C98

The Define product/service development requirements process encompasses the identification and capture of new product/ service requirements or potential improvements to current products/services. This process entails collaboration with members of the supply chain to ensure the feasibility of what is being defined in the requirements. For example, a product with manufacturing requirements that supply chain cannot currently fulfill requires a corporate decision to either upgrade manufacturing capabilities or abandon the new product. Enterprise-level effects and needs must be considered. Depending on the nature of the final product or service, these requirements are often defined as a set of abilities, such as availability or reliability, that influence product development decisions.



IDMetrics

available?19700 2.3 Design, build, and test product/service N10080 2.3.1 Design and prototype aircraft Y11694 2.3.1.1 Plan product development N11695 2.3.1.2 Plan product resource requirements N10083 2.3.1.3 Assign resources to product/service project N10084 2.3.1.4 Prepare high-level business case and technical assessment N10085 2.3.1.5 Develop product/service design specifications N10086 2.3.1.6 Document design specifications N10087 2.3.1.7 N

19701 2.3.1.8 Confirm internal design / production capabilities N11696 2.3.1.9 Determine procurement requirements N11697 2.3.1.10 Determine manufacturing/tooling requirements N11698 2.3.1.11 Determine quality/inspection requirements N11699 2.3.1.12 Determine service/maintenance requirements N11700 2.3.1.13 Finalize process design N11701 2.3.1.14 Prepare preliminary product cost model N10088 2.3.1.15 Build prototypes N10089 2.3.1.16 Eliminate quality and reliability problems N10090 2.3.1.17 N

10091 2.3.1.18 Identify design/development performance indicators N18090 2.3.1.19 Establish service and warranty parameters N11702 2.3.1.20 Conduct, monitor, and manage engineering efforts N19702 2.3.1.21 Obtain aircraft type certification N10092 2.3.1.22 N

11703 2.3.2 Manage configuration N11704 2.3.2.1 Manage engineering change notices (ECNs) N11710 2.3.2.2 Manage effectiveness of ECN N11715 2.3.2.3 Maintain product/process data N11716 2.3.2.4 Manage transfers of product data N19703 2.3.2.5 Reconcile configuration perspectives N10081 2.3.3 Test market for new or revised products and services Y10093 2.3.3.1 Prepare detailed market study N10094 2.3.3.2 Conduct customer tests and interviews N10095 2.3.3.3 Finalize product/service characteristics and business cases N10096 2.3.3.4 Finalize technical requirements N10097 2.3.3.5 N

19704 2.4 Prepare for production or service delivery N11717 2.4.1 Develop and implement manufacturing/services N11718 2.4.1.1 Determine process requirements and specifications N11719 2.4.1.2 Plan process development N11721 2.4.1.3 Determine procurement requirements N

Conduct mandatory and elective product-level external reviews (legal, regulatory, standards, internal)

Conduct in-house product/service testing and evaluate feasibility

Collaborate on design with suppliers and contract manufacturers

Identify requirements for changes to manufacturing/delivery processes

C102

The Design, build, and evaluate product and services process describes the core engineering design and development of any new product/service introduction or existing product/service upgrade. The process includes planning the development of the product/service and assigning resources to deliver the plan. Building on the research and development efforts carried out earlier in the development lifecycle, these process activities further define the engineering intent based on customer specifications and input from marketplace gap analysis. Further detailed specifications may be developed as part of this process to ensure compliance to original requirements. This process can also include collaboration with customers to review progress and ensure compliance; with suppliers to stay current on any changes in requirements; and, where applicable, with regulatory bodies for product or service certification. Cross-functional collaboration, in parallel with the pure design definition, will enable the capture and honing of manufacturing, tooling, production, quality, inspection, and in-service requirements. With the design underway, organizations may chose to create physical or virtual prototypes of the products to aid with compliance certification. They may also conduct customer acceptance testing to eliminate, as early as possible, any quality or reliability problems.

C131




IDMetrics

available?11722 2.4.1.4 Determine manufacturing/tooling requirements N11723 2.4.1.5 Determine quality/inspection requirements N11724 2.4.1.6 Determine service/maintenance requirements N11725 2.4.1.7 Finalize process design N11726 2.4.1.8 Refine cost model with process cost data N11727 2.4.1.9 Plan for product launch N11728 2.4.1.10 Gain approval for product launch N11729 2.4.1.11 Conduct and monitor product launch N11730 2.4.2 Plan product resource requirements N19942 2.4.2.1 Coordinate capital asset plan impact N11732 2.4.2.2 Coordinate facilities plan impact N11733 2.4.2.3 Coordinate strategic sourcing impact N11734 2.4.2.4 Coordinate integrated capacity plan impact N11735 2.4.2.5 Coordinate manufacturing schedule impact N11736 2.4.2.6 Coordinate human resources plan impact N11738 2.4.2.7 Coordinate impact on sales forecast N11739 2.4.2.8 Coordinate impact on financial plan N19705 2.4.2.9 Confirm readiness status of facilities N11679 2.4.3 Prepare for production and marketplace introduction N10098 2.4.3.1 N

10099 2.4.3.2 Design and obtain necessary materials and equipment N10100 2.4.3.3 Install and validate production process or methodology N11383 2.4.3.4 Introduce new product and/or service commercially N11384 2.4.3.5 Determine plan for new product development and introduction N

11385 2.4.3.6 N

11386 2.4.3.7 Identify licensing and co-branding opportunities N11387 2.4.3.8 Plan preliminary media buys (print, television, radio) N11388 2.4.3.9 Begin initial creative/advertising development N11389 2.4.3.10 Develop sales communication plan N11390 2.4.3.11 N

11391 2.4.3.12 Disseminate new item and price information N11392 2.4.3.13 N

11399 2.4.3.14 N

11751 2.4.4 Manage transfers of product data N11752 2.4.4.1 Review and approve requests for data transfer N11753 2.4.4.2 Collect data from internal sources N11754 2.4.4.3 Initiate transfer/request for transfer N11755 2.4.4.4 Confirm receipt/transmission of data N11765 2.4.4.5 Estimate demand by program, contract and customer N

Develop and test prototype production and/or service delivery process

Develop product/service launch plans (e.g. timelines, retail communication strategies)

Design preliminary sales collateral, point-of-sale (POS) and promotion prototypes

Coordinate introduction of products and sunset obsolete products with retailers/distributorsManage questions and issues associated with product introduction



IDMetrics

available?11416 2.5 N

11417 2.5.1 Monitor production runs N11418 2.5.2 Request engineering change N11419 2.5.3 Manage engineering change orders N11420 2.5.4 Identify product/service design and configuration changes N11421 2.5.5 Capture feedback to refine existing products and services process N

11422 2.5.6 N

Support and implement changes to product manufacturing and service delivery process

Identify manufacturing/service delivery process performance indicators



IDMetrics

available?10004 3.0 Market and Sell Products and Services Y10101 3.1 Understand markets, customers, and capabilities Y10106 3.1.1 Perform customer and market intelligence analysis N10108 3.1.1.1 Conduct customer and market research N10114 3.1.1.1.1 N

10109 3.1.1.2 Identify market segments N10115 3.1.1.2.1 Determine market share gain/loss N10110 3.1.1.3 Analyze market and industry trends N10111 3.1.1.4 N

10112 3.1.1.5 Evaluate existing products/brands N10113 3.1.1.6 Assess internal and external business environment N10107 3.1.2 Evaluate and prioritize market opportunities Y10116 3.1.2.1 Quantify market opportunities N10117 3.1.2.2 Determine target segments N10118 3.1.2.3 N

10119 3.1.2.4 Validate opportunities N10120 3.1.2.4.1 Test with customers/consumers N12410 3.1.2.4.2 Confirm internal capabilities N10104 3.2 Develop and manage marketing plans N10148 3.2.1 N

10149 3.2.2 Establish marketing budgets Y10155 3.2.2.1 Confirm marketing alignment to business strategy N10156 3.2.2.2 Determine costs of marketing N10157 3.2.2.3 Create marketing budget N10150 3.2.3 Develop and manage media Y10158 3.2.3.1 Define media objectives N10159 3.2.3.2 Develop marketing messages N10160 3.2.3.3 Define target audience N10161 3.2.3.4 Engage media provider N10162 3.2.3.5 Develop and execute advertising N11253 3.2.3.6 Develop and execute other marketing campaigns/programs N11254 3.2.3.7 Assess brand/product marketing plan performance N10151 3.2.4 Develop and manage pricing Y10163 3.2.4.1 Determine pricing based on volume/unit forecast N10164 3.2.4.2 Execute pricing plan N10165 3.2.4.3 Evaluate pricing performance N10166 3.2.4.4 Refine pricing as needed N10152 3.2.5 Develop and manage promotional activities N10167 3.2.5.1 Define promotional concepts N10168 3.2.5.2 Plan and test promotional activities N10169 3.2.5.3 Execute promotional activities N

Understand consumer needs and predict customer purchasing behavior

Analyze competing organizations, competitive/substitute products

Prioritize opportunities consistent with capabilities and overall business strategy

Establish goals, objectives, and metrics for products by channels/segments

C188

The "market and sell products and services" category contains process groups related to understanding markets, customers, and capabilities; developing marketing strategies; executing marketing plans; developing sales strategies; developing and managing marketing plans; and managing sales partners and alliances.

C189

C190


C199

During the Evaluate and prioritize market opportunities process, an organization takes the information and analysis gathered in process 3.1.1 Perform customer and market intelligence analysis and determines which opportunities exist to connect with customers in the marketplace. Organizations typically begin by identifying where new touch points can be gained or where new customer bases may exist. Then, those opportunities are prioritized according to the resources, strategic direction, and availability of the organization. Organizations also segment customers into meaningful categories during this process and verify that the opportunities identified can be pursued from every angle of the business.

C206


C207

C208

In the Establish marketing budgets process, an organization ensures that marketing plans align with business strategy and, based on those links, determines how those plans should be budgeted. This includes making cost assumptions, forecasting return on investment, and attributing the costs to the appropriate areas of the business. This process is often accomplished prior to process 3.1.1 Perform customer and market intelligence analysis; the timing will differ from organization to organization, depending on the budgeting schedule and which departments handle that process.

C212


C220


C225

The Develop and manage promotional activities process encompasses all activities related to conceptualizing, testing, executing product/service/brand promotions. Once a promotion has launched, this process continues as the organization tweaks parts of the promotion or chooses to use ideas or lessons learned during the promotion in future activities. The promotion’s performance according to organizational measures is also evaluated in this process. Determine early on whether you need third party help with promotion. You may need to purchase lists, consult with social media experts, hire seasonal staff, or pay for additional research



IDMetrics

available?10170 3.2.5.4 Evaluate promotional performance metrics N10171 3.2.5.5 Refine promotional performance metrics N10172 3.2.5.6 Incorporate learning into future/planned consumer promotions N

10153 3.2.6 Track customer management measures Y10173 3.2.6.1 Determine customer loyalty/lifetime value N10174 3.2.6.2 Analyze customer revenue trend N10175 3.2.6.3 Analyze customer attrition and retention rates N10176 3.2.6.4 Analyze customer metrics N10177 3.2.6.5 N

10154 3.2.7 Develop and manage packaging strategy N10178 3.2.7.1 Plan packaging strategy N10179 3.2.7.2 Test packaging options N10180 3.2.7.3 Execute packaging strategy N10181 3.2.7.4 Refine packaging N11757 3.3 Perform business development N11758 3.3.1 Develop marketing strategy N11759 3.3.1.1 Identify and assess issues, trends in marketplace N11760 3.3.1.2 Review commercial industry and government needs N11761 3.3.1.3 Conduct marketing studies N11762 3.3.1.4 Develop enterprise sales forecasts N11763 3.3.2 Focus and plan tactical marketing N11764 3.3.2.1 Develop short term marketing forecast N11765 3.3.2.2 Estimate demand by program, contract and customer N11766 3.3.2.3 Forecast sales by program, contract and customer N11767 3.3.2.4 Identify customer requirements N11768 3.3.2.5 Identify sales opportunities N11769 3.3.2.6 Influence customer N11770 3.3.3 Conduct program development N11771 3.3.3.1 Segment feasible opportunities N11772 3.3.3.2 N

11773 3.3.3.3 Match opportunities to business strategy N11774 3.3.3.4 Evaluate fit with corporate goals and business strategy N11775 3.3.3.5 Identify external funding constraints N11776 3.3.3.6 Identify internal and external non-funding constraints N11777 3.3.3.7 Identify internal funding constraints N11778 3.3.3.8 Develop program structure N11779 3.3.4 Bid and proposal development N11780 3.3.4.1 Refine customer requirements N11781 3.3.4.2 Receive Request For Proposal (RFP)/Request For Quote (RFQ) N

11782 3.3.4.3 Review RFP/RFQ request N11783 3.3.4.4 Perform competitive analysis N

Revise customer strategies, objectives, and plans based on metrics

Evaluate opportunities likelihood of developing into Request For Proposal (RFP)/Request For Quote (RFQ)

C232


C237

C238

Within the Develop and manage packaging strategy process, organizations determine how to physically package their products to facilitate transportation, preservation, and brand communication. Marketing, product development, and supply chain functions typically work together in this process to develop packaging that functions properly (for transport, storage, delivery, etc.), informs the customer of how to use the product, attracts customer attention, and grows brand awareness. This process includes the planning and testing of packaging for a product as well as the actual execution and ongoing improvement of the packaging. Execution activities will vary by organization depending on which departments handle the actual design, manufacturing, and application of the physical package. Marketing may hand off these tasks completely or may remain involved. In any case, marketing should evaluate the effectiveness and value of the packaging on an ongoing basis.



IDMetrics

available?11784 3.3.4.5 Verify match with strategic/tactical plans N11785 3.3.4.6 Validate customer requirements N11786 3.3.4.7 Develop project structure N11787 3.3.4.8 Identify staffing requirements N11788 3.3.4.9 Develop pricing and scheduling estimates N11789 3.3.4.10 Conduct profitability analysis N11790 3.3.4.11 Submit bid N11791 3.3.4.12 Review proposal and approval by submitter N11793 3.3.4.13 Receive notification N11794 3.3.5 Develop business relationships N11795 3.3.5.1 Identify strategic partnering opportunities N11796 3.3.5.2 Define roles and responsibilities of partnerships N11797 3.3.5.3 Validate partnership plan with strategic marketing objectives N11798 3.3.5.4 Support strategic business partnerships N11799 3.3.5.5 Communicate partnership objectives N11800 3.4 Perform integrated business planning N11801 3.4.1 Plan demand N11802 3.4.1.1 Review existing pipeline for existing and/or backlog demand N11803 3.4.1.2 Review existing pipeline N11804 3.4.1.3 Review government trends and check for updates in policies N11805 3.4.1.4 Project sales pipeline by product/market N11806 3.4.1.5 Develop annual sales plan by product/market N11807 3.4.1.6 Consolidate sales plan by segment/business unit/corporation N

11808 3.4.2 Plan operations N11809 3.4.2.1 Transfer sales plan to operations planning N11810 3.4.2.2 Perform capacity planning N11811 3.4.2.3 Perform logistics planning N11812 3.4.2.4 Perform inventory planning N11813 3.4.2.5 Perform maintenance planning N11814 3.4.2.6 Perform sourcing planning N11815 3.4.2.7 Perform tooling planning N11816 3.4.3 Plan financials N11817 3.4.3.1 Identify cost centers/profit centers/activities/rates N11818 3.4.3.2 Create master data N11819 3.4.3.3 Calculate direct costs N11820 3.4.3.4 Calculate indirect costs N11821 3.4.3.5 Project revenues from sales plan N11822 3.4.3.6 Prepare projected income statement by legal entity N11823 3.4.3.7 N

11824 3.4.3.8 Prepare projected balance sheet by legal entity N11825 3.4.3.9 N

Prepare projected income statement by business unit/managers entity


C270

C310



IDMetrics

available?11826 3.4.3.10 Prepare projected cash flow by business unit managers entity N

11827 3.4.3.11 Prepare projected cash flow by legal entity N11828 3.4.3.12 Prepare consolidated income statement N11829 3.4.3.13 Prepare consolidated balance sheet N11830 3.4.3.14 Prepare consolidated cash flow N11838 3.5 Manage contracts and programs N11839 3.5.1 Determine contract and program requirements N11840 3.5.1.1 Identify contract type N11841 3.5.1.2 Record contract data N11842 3.5.1.3 Evaluate risks and assumptions N11843 3.5.2 Plan and schedule program N11844 3.5.2.1 Determine procurement N11845 3.5.2.2 Refine order of magnitude estimate N11846 3.5.2.3 Identify and schedule production N11847 3.5.2.4 Reevaluate risk and assumptions N11848 3.5.2.5 Identify and schedule qualified suppliers N11849 3.5.2.6 Complete detailed production schedule N11850 3.5.2.7 Refine work breakdown structure N11851 3.5.2.8 Develop network task N11852 3.5.2.9 Include program in budget N11853 3.5.2.10 Validate funding against corporate plan N11854 3.5.2.11 Obtain approval for funding N11855 3.5.3 Execute program N11856 3.5.3.1 Execute tasks N11857 3.5.3.2 Record program milestones N11858 3.5.3.3 Collect direct costs N11859 3.5.3.4 Collect indirect costs N11860 3.5.3.5 Collect revenues N11861 3.5.4 Control and manage contracts and program performance N11862 3.5.4.1 Prepare subcontractor reports N11863 3.5.4.2 Support financial reporting N11864 3.5.4.3 Report Central Security Service (CSS)/SCS compliance N11865 3.5.4.4 Report earned value management system - EVMS N11866 3.5.4.5 Resolve EVMS issues N11867 3.5.4.6 Report to management N11868 3.5.4.7 Maintain and conduct program status meetings N11869 3.5.4.8 Perform quality reviews N11870 3.5.4.9 Perform financial/contract audit N11871 3.5.4.10 Report classified projects N11872 3.5.4.11 Identify project changes N11873 3.5.4.12 Identify options to resolve issues N11874 3.5.4.13 Revise program plan to incorporate options N11875 3.5.4.14 Transfer and borrow payback between contracts/programs N11876 3.5.4.15 Submit for management review and approval N



IDMetrics

available?11877 3.5.4.16 Submit for customer review N11878 3.5.4.17 Receive approval, revise program as required N11879 3.5.5 Perform program close out N11880 3.5.5.1 Complete program commitments N11881 3.5.5.2 Close commitments N11882 3.5.5.3 Review procurement documents to close N11883 3.5.5.4 Apply final allocation/overheads N11884 3.5.5.5 Release funds N11885 3.5.5.6 Close program to all postings except rate adjustments N11886 3.5.5.7 Return government property documents N11887 3.5.5.8 N

11888 3.5.5.9 Develop follow up action plan to obtain program enhancements N

11889 3.5.5.10 Post final rate adjustments and close N10105 3.6 Develop and manage sales plans Y10182 3.6.1 Generate leads N10188 3.6.1.1 Identify potential customers N10189 3.6.1.2 Identify leads N10183 3.6.2 Manage customers and accounts Y11173 3.6.2.1 Develop sales/key account plan N11174 3.6.2.2 Manage customer relationships N14208 3.6.2.3 Manage customer master data N11890 3.6.2.4 Compare program actual vs. estimate N11891 3.6.2.5 Develop marketing plan N11892 3.6.2.6 Track sales performance N11893 3.6.3 Analyze sales results N11894 3.6.3.1 Compare actual sales to forecast N11895 3.6.3.2 Revise marketing strategy N10184 3.6.4 Manage customer sales Y10190 3.6.4.1 Perform sales calls N10191 3.6.4.2 Perform pre-sales activities N10192 3.6.4.3 Close the sale N10193 3.6.4.4 Record outcome of sales process N18634 3.6.5 Generate quotes N19706 3.6.5.1 N

19707 3.6.5.2 Produce quotes N19708 3.6.5.3 Submit quotes to customers N18637 3.6.5.4 Adjust quotes N19709 3.6.5.5 Obtain approval to proceed N18638 3.6.5.6 Convert quotes to sales orders N10185 3.6.6 Manage sales orders Y10194 3.6.6.1 Accept and validate sales orders N10195 3.6.6.2 Collect and maintain customer account information N

Revaluate return on investment (ROI) or earned value analysis (EVA) reports

Receive requests for quotes / identify requirement to generate a quote

C368


C369

The Generate leads process involves identifying viable customers based on strategy and market research conducted in process group 3.1 Understand markets, customers, and capabilities. This process covers the discovery of leads, whether this process is accomplished through an IT application, cold calling, reference/network development, or other sales methodology. Every organization can usually generate leads, but it takes extra work to identify quality leads. Develop a well-defined scoring model to determine which leads to prioritize.

C372


C382


C394




IDMetrics

available?10201 3.6.6.2.1 Administer key customer/account details N10202 3.6.6.2.2 Retrieve full customer details N10203 3.6.6.2.3 Modify involved party details N10204 3.6.6.2.4 Record address details N10205 3.6.6.2.5 Record contact details N10206 3.6.6.2.6 Record key customer communication profile details N10207 3.6.6.2.7 Review involved party information N10208 3.6.6.2.8 Terminate involved party information N10196 3.6.6.3 Determine availability N10197 3.6.6.4 Determine fulfillment process N10198 3.6.6.5 N

10199 3.6.6.6 Process back orders and updates N10200 3.6.6.7 N

10186 3.6.7 Manage sales force Y10209 3.6.7.1 Determine sales resource allocation N10210 3.6.7.2 Establish sales force incentive plan N10187 3.6.8 Manage sales partners and alliances N10211 3.6.8.1 Provide sales and product training to sales partners/alliances N

10212 3.6.8.2 Develop sales forecast by partner/alliance N10213 3.6.8.3 Agree on partner and alliance commissions N10214 3.6.8.4 Evaluate partner/alliance results N14209 3.6.8.5 Manage channel partner master data N19710 3.6.8.6 Manage vendor recovery N

Enter orders into system and identify/perform cross-sell/up-sell activity

Handle order inquiries including post-order fulfillment transactions

C410

The Manage sales force process involves allocating the appropriate number of sales resources to strategically advantageous locations or customer segments. The management of the sales force includes the development of an incentive plan to drive sales as well as coordinating sales assignments.

C413




IDMetrics

available?10005 4.0 Deliver Products and Services Y10215 4.1 Plan for and align supply chain resources Y10221 4.1.1 Develop production and materials strategies N10229 4.1.1.1 Define manufacturing goals N10230 4.1.1.2 Define labor and materials policies N10231 4.1.1.3 Define outsourcing policies N10232 4.1.1.4 Define manufacturing capital expense policies N10233 4.1.1.5 Define capacities N10234 4.1.1.6 Define production network and supply constraints N14193 4.1.1.7 Define production process N14194 4.1.1.8 Define production workplace layout and infrastructure N10222 4.1.2 Manage demand for products and services N19711 4.1.2.1 Perform forward parts requirements forecasting N19712 4.1.2.2 Establish demand for PMA parts N10235 4.1.2.3 Develop baseline forecasts N10236 4.1.2.4 Collaborate with customers N10237 4.1.2.5 Develop consensus forecast N10238 4.1.2.6 Determine available to promise N10239 4.1.2.7 Monitor activity against forecast and revise forecast N10240 4.1.2.8 Evaluate and revise forecasting approach N10241 4.1.2.9 Measure forecast accuracy N10223 4.1.3 Create materials plan N10242 4.1.3.1 Create unconstrained plan N10243 4.1.3.2 Collaborate with supplier and contract manufacturers N10244 4.1.3.3 Identify critical materials and supplier capacity N10245 4.1.3.4 Monitor material specifications N10246 4.1.3.5 Generate constrained plan N14196 4.1.3.6 Define production balance and control N19713 4.1.3.7 Manage interchangeability and supersession N10224 4.1.4 Create and manage master production schedule N10247 4.1.4.1 Create site level plan and schedule N10248 4.1.4.2 Manage work-in-progress inventory N10249 4.1.4.3 Collaborate with suppliers N10250 4.1.4.4 Execute site- level production plan and schedule N17041 4.1.4.5 Monitor master production schedule and plan N17042 4.1.5 Plan distribution requirements N10252 4.1.5.1 Maintain master data N10253 4.1.5.2 Determine finished goods inventory requirements at destination N

10254 4.1.5.3 Calculate requirements as destination N10255 4.1.5.4 Calculate consolidation at source N10256 4.1.5.5 Manage collaborative replenishment planning N10257 4.1.5.6 Manage requirements for partners N10258 4.1.5.7 Calculate destination dispatch plan N10259 4.1.5.8 Manage dispatch plan attainment N

C420


C421


C431

“Manage demand for products and services” is the process that defines the activities used to predict demand for products and services, including forecast measurements (such as baseline and consensus), collaboration with customers, and allocating available to promise inventory or capable to promise capacity. Various types of demand are considered in this process, including firm demand, opportunity demand, and forecasted demand; these comprise the overall demand plan. Note that demand management can take on a different aspect through the use of promotions and pricing in cases where demand must be constrained due to limited availability, or where there is a goal to motivate purchases of certain products or services. An important measure for this process is forecast accuracy percentage.

C441

The “create materials plan” process is used to source and obtain materials needed to execute operations necessary to meet customer demand. In products-related businesses, materials plans consider hard goods, while in services oriented businesses, materials plans consider management of service delivery resources. Critical to the success of this process is the definition and maintenance of item nomenclature for products based industries and skills taxonomies for services based industries. Without common nomenclatures, mismatches between suppliers and producers can occur. This process begins with generating an unconstrained plan. Additional steps include collaborating with suppliers or contractors, identifying critical materials and supplier constraints, anticipating special events that restrict supply flow, and generating a constrained plan. Demand may be geographic, regional, and global, and the material plan must take into account the most practical means to satisfy the demand using identified resources



IDMetrics

available?10260 4.1.5.9 Calculate destination load plans N10261 4.1.5.10 Manage partner load plan N10262 4.1.5.11 Manage the cost of supply N10263 4.1.5.12 Manage capacity utilization N10226 4.1.6 Establish distribution planning constraints N10267 4.1.6.1 Establish distribution center layout constraints N10268 4.1.6.2 Establish inventory management constraints N10269 4.1.6.3 Establish transportation management constraints N10227 4.1.7 Review distribution planning policies N10264 4.1.7.1 Review distribution network N10265 4.1.7.2 Establish sourcing relationships N10266 4.1.7.3 Establish dynamic deployment policies N10228 4.1.8 Assess distribution planning performance N10270 4.1.8.1 Establish appropriate performance indicators (metrics) N10271 4.1.8.2 Establish monitoring frequency N10272 4.1.8.3 Calculate performance measures N10273 4.1.8.4 Identify performance trends N10274 4.1.8.5 Analyze performance benchmark gaps N10275 4.1.8.6 Prepare appropriate reports N10276 4.1.8.7 Develop performance improvement plan N10368 4.1.9 Develop quality standards and procedures N10371 4.1.9.1 Establish quality targets N10372 4.1.9.2 Develop standard testing procedures N10373 4.1.9.3 Communicate quality specifications N10216 4.2 Procure materials and services Y10277 4.2.1 Develop sourcing strategies Y10281 4.2.1.1 Develop procurement plan N10282 4.2.1.2 Clarify purchasing requirements N10283 4.2.1.3 Develop inventory strategy N10284 4.2.1.4 Match needs to supply capabilities N10285 4.2.1.5 Analyze company’s spend profile N10286 4.2.1.6 Seek opportunities to improve efficiency and value N10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities N11923 4.2.2 Define and manage procurement strategies N11924 4.2.2.1 Define material management strategy N11925 4.2.2.2 Develop material receipt strategy N11926 4.2.2.3 Develop supplier payment strategy N11927 4.2.2.4 N

11928 4.2.2.5 Conduct spend analysis and determine customer requirements N

10278 4.2.3 Select suppliers and develop/maintain contracts Y10288 4.2.3.1 Select suppliers N19714 4.2.3.2 Evaluate suppliers N10289 4.2.3.3 Certify and validate suppliers N

Ensure alignment of procurement strategy with enterprise wide business strategy

C488

The “procure materials and services” process group addresses the collaborative sourcing that takes place based upon the Production Order (refreshed monthly, weekly and even daily) to supply the factory lines as needed. It includes the business activities of procurement planning, purchasing, and sourcing beginning with developing sourcing strategies for materials and services, the selection of suppliers to provide the materials and services, the development and maintenance of the corresponding contracts, and the ordering of materials and services. Finally, the performance of the procurement function is assessed. Procurement includes both direct and general items, for example, production parts and products; maintenance, repair, and operating (MRO) supplies; and services (administrative and technical). Procurement may also include subcontracted labor resources.

C489

Developing sourcing strategies, also known as “supplier portfolio strategies,” comprises multiple activities including clarifying purchasing requirements, matching needs to supplier capabilities, analyzing a company’s spend profile to identify high opportunity categories, matching the most effective sourcing strategy by category, seeking opportunities to improve efficiency and value, and collaborating with suppliers to identify sourcing strategies. The process may include the development of a timeline that incorporates sourcing milestones for each category of sourced product or service. Sourcing strategies are occasionally identified by category or supplier, for example, reverse auction, request for information (RFI), request for proposal (RFP), request for quote (RFQ), or consortium. For services business that are human resource-centric, the sourcing strategy will include sources of supply other than those that are procured. For example, in-house, low-cost labor from other geographies, low-cost labor from alternate employee categories (e.g., retirees that reenter the company with a modified employment type), use of affiliates, or a joint venture. All of these elements are used to create a procurement strategy and plan that guides purchasing activities with a focus on reducing total cost of supply and creating a balanced supplier portfolio.

C503




IDMetrics

available?10290 4.2.3.4 Negotiate and establish contracts N10291 4.2.3.5 Manage contracts N11931 4.2.4 Perform strategic sourcing N11932 4.2.4.1 Maintain material sourcing categories N11933 4.2.4.2 Conduct supplier evaluation N11934 4.2.4.3 Select suppliers and negotiate agreements N11935 4.2.4.4 Develop sourcing implementation plans N11936 4.2.4.5 Maintain supplier information N11937 4.2.4.6 Maintain supplier catalogs and price lists N11938 4.2.4.7 Maintain supplier contracts N11939 4.2.4.8 Define outside supplier /partner relationships N10279 4.2.5 Order materials and services Y10292 4.2.5.1 Process/Review requisitions N10293 4.2.5.2 Approve requisitions N10294 4.2.5.3 Solicit/Track vendor quotes N10295 4.2.5.4 Create/Distribute purchase orders N10296 4.2.5.5 Expedite orders and satisfy inquiries N10297 4.2.5.6 Record receipt of goods N10298 4.2.5.7 Research/Resolve exceptions N11946 4.2.6 Inspect material quality N11947 4.2.6.1 Inspect goods/services N11948 4.2.6.2 Return goods/services N19715 4.2.6.3 Verify effectiveness of inventory control and quality N10280 4.2.7 Manage suppliers Y10299 4.2.7.1 Monitor/Manage supplier information N10300 4.2.7.2 Prepare/Analyze procurement and vendor performance N10301 4.2.7.3 Support inventory and production processes N10302 4.2.7.4 Monitor quality of product delivered N10217 4.3 Produce/Manufacture/Deliver product Y11952 4.3.1 Define assembly and test (A&T) operations strategy N11953 4.3.1.1 Compile and update customer quality and service requirements N

11954 4.3.1.2 Compile and update internal A&T operational capabilities N11955 4.3.1.3 N

11956 4.3.1.4 Define product specific quality and service N11957 4.3.1.5 Prepare capital appropriations requests N11958 4.3.1.6 Define outside supplier partner terms and conditions N11959 4.3.1.7 Disaggregate gross budget to appropriate departments N11960 4.3.1.8 N

11961 4.3.1.9 Publish annual assembly and test operating budget and plan N11962 4.3.1.10 Define all safety and environmental policies N11963 4.3.2 Define manufacturing operations strategy N

Compile and update future market trends impacting A&T strategy


C518

“Order materials and services” is the process of planning, ordering, and executing the physical delivery of materials and services from suppliers to the points of need and use. This process comprises multiple activities including processing/ reviewing requisitions, approving requisitions, soliciting/tracking vendor quotes, creating/distributing purchase orders, expediting orders to satisfy special requests, and researching/resolving exceptions.

C530

Appraising and developing suppliers is the process of developing and managing programs and policies for interacting with suppliers and measuring/improving their performance. This includes monitoring and managing supplier information, preparing/analyzing spend and vendor performance (including meeting quality standards) supporting inventory and production processes, and the creation/implementation of suppler training and certification programs

C535




IDMetrics


11965 4.3.2.2 N

11966 4.3.2.3 Define product specific quality and service N11967 4.3.2.4 N

11968 4.3.2.5 Determine capabilities gaps and closure strategies N11969 4.3.2.6 Prepare capital appropriations N11971 4.3.2.7 Disaggregate gross budget to appropriate departments N11972 4.3.2.8 N

11973 4.3.2.9 Publish annual assembly and test operating budget and plan N11974 4.3.3 Plan production operations N11975 4.3.3.1 N

11976 4.3.3.2 Develop intermediate range production and inventory plans N11977 4.3.3.3 N

11978 4.3.3.4 N

11979 4.3.3.5 Determine final sourcing alternatives N11980 4.3.3.6 N

11981 4.3.3.7 Create production project with work breakdown structure N11982 4.3.3.8 N

11983 4.3.3.9 N

11984 4.3.3.10 N

11985 4.3.4 Manage production equipment and facilities N11986 4.3.4.1 Manage equipment data N11987 4.3.4.2 Develop plant equipment preventative maintenance plans N11988 4.3.4.3 N

11989 4.3.4.4 Schedule facility and equipment preventative maintenance N11990 4.3.4.5 Execute facility and equipment preventative maintenance N11991 4.3.4.6 Execute unplanned maintenance activities N11992 4.3.4.7 Determine and identify corrective actions N11993 4.3.5 Schedule production operations N11994 4.3.5.1 Generate short range DRP, MRP, and CRP N11995 4.3.5.2 N

Compile and update all manufacturing organization quality and service requirementsCompile and update internal manufacturing operational capabilities

Define operational practice policies, measures and performance targets that support goal fulfillment


Compile and update all pertinent inputs from business planning and strategy department

Develop options for next period sales and operations planning meetingConduct sales and operations planning (S&OP) periodic meeting and update final S&OP into detailed

Generate master schedules with tooling rough cut capacity planning and maintenance

Modify master plans and projects to accommodate logistics, maintenance and production tooling constraintsGenerate intermediate range material resource planning, distribution resource planning, capacity requirements planning (MRP, DRP, CRP)

Publish annual plans to sales procurement transportation and manufacturing operations

Develop physical plant preventative maintenance and energy management plans

Conduct periodic meetings on short schedule - operations, procurement, tooling and maintenance



IDMetrics

available?11996 4.3.5.3 Transfer final schedules to operating departments N11997 4.3.5.4 Perform ongoing net change MRP or DRP and optimize N11998 4.3.5.5 Perform full regeneration MRP or DRP and analyze N11999 4.3.5.6 Create and release production orders/batches N12000 4.3.5.7 Create run schedule header N12001 4.3.5.8 N

12002 4.3.5.9 Develop contract pegging relationships N12003 4.3.5.10 Provide daily delivery schedules to external suppliers N12004 4.3.5.11 Generate and print internal pick lists N12005 4.3.5.12 N

12006 4.3.5.13 Reschedule backlog orders and inbound shipments N12007 4.3.5.14 Receive electronic numeric control (NC) tapes and load N12008 4.3.5.15 Receive and review work instructions N12009 4.3.5.16 Receive and review quality instructions N12010 4.3.5.17 Receive and review production schedules N12011 4.3.5.18 Receive and review tooling pick lists and allocate N12012 4.3.5.19 Receive confirmations from plant maintenance N12013 4.3.5.20 Allocate gauging and miscellaneous measurement devices N12014 4.3.5.21 Perform setup activities N12015 4.3.5.22 Confirm material availability N12016 4.3.6 Execute production operations N10310 4.3.6.1 Manage raw material inventory N12017 4.3.6.2 Issue goods against purchase order (PO) or batch N12018 4.3.6.3 Receive goods to purchase order (PO) or batch N12019 4.3.6.4 Refer material for manufacturing change N12020 4.3.6.5 Quarantine material for quality hold/check N12021 4.3.6.6 Execute production activities N12022 4.3.6.7 Perform in-line product inspections N12023 4.3.6.8 Perform post production inspections N12024 4.3.6.9 Refer nonconforming material for disposition N12025 4.3.6.10 Downgrade/upgrade material N12026 4.3.6.11 Quarantine nonconformance matériel N10313 4.3.6.12 Rerun defective items N12027 4.3.6.13 Record production related data N12028 4.3.6.14 Back flush inventory N12029 4.3.6.15 Close batches or PO N12030 4.3.6.16 Consume demand forecast N12031 4.3.6.17 Execute packaging and labeling activities N12032 4.3.6.18 Enter run schedule header N12033 4.3.6.19 Reconcile and close run schedule header N12034 4.3.6.20 Record and track piece part serial numbers N12035 4.3.6.21 Record calibration data and measurement device N19716 4.3.6.22 Obtain aircraft production certification N

Manage ongoing schedule changes interactions with customers, suppliers, production, tooling and maintenance

Generate and communicate delivery requirements to internal and external shipping points



IDMetrics

available?10314 4.3.6.23 Assess production performance N10369 4.3.7 Perform quality testing N10318 4.3.7.1 Calibrate test equipment N10374 4.3.7.2 Perform testing using the standard testing procedure N10375 4.3.7.3 Record test results N12036 4.3.8 Manage product quality N12037 4.3.8.1 Update governmental and regulatory quality requirements N12038 4.3.8.2 Benchmark industry quality capabilities N12039 4.3.8.3 Compile and update the cost of quality N12040 4.3.8.4 Compile and update the costs of quality nonconformance N12041 4.3.8.5 Update quality targets and tolerances N12042 4.3.8.6 Develop quality sampling and analysis N12043 4.3.8.7 N

12044 4.3.8.8 N

12045 4.3.8.9 Track and analyze non-conformance trends N12046 4.3.8.10 Perform root cause analysis N12047 4.3.8.11 Perform product design/process improvement analysis N12048 4.3.8.12 Deploy product redesigns/process N12049 4.3.8.13 Perform internal quality audits N12050 4.3.8.14 Perform external quality audits N12051 4.3.8.15 Perform statistical process control (SPC) analysis N12052 4.3.8.16 Perform six-sigma activities N12053 4.3.8.17 N

12054 4.3.8.18 Provide feedback to engineering and product N12055 4.3.8.19 Adjust inventories/scrap - materials disposition N12056 4.3.8.20 Manage reject/rework and on-hold materials N12057 4.3.8.21 Conduct claims related quality investigations N10370 4.3.9 Maintain production records and manage lot traceability N10376 4.3.9.1 Determine lot numbering system N10377 4.3.9.2 Determine lot usage N12058 4.3.10 Manage production tooling operations N12059 4.3.10.1 N

12060 4.3.10.2 N

12061 4.3.10.3 N

12062 4.3.10.4 Obtain approval to proceed or cancel work order N12063 4.3.10.5 Complete detailed design of final tool N12064 4.3.10.6 Generate a work order or purchase request N12065 4.3.10.7 Manufacture or receive final tools N12066 4.3.10.8 Allocate gauging /measurement devices to production N

Allocate gauging and miscellaneous measurement devices against production orders/batchersDevelop training material for operators carrying out quality activities

Generate International Standards Organization (ISO) or similar documentation

Receive high level tool design request from new product development process (new tools)Receive request to modify or repair an existing tool from engineering or operationsDevelop the cost estimate to buy or make the tools - with availability date

C638

C639

C647



IDMetrics

available?12067 4.3.10.9 Manage tool inventories N12068 4.3.10.10 Manage crib inventory N12069 4.3.10.11 Manage crib operations N12070 4.3.10.12 Perform fixed tool life cycle management N12071 4.3.10.13 Manage gauge and measurement device calibrations N19717 4.3.10.14 N

19718 4.3.10.15 Record and track serialized tool issuance to operators N12072 4.3.11 Control and report production operations N12073 4.3.11.1 Record production operations information N12074 4.3.11.2 Capture and communicate work order batch status N12075 4.3.11.3 Communicate all inventory status - real-time N12076 4.3.11.4 Communicate human resource status N12077 4.3.11.5 Communicate equipment status N12078 4.3.11.6 Communicate schedules - including downtime and setup N12079 4.3.11.7 Communicate maintenance activities and schedules N12080 4.3.11.8 Generate and communicate field analytical reports N12081 4.3.11.9 N

12082 4.3.12 Manage product and process related data N12083 4.3.12.1 N

12084 4.3.12.2 Maintain product specifications N12085 4.3.12.3 Maintain product catalogs N12086 4.3.12.4 Maintain operating instructions (operations component) N12087 4.3.12.5 Maintain process control parameter data N12088 4.3.12.6 Maintain product and process related documentation N19719 4.3.13 Develop and implement production rate increase methodology N19720 4.3.13.1 N

19721 4.3.13.2 N

19722 4.3.13.3 N

19723 4.3.13.4 N

19724 4.3.13.5 N

19725 4.3.13.6 N

19726 4.3.13.7 N

10218 4.4 Deliver service to customer Y10320 4.4.1 Confirm specific service requirements for individual customer N10324 4.4.1.1 Process customer request N

Create individual tracking record (for individually identified (serialized) tools)

Communicate preemptive and predictive feedback to operations to change practices or schedules

Create and maintain material masters, BOM, routings and other production data

Define method for identifying all impacted partners, suppliers and internal facilitiesDefine mechanism to be used to communicate rate increase requirementsDefine method to be applied by partners, suppliers, internal facilities to assess capabilitiesDefine mechanism by which results of Rate Increase studies can be returnedDefine mechanism by which returned rate increase study results can be consolidatedDefine mechanism by which the results of a Production Rate increase assessment can be communicatedConfirm the frequency (ad-hoc, periodic, event driven) with which studies will be released

C693


C694

This process includes creating or updating a customer profile record, processing individual customer requests and generating service orders. This may involve systems like customer segmentation, customer relationship management (CRM), order management, etc. As part of the process, external and internal customer service audits may be conducted by the company



IDMetrics

available?10325 4.4.1.2 Create customer profile N10326 4.4.1.3 Generate service order N10321 4.4.2 Identify and schedule resources to meet service requirements N10327 4.4.2.1 Create resourcing plan and schedule N10328 4.4.2.2 Create service order fulfillment schedule N10329 4.4.2.3 Develop service order N10322 4.4.3 Provide service to specific customers N10330 4.4.3.1 Organize daily service order fulfillment schedule N10331 4.4.3.2 Dispatch resources N10332 4.4.3.3 Manage order fulfillment progress N10333 4.4.3.4 Validate order fulfillment block completion N10323 4.4.4 Ensure quality of service N10334 4.4.4.1 Identify completed orders for feedback N10335 4.4.4.2 Identify incomplete orders and service failures N10336 4.4.4.3 Solicit customer feedback on services delivered N10337 4.4.4.4 Process customer feedback on services delivered N12089 4.4.5 N

12090 4.4.5.1 Manage customer master information N12091 4.4.5.2 Manage customer pricing and quotations N12092 4.4.5.3 Manage customer claims processing N12093 4.4.5.4 Facilitate customer complaints seminars N12094 4.4.5.5 Facilitate customer design reviews and Initiatives N12095 4.4.5.6 Identify product improvements N12096 4.4.5.7 Support proposal activities N12097 4.4.5.8 Provide cost/price data N12098 4.4.6 Provide field-level support preparation N12099 4.4.6.1 Process customer request for service N12100 4.4.6.2 Determine resource and material requirements N12101 4.4.6.3 Provide pricing and quotations N12102 4.4.6.4 Generate service orders N12103 4.4.6.5 Generate service order documentation N12104 4.4.6.6 Secure resources and materials N12105 4.4.6.7 Manage subcontracts N12106 4.4.6.8 Develop maintenance plans N19727 4.4.7 Perform component/part repair and overhaul activities N19728 4.4.7.1 Perform repair provider selection and interaction N19729 4.4.7.2 Receive component / part and analyze fault N19730 4.4.7.3 Test component / part N19731 4.4.7.4 Perform beyond economic repair (BER) assessment N19732 4.4.7.5 Prioritize repairs (based on aircraft on ground (AOG)) N19733 4.4.7.6 Establish availability of components / parts requiring repair N19734 4.4.7.7 Perform repairs N19735 4.4.7.8 Track component / part repairs (internal / external) N19736 4.4.7.9 Document repair testing N

Manage ongoing maintenance, repair and overhaul service contracts

C698

This process requires creating a resource plan/schedule and an order fulfillment schedule. The resources could include any of the following: personnel, raw materials, equipment, time frames, and finances. Customer service needs might require product development, shipping options, inventory management, order tracking, returns management, etc.

C702

C707


C730



IDMetrics

available?19737 4.4.7.10 Deliver repaired component/ part and relevant documentation N

19738 4.4.7.11 Provide billing / invoice data to finance N19739 4.4.7.12 Manage system and process integration N19791 4.4.8 Define and manage maintenance capacities N19740 4.4.8.1 Define and manage maintenance capacities N19792 4.4.8.2 Plan maintenance work N19741 4.4.8.3 Develop and manage operational capacity plan N19742 4.4.9 Perform maintenance activities N19743 4.4.9.1 Receive aircraft N19744 4.4.9.2 N

19745 4.4.9.3 Perform aircraft / part maintenance N19746 4.4.9.4 Provide status reporting N19747 4.4.9.5 Manage certification documentation N19748 4.4.9.6 N

19749 4.4.9.7 N

19750 4.4.9.8 Manage third party provider interactions N19751 4.4.9.9 Provide invoice / billing data to finance N12658 4.4.10 Manage warranties Y19651 4.4.10.1 Define and manage warranty offering N16893 4.4.10.1.1 Determine and document warranty policies N16890 4.4.10.1.2 Create and manage warranty rules / claim codes for products N

19752 4.4.10.1.3 Agree warranty responsibilities with suppliers N19753 4.4.10.1.4 N

12673 4.4.10.1.5 Communicate warranty policies and offerings N19754 4.4.10.1.6 Manage pre-authorizations N12669 4.4.10.2 Process warranty claims Y19755 4.4.10.2.1 Receive warranty claim N12671 4.4.10.2.2 Validate warranty claim N19756 4.4.10.2.3 Investigate warranty issues N19757 4.4.10.2.3. (Auto PCF) N12677 4.4.10.2.3. (Auto PCF) N12678 4.4.10.2.3. (Auto PCF) N19758 4.4.10.2.3. (Auto PCF) N19759 4.4.10.2.3. (Auto PCF) N19760 4.4.10.2.4 Determine responsible party N12668 4.4.10.2.5 Approve or reject warranty claim N19761 4.4.10.2.6 Notify originator of approve / reject decision N19762 4.4.10.2.7 Authorize payment N19763 4.4.10.2.8 Close claim N

Generate quote for additional maintenance and obtain approval to proceed

Compile aircraft component change and configuration management dataManage task card lifecycle (issue, assign, work, approve, close) compliance

Define warranty related offerings for customers e.g. service contract

C757


C761

C764



IDMetrics

available?12667 4.4.10.2.9 Reconcile warranty transaction disposition N19664 4.4.10.3 Manage supplier recovery N19764 4.4.10.3.1 Create supplier recovery claims N19765 4.4.10.3.2 Negotiate recoveries with suppliers N19667 4.4.10.4 Evaluate and manage warranty performance N19766 4.4.10.4.1 N

12676 4.4.10.4.2 Monitor and report on warranty management metrics N19767 4.4.10.4.3 N

12674 4.4.10.4.4 Identify opportunities to eliminate warranty waste N19768 4.4.10.4.5 Investigate fraudulent claims N19769 4.4.10.4.6 Manage recalls N12127 4.4.11 Provide MRO related training N12128 4.4.11.1 Develop training plan N12129 4.4.11.2 Develop training materials N12130 4.4.11.3 Maintains service bulletins/catalogues N12131 4.4.11.4 Manage training schedule N12132 4.4.11.5 Deliver operations training N12133 4.4.11.6 Deliver technical training N12134 4.4.11.7 Perform technical certification testing N12135 4.4.11.8 Evaluate training effectiveness N12136 4.4.11.9 Maintain service master for training N19770 4.4.12 Deliver digital services to customers N19771 4.4.12.1 Deliver Aircraft Health Monitoring Services (AHMS) N19772 4.4.12.2 Deliver loadable software services N19773 4.4.12.3 Deliver predictive analytics and optimization services N10219 4.5 Manage logistics and warehousing Y10338 4.5.1 Define logistics strategy Y10343 4.5.1.1 N

10344 4.5.1.2 Design logistics network N10345 4.5.1.3 Communicate outsourcing needs N10346 4.5.1.4 Develop and maintain delivery service policy N10347 4.5.1.5 Optimize transportation schedules and costs N10348 4.5.1.6 Define key performance measures N10339 4.5.2 Plan and manage inbound material flow Y10349 4.5.2.1 Plan inbound material receipts N10350 4.5.2.2 Manage inbound material flow N10351 4.5.2.3 Monitor inbound delivery performance N10352 4.5.2.4 Manage flow of returned products N10340 4.5.3 Operate warehousing Y10353 4.5.3.1 Track inventory deployment N10354 4.5.3.2 Receive, inspect, and store inbound deliveries N10355 4.5.3.3 Track product availability N

Measure customer satisfaction with warranty handling and resolution

Identify improvement opportunities (e.g. process, warranty offering)

Translate customer service requirements into logistics requirements

C804

“Manage logistics and warehousing” is the process that plans, implements, and controls the forward and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption in order to meet customers’ requirements. This includes defining a logistics strategy and managing inbound transportation, warehousing, and outbound transportation.

C805

Defining logistics strategy refers to the process of translating customer service requirements into capacity requirements and lead time requirements; designing the logistics network required to meet these requirements, including network components such as warehouse and distribution center (DC) assets, transportation assets, technology infrastructure, and inventory deployment; working with procurement to identify, negotiate, and maintain outsourcing agreements; defining delivery service policy elements such as lead times, delivery performance levels, and shipping days; and defining key performance measures such as logistics costs, inbound delivery performance, space utilization, asset utilization, and outbound carrier delivery performance. It also includes managing third-party resources and global/international logistics strategies.

C812

This is the process of planning, transporting, and tracking the delivery of all incoming materials; monitoring inbound transportation carrier performance; and managing the flow of returned materials.

C817

Warehousing is the process of receiving, inspecting, and storing incoming materials; picking, packing, and shipping product for outbound delivery; and tracking inventory deployment. Warehousing supports inbound and outbound transportation services. It may include raw materials, finished goods, products for consumer fulfillment, and/or vendor-managed inventory (VMI). It also includes the evaluation and implementation of private, contract, and public warehousing options.



IDMetrics

available?10356 4.5.3.4 Pick, pack, and ship product for delivery N10357 4.5.3.5 Track inventory accuracy N10358 4.5.3.6 Track third-party logistics storage and shipping performance N10359 4.5.3.7 Manage physical finished goods inventory N10341 4.5.4 Operate outbound transportation Y10360 4.5.4.1 Plan, transport, and deliver outbound product N10361 4.5.4.2 Track carrier delivery performance N10362 4.5.4.3 Manage transportation fleet N10363 4.5.4.4 Process and audit carrier invoices and documents N12137 4.5.4.5 Prepare package and shipment N12145 4.5.4.6 Manage shipping, carriers, and fleets N10342 4.5.5 Manage returns; manage reverse logistics Y10364 4.5.5.1 Authorize and process returns N10365 4.5.5.2 Perform reverse logistics N10366 4.5.5.3 Perform salvage activities N10367 4.5.5.4 Manage and process warranty claims N14195 4.5.5.5 Manage repair/refurbishment and return to customer/stock N12159 4.5.6 Plan material handling and storage N12160 4.5.6.1 Collect and analyze material handling and storage information N

12161 4.5.6.2 Determine material capacity requirements N12162 4.5.6.3 Determine material handling requirements N12163 4.5.6.4 Identify requirements to modify facilities layout N12164 4.5.6.5 Identify changes to material handling N12165 4.5.6.6 Identify changes to material storage systems/procedures N12166 4.5.6.7 Define stock placement strategies, procedures, and systems N

12167 4.5.6.8 Define stock location strategies, procedures, and systems N12168 4.5.6.9 Define stock retrieval strategies, procedures, and systems N12169 4.5.7 Manage inventory storage, location and movement N12170 4.5.7.1 Recognize transfer requests (internal move/external move) N12171 4.5.7.2 Locate stock N12172 4.5.7.3 Prepare stock for movement N12173 4.5.7.4 Physically move stock N12174 4.5.7.5 Maintain inventory status N12175 4.5.7.6 Perform physical inventory procedures N12176 4.5.7.7 Collect, report, and analyze logistics N12177 4.5.7.8 Identify obsolete goods for disposition N12178 4.5.7.9 Adjust inventory N12179 4.5.8 Manage hazardous materials and waste N12180 4.5.8.1 Maintain material safety data sheets N12181 4.5.8.2 N

12182 4.5.8.3 Maintain hazardous material handling and disposal N12183 4.5.8.4 Manage compliance audits N

Maintain awareness of and communicate regulatory requirements

C825

“Operate outbound transportation” is the process of preparing the goods for delivery from a warehouse to a receiving location. It typically comprises activities like the notification of goods to be supplied from a warehouse to a customer, carrier selection, loading, advanced shipping notification, proof of delivery from the receiving location and freight bill auditing. Many of these services are provided by transportation management systems.

C832




IDMetrics

available?12184 4.5.8.5 Recognize need to disposition hazardous materials/waste N12185 4.5.8.6 Determine disposition and associated processing N12186 4.5.8.7 Manage disposition, disposal, reprocessing activities N12187 4.5.8.8 Manage documentation and reporting N12188 4.5.9 Manage kitting operations N12189 4.5.9.1 Define kitting requirements N12190 4.5.9.2 Request materials N12191 4.5.9.3 Build kits N12192 4.5.9.4 Issue materials to kits/consumption N12193 4.5.9.5 Prepare kits for transfer N12194 4.5.9.6 Manage returnable fixtures, containers, and tools N12195 4.5.9.7 Manage labeling of kits N



IDMetrics

available?10006 5.0 Manage Customer Service Y10378 5.1 Develop customer care/customer service strategy Y10381 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers) N

10384 5.1.1.1 Analyze existing customers N10385 5.1.1.2 Analyze feedback of customer's needs N10382 5.1.2 Define customer service policies and procedures N10383 5.1.3 Establish service levels for customers Y10379 5.2 Plan and manage customer service operations Y10387 5.2.1 Plan and manage customer service work force Y10390 5.2.1.1 Forecast volume of customer service contacts N10391 5.2.1.2 Schedule customer service work force N10392 5.2.1.3 Track work force utilization N10393 5.2.1.4 N

12196 5.2.2 Manage customer requests/inquiries and provide support N10394 5.2.2.1 Receive customer requests/inquiries N10395 5.2.2.2 Route customer requests/inquiries N10396 5.2.2.3 Respond to customer requests/inquiries N12197 5.2.2.4 Support customer order status inquiry N12198 5.2.2.5 Support customer deliver status inquiry N12199 5.2.2.6 Support customer financial inquiry N10389 5.2.3 Manage customer complaints N10397 5.2.3.1 Receive customer complaints N10398 5.2.3.2 Route customer complaints N10399 5.2.3.3 Resolve customer complaints N10400 5.2.3.4 Respond to customer complaints N12200 5.2.3.5 Support customer complaints and service N10380 5.3 Measure and evaluate customer service operations Y19774 5.3.1 N

10405 5.3.1.1 Solicit customer feedback on customer service experience N10406 5.3.1.2 N

10402 5.3.2 N

11236 5.3.2.1 Solicit customer feedback on complaint handling and resolution N

11237 5.3.2.2 N

10403 5.3.3 Measure customer satisfaction with products and services N11238 5.3.3.1 N

11239 5.3.3.2 Solicit post-sale customer feedback on ad effectiveness N

Monitor and evaluate quality of customer interactions with customer service representatives

Measure customer satisfaction with customer requests/inquiries handling

Analyze customer service satisfaction data and identify improvement opportunities

Measure customer satisfaction with customer-complaint handling and resolution

Analyze customer complaint data and identify improvement opportunities

Gather and solicit post-sale customer feedback on products and services

C875

The use of category 5.0 processes will depend on the nature of an organization’s business. At some organizations—such as those in telecommunications, food service, customer contact services, or retail—the core business (or a significant portion of the business) is customer service. In these cases, category 4.0 Deliver Products and Services may be more appropriate—in particular, process group 4.4 Deliver service to customer. When thinking about the distinction between the delivery of a service and the “customer service” function, remember that the employee or group that delivers an initial service to a customer (such as a restaurant server or retail store cashier) is often not the same person or group that deals with customer inquiries, requests, and complaints after the fact. Those who deal with customers before and after the delivery of a service are typically working within the category 5.0 Manage Customer Service. Those delivering the service are working within 4.0 Deliver Products and Services. The distinction between the two depends on the needs of the organization. As long as the organization is consistent in its use of particular processes for certain business activities, the framework structure will work. But typically, categories 4.0 and 5.0 deal with activities related to actual provision of the product or service (4.0) and activities related to customer contact before or after that provision (5.0). Note that not all key performance indicators (KPIs) listed in this document will apply to every organization. The KPIs selected by an organization depend on its structure, strategy, and critical objectives.

C876

Process group 5.1 Develop customer care/customer service strategy involves understanding and segmenting customers, creating policies to govern customer service, and setting service targets and priorities. Some of these determinations may be informed by segmentation and relationship building that occurred within process category 3.0 Market and Sell Products and Services. This strategy governs the way the organization provides service to customers proactively or in response to customer requests/issues.

C877


C880


C881


C882

This process group involves the development of plans and management standards for the customer service work force and the actual processing and management of customer service requests, inquiries, and complaints. The way these processes are performed depends heavily on the strategy, policies, and service levels established in process group “develop customer care/customer service strategy.”

C883


C895

The Manage customer complaints process deals with every aspect of customer complaints, from initial receipt and routing to resolution and response. This process depends on the planning that occurred in process group 5.1 and process 5.2.1. Customer service representatives themselves accomplish these activities, and their performance is measured in process group 5.3 Measure and evaluate customer service operations. Complaints are handled slightly differently from requests and inquiries, and thus, an activity (5.2.3.3) is present in process 5.2.3 that does not exist in process 5.2.2 Manage customer service requests/inquiries. Activity 5.2.3.3 Resolve customer complaints typically occurs internally, when organization convenes to find an appropriate resolution to the complaint or when an employee executes an action to satisfy the complaint (e.g., fixing a broken link on a Web site or correcting a line item on a receipt or invoice). Once the issue has been resolved or a plan for resolution has been formulated, the organization can move forward to activity 5.2.3.4 Respond to customer complaints. During activity 5.2.3.4, customer service may tell the customer that the issue has been resolved or may discuss the potential solutions to identify next steps.

C901

Process group “measure and evaluate customer service operations” focuses on measuring customers’ satisfaction with various aspects of the service they receive. The factors that the organization combines to rate customer satisfaction may be determined within process “create enterprise measurement systems model” or in process “establish service levels for customers.” What constitutes customer satisfaction will vary from organization to organization, and the methods used to collect customer feedback will also differ. Many organizations ask their customers if they will continue to come to the organization in the future; if they would recommend it to a friend; or if they will rank how well the organization responds to requests, how quickly the organization responds, or how well the organization seems to understand customer needs.

C905

In the Measure customer satisfaction with customer complaint handling and resolution process, the organization gathers information from customers about how their complaints were handed by customer service representatives. (Note that the measurement of noncompliant inquiries occurs in process 5.3.1, and customer satisfaction with the products and services themselves is measured in process 5.3.3.) This information may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, during the complaint resolution process (5.2.3), or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management. Activity 5.3.2.2 Analyze customer complaint data and identify improvement opportunities includes the analysis of the data and any work completed internally to make improvements. The analysis of the complaint often results in actions within other process categories—for example, improving the customer experience with billing (category 8.0) or by altering the nature of the products/services themselves (2.0 or 4.0). Feedback may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. The customer satisfaction data for complaints is typically gathered at the time of the complaint on all complaints but still may be aggregated with data gathered in process 5.3.1 Measure customer satisfaction with customer requests/inquiries handling.

C908

In the Measure customer satisfaction with products and services process, the organization gathers information from customers about their experience with the products and services themselves. (Note that the measurement of customer inquiry handling occurs in process 5.3.1, and the measurement of complaint handling occurs in process 5.3.2.) Organizations may chose to track these activities here (in process 5.3.3) or through activities 4.4.4.3 Solicit customer feedback on services delivered and 4.4.4.4 Process customer feedback on services. This decision usually depends on the strategic use of an organization’s customer service Wherever this information is tracked, it may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management and other areas of the business as necessary. Feedback received here can inform activities 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2.2 Identify potential new products and services, and 3.1.1.1 Conduct customer and market research. Customer satisfaction data may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. Likewise, the reporting methods should match the standards of the organization, whether through spreadsheets, meetings, or online tools. The extent, duration, and frequency of the evaluation will also depend on the organization and its business. The communication of this information throughout the business may be essential to the growth of the business and its overall understanding of customer needs.



IDMetrics


11241 5.3.3.4 N

Analyze product and service satisfaction data and identify improvement opportunitiesProvide customer feedback to product management on products and services



IDMetrics

available?10007 6.0 Develop and Manage Human Capital Y17043 6.1 N

17044 6.1.1 Develop human resources strategy N10418 6.1.1.1 Identify strategic HR needs N10419 6.1.1.2 Define HR and business function roles and accountability N10420 6.1.1.3 Determine HR costs N10421 6.1.1.4 Establish HR measures N10422 6.1.1.5 Communicate HR strategies N10432 6.1.1.6 Develop strategy for HR systems/technologies/tools N17045 6.1.2 Develop and implement workforce strategy and policies N10423 6.1.2.1 N

10424 6.1.2.2 Plan employee resourcing requirements per unit/organization N

10425 6.1.2.3 Develop compensation plan N10426 6.1.2.4 Develop succession plan N10427 6.1.2.5 Develop employee diversity plan N10428 6.1.2.6 Develop other HR programs N10429 6.1.2.7 Develop HR policies N10430 6.1.2.8 Administer HR policies N10431 6.1.2.9 Plan employee benefits N10433 6.1.2.10 Develop workforce strategy models N10417 6.1.3 Monitor and update strategy, plans, and policies N10434 6.1.3.1 Measure realization of objectives N10435 6.1.3.2 Measure contribution to business strategy N10436 6.1.3.3 Communicate plans and provide updates to stakeholders N10438 6.1.3.4 Review and revise HR plans N17046 6.1.4 Develop competency management models N10410 6.2 Recruit, source, and select employees Y10439 6.2.1 Manage employee requisitions N10445 6.2.1.1 N

10446 6.2.1.2 Develop and open job requisition N10447 6.2.1.3 Develop job descriptions N10448 6.2.1.4 Post requisitions N10449 6.2.1.5 Manage internal/external job posting Web sites N10450 6.2.1.6 Modify requisitions N10451 6.2.1.7 Notify hiring manager N10452 6.2.1.8 Manage requisition dates N10440 6.2.2 Recruit/Source candidates N10453 6.2.2.1 Determine recruitment methods N10454 6.2.2.2 Perform recruiting activities/events N10455 6.2.2.3 Manage recruitment vendors N17047 6.2.2.4 Manage employee referral programs N


Gather skill requirements according to corporate strategy and market environment

Align staffing plan to workforce plan and business unit strategies/resource needs

C913

"Develop and manage human capital" is the top-most category responsible for delivering processes traditionally defined as "human resources." Process groups include those related to developing and maintaining workforce strategy, recruiting employees, developing and counseling employees, managing employee relations, rewarding and retaining employees, redeploying and retiring employees, managing employee information, and managing employee communications.

C914


C932


C933

C939

The process group "recruit, source, and select employees" includes creating and developing employee requisitions, recruiting and sourcing candidates, screening and selecting candidates, managing pre-placement verification, managing new hires/rehires, and tracking candidates.

C940


C949




IDMetrics

available?17048 6.2.2.5 Monitor recruitment channels N17049 6.2.3 Screen and select candidates N10456 6.2.3.1 Identify and deploy candidate selection tools N10457 6.2.3.2 Interview candidates N10458 6.2.3.3 Test candidates N10459 6.2.3.4 Select and reject candidates N10460 6.2.3.5 Obtain candidate background information N10443 6.2.4 Manage new hire/re-hire Y10463 6.2.4.1 Draw up and make offer N10464 6.2.4.2 Negotiate offer N10465 6.2.4.3 Hire candidate N10444 6.2.5 Manage applicant information N10466 6.2.5.1 Create applicant record N10467 6.2.5.2 Manage/track applicant data N10468 6.2.5.3 Archive and retain records of non-hires N10411 6.3 Develop and counsel employees Y10469 6.3.1 Manage employee orientation and deployment Y10474 6.3.1.1 Create/maintain employee on-boarding program N11243 6.3.1.2 N

17050 6.3.1.3 Execute onboarding program N10470 6.3.2 Manage employee performance Y10479 6.3.2.1 Define performance objectives N10480 6.3.2.2 Review, appraise, and manage employee performance N10481 6.3.2.3 Evaluate and review performance program N10472 6.3.3 Manage employee development Y10487 6.3.3.1 Define employee development guidelines N10488 6.3.3.2 Develop employee career plans N17051 6.3.3.3 Manage employee skills development N10473 6.3.4 Develop and train employees Y10490 6.3.4.1 Align employee and organization development needs N10491 6.3.4.2 Align learning programs with competencies N10492 6.3.4.3 N

10493 6.3.4.4 Y

17052 6.4 Manage employee relations N10483 6.4.1 Manage labor relations N10484 6.4.2 Manage collective bargaining process N10485 6.4.3 Manage labor management partnerships N10531 6.4.4 Manage employee grievances N10412 6.5 Reward and retain employees Y17053 6.5.1 N

10498 6.5.1.1 Develop salary/compensation structure and plan N

Evaluate the effectiveness of the employee on-boarding program

Establish training needs by analysis of required and available skillsDevelop, conduct, and manage employee and/or management training programs

Develop and manage reward, recognition, and motivation programs

C961

The Manage new hire/rehire process includes drawing up and making a job offer, negotiating an offer, and hiring a candidate.

C965

The Track candidates process involves creating an applicant record; managing/tracking applicant data; and archiving and retaining records of non-hires.

C969


C970


C974


C978

The Manage employee development process includes creating short and long-term career goals, reviewing organizational career ladders, and identifying training and development opportunities.

C982


C987


C988

C989


C990


C992




IDMetrics

available?10499 6.5.1.2 Develop benefits and reward plan N10500 6.5.1.3 Perform competitive analysis of benefit and rewards N10501 6.5.1.4 N

10502 6.5.1.5 Administer compensation and rewards to employees N10503 6.5.1.6 Reward and motivate employees N10508 6.5.1.7 Deliver programs to support work/life balance for employees N10495 6.5.2 Manage and administer benefits N10504 6.5.2.1 Deliver employee benefits program N10505 6.5.2.2 Administer benefit enrollment N10506 6.5.2.3 Process claims N10507 6.5.2.4 Perform benefit reconciliation N17054 6.5.3 Manage employee assistance and retention N10497 6.5.4 Administer Payroll Y10413 6.6 Re-deploy and retire employees Y10512 6.6.1 Manage promotion and demotion process N10513 6.6.2 Manage separation Y10514 6.6.3 Manage retirement N10515 6.6.4 Manage leave of absence N10516 6.6.5 Develop and implement employee outplacement N10517 6.6.6 Manage deployment of personnel N17055 6.6.7 Relocate employees and manage assignments N10520 6.6.8 Manage expatriates N17056 6.7 Manage employee information and analytics N10522 6.7.1 Manage reporting processes N10523 6.7.2 Manage employee inquiry process Y10524 6.7.3 Manage and maintain employee data N10525 6.7.4 Manage human resource information systems (HRIS) N10526 6.7.5 Develop and manage employee metrics N10527 6.7.6 Develop and manage time and attendance systems N10510 6.7.7 Review retention and motivation indicators N10530 6.7.8 N

17057 6.8 Manage employee communication N10529 6.8.1 Develop employee communication plan N10532 6.8.2 Deliver employee communications N10532 Publish employee communications N

Identify compensation requirements based on financial, benefits, and HR policies

Manage/Collect employee suggestions and perform employee research

C1001

The manage and administer benefits process includes delivering the employee benefits program, administering benefits enrollment, processing claims, and performing benefits reconciliation.

C1007

C1008


C1009


C1010


C1011


C1012


C1013


C1014


C1016

The Manage expatriates process includes activities associated with both the expatriation and repatriation of employees within the organization.

C1017


C1018

The manage reporting process consists of providing key HR data and reporting capabilities for varying levels of management.

C1019

The manage employee inquiry process involves receiving, responding to, and recording information on employee inquiries.

C1020

The manage and maintain employee data process includes making revisions to personal data such as changing beneficiary designations or employee status.

C1021


C1022


C1023


C1026


C1028

C1029



IDMetrics

available?10008 7.0 Manage Information Technology Y10563 7.1 Manage the business of information technology Y10570 7.1.1 Develop the enterprise IT strategy Y10603 7.1.1.1 Build strategic intelligence N10604 7.1.1.2 N

10605 7.1.1.3 Define strategic standards, guidelines, and principles N10606 7.1.1.4 Define and establish IT architecture and development standards N

10607 7.1.1.5 Define strategic vendors for IT components N10608 7.1.1.6 Establish IT governance organization and processes N10609 7.1.1.7 Build strategic plan to support business objectives N10571 7.1.2 Define the enterprise architecture N10611 7.1.2.1 Establish the enterprise architecture definition N10612 7.1.2.2 Confirm enterprise architecture maintenance approach N10613 7.1.2.3 Maintain the relevance of the enterprise architecture N10614 7.1.2.4 Act as clearinghouse for IT research and innovation N10615 7.1.2.5 Govern the enterprise architecture N10572 7.1.3 Manage the IT portfolio N10616 7.1.3.1 Establish the IT portfolio N10617 7.1.3.2 N

10618 7.1.3.3 Provision resources in accordance with strategic priorities N10573 7.1.4 Perform IT research and innovation N10620 7.1.4.1 Research technologies to innovate IT services and solutions N10621 7.1.4.2 N

10575 7.1.5 Evaluate and communicate IT business value and performance Y

10625 7.1.5.1 Establish and monitor key performance indicators N10626 7.1.5.2 Evaluate IT plan performance N10627 7.1.5.3 Communicate IT value N10564 7.2 Develop and manage IT customer relationships Y10578 7.2.1 Develop IT services and solutions strategy Y11244 7.2.1.1 N

11245 7.2.1.2 N

11246 7.2.1.3 Formulate IT services and solutions strategic initiatives N11247 7.2.1.4 N

11248 7.2.1.5 N

10579 7.2.2 Develop and manage IT service levels N10640 7.2.2.1 Create and maintain the IT services and solutions catalog N

Identify long-term IT needs of the enterprise in collaboration with stakeholders

Analyze and evaluate the value of the IT portfolio for the enterprise

Transition viable technologies for IT services and solutions development

Research IT services and solutions to address business and user requirementsTranslate business and user requirements into IT services and solutions requirements

Coordinate strategies with internal stakeholders to ensure alignmentEvaluate and select IT services and solutions strategic initiatives

C1030

The "manage information technology" category contains process groups relevant to the business of information technology within an organization. The process groups include "manage the business of information technology," "develop and manage IT customer relationships," "develop and implement security, privacy, and data protection controls," "manage enterprise information," "develop and maintain information technology solutions,, "deploy information technology solutions," and "deliver and support information technology solutions."

C1031


C1032


C1035

C1040


C1046

Management of the IT portfolio results in the establishment of criteria for economic and strategic value and the provisioning of resources in accordance with strategic priorities and efforts to achieve a balanced portfolio. The activities included within the IT portfolio management process are maximizing the value of the IT portfolio for the enterprise, provisioning resources in accordance with strategic priorities, and achieving a balanced portfolio.

C1050


C1053


C1057


C1058

Developing an IT services and solutions strategy involves assessing the needs of the business and user, translating those needs into services and solutions requirements, formulating and evaluating IT services and solutions strategic initiatives, and selecting IT services and solutions strategic initiatives to apply. The formulation of IT services and solutions strategic initiatives includes the tasks required to generate new ideas, identify enhancements or extensions to existing IT services and solutions, and identify outdated services and solutions for sunset or retirement. Developing and maintaining a long-term, business-focused IT strategy encompasses tasks to develop, communicate, govern, and track strategy deployment. This includes defining and communicating the strategic intent regarding the organizational use of IT; establishing and maintaining an IT governance structure; articulating strategic assumptions for IT strategy development; and developing and tracking the resulting IT plan, which optimizes the use of technologies, resources, and alliances to improve business agility.

C1064




IDMetrics


10642 7.2.2.3 Evaluate and report service level attainment results N10643 7.2.2.4 N

10580 7.2.3 Perform demand side management (DSM) for IT services N10644 7.2.3.1 Analyze IT services and solutions consumption and usage N10645 7.2.3.2 N

10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions N10581 7.2.4 Manage IT customer satisfaction Y10647 7.2.4.1 Capture and analyze customer satisfaction N10648 7.2.4.2 Assess and communicate customer satisfaction patterns N10649 7.2.4.3 Initiate improvements based on customer satisfaction patterns N

10582 7.2.5 Market IT services and solutions N10650 7.2.5.1 Develop IT services and solutions marketing strategy N10651 7.2.5.2 Develop and manage IT customer strategy N10652 7.2.5.3 N

10653 7.2.5.4 Process and track IT services and solutions orders N11220 7.3 N

11230 7.3.1 N

11231 7.3.2 N

10565 7.4 Manage enterprise information Y10583 7.4.1 Develop information and content management strategies Y10654 7.4.1.1 N

10655 7.4.1.2 N

10656 7.4.1.3 N

10584 7.4.2 Define the enterprise information architecture Y10657 7.4.2.1 N

10658 7.4.2.2 Define information access requirements N10659 7.4.2.3 Establish data custodianship N10660 7.4.2.4 Manage changes to content data architecture requirements N10585 7.4.3 Manage information resources Y10661 7.4.3.1 Define the enterprise information/data policies and standards N

Establish and maintain business and IT service level agreements

Communicate business and IT service level improvement opportunities

Develop and implement incentive programs that improve consumption efficiency

Manage IT services and solutions advertising and promotional campaigns


Establish information security, privacy, and data protection strategies and levelsTest, evaluate, and implement information security and privacy and data protection controls

Understand information and content management needs and the role of IT services for executing the business strategy

Assess the information and content management implications of new technologiesIdentify and prioritize information and content management actions

Define information elements, composite structure, logical relationships and constraints, taxonomy, and derivation rules

C1069


C1073

Management of IT customer satisfaction includes capturing and analyzing customer satisfaction and assessing and communicating customer satisfaction patterns. Capturing and analyzing customer satisfaction consists of tasks required to manage and monitor IT customer complaints and feedback, conduct qualitative and quantitative assessments, and identify customer satisfaction issues and opportunities for improvement. Assessing and communicating customer satisfaction patterns consists of tasks required to evaluate satisfaction with IT services and solutions, evaluate satisfaction with complaint resolution, and determine IT customer loyalty/lifetime value.

C1077


C1082

Developing and implementing security, privacy, and data protection controls includes the establishment of information security, privacy, and data protection strategies and levels as well as the testing, evaluation, and implementation of information security, privacy, and data protection controls.

C1085


C1086


C1090


C1095




IDMetrics

available?10662 7.4.3.2 Develop and implement data and content administration N10586 7.4.4 Perform enterprise data and content management Y10663 7.4.4.1 Define sources and destinations of content data N10664 7.4.4.2 Manage technical interfaces to users of content N10665 7.4.4.3 N

10566 7.5 Develop and maintain information technology solutions Y10587 7.5.1 Develop the IT development strategy Y10666 7.5.1.1 Establish sourcing strategy for IT development N10667 7.5.1.2 N

10668 7.5.1.3 Select development methodologies and tools N10588 7.5.2 Perform IT services and solutions life cycle planning N10669 7.5.2.1 Plan development of new requirements N10670 7.5.2.2 Plan development of feature and functionality enhancement N10671 7.5.2.3 Develop life cycle plan for IT services and solutions N10589 7.5.3 Develop and maintain IT services and solutions architecture N10672 7.5.3.1 Create IT services and solutions architecture N10673 7.5.3.2 Revise IT services and solutions architecture N10674 7.5.3.3 Retire IT services and solutions architecture N10590 7.5.4 Create IT services and solutions Y10675 7.5.4.1 Understand confirmed requirements N10676 7.5.4.2 Design IT services and solutions N10677 7.5.4.3 Acquire/Develop IT service/solution components N10678 7.5.4.4 Train services and solutions resources N10679 7.5.4.5 Test IT services/solutions N10680 7.5.4.6 Confirm customer acceptance N10591 7.5.5 Maintain IT services and solutions Y10681 7.5.5.1 Understand upkeep/enhance requirements and defect analysis N

10682 7.5.5.2 Design change to existing IT service/solution N10683 7.5.5.3 Acquire/Develop changed IT service/solution component N10684 7.5.5.4 Test IT service/solution change N10685 7.5.5.5 Retire solutions and services N10567 7.6 Deploy information technology solutions Y10592 7.6.1 Develop the IT deployment strategy N10686 7.6.1.1 Establish IT services and solutions change policies N10687 7.6.1.2 Define deployment process, procedures, and tools standards N

10688 7.6.1.3 Select deployment methodologies and tools N10593 7.6.2 Plan and implement changes N10689 7.6.2.1 Plan change deployment N10690 7.6.2.2 Communicate changes to stakeholders N10691 7.6.2.3 Administer change schedule N10692 7.6.2.4 Train impacted users N

Manage retention, revision, and retirement of enterprise information

Define development processes, methodologies, and tools standards

C1098


C1102

Developing and managing information technology solutions involves producing, developing, and testing new, enhanced, and improved solutions; enabling services that meet all confirmed requirements; maintaining and managing solutions; supporting services to continue meeting all confirmed requirements; and "sun setting" solutions/discontinuing services no longer needed.

C1103


C1107


C1111


C1115


C1122

Maintaining IT services and solutions includes the tasks required to upkeep, repair, and develop minor (as defined by enterprise policy) enhancements to existing solutions or services and ensure that existing services or solutions continue to meet requirements. Tasks include understanding requirements or defect analysis, modifying the design of the service or solution, integrating newly required components, testing the change to a solution or service, and gaining customer acceptance and certification.

C1128


C1129


C1133

Planning and implementing changes includes all tasks necessary to administer and plan individual change requests (including accepting or rejecting the request), assessing the business and technical risks of changes, determining which individual changes can be performed simultaneously without increasing overall risk factors, and creating a master change schedule. Other tasks include requesting services, such as procurement and security, from other components to ensure component availability and obtainment of necessary security authorities.



IDMetrics

available?10693 7.6.2.5 Distribute and install change N10694 7.6.2.6 Verify change N10594 7.6.3 Plan and manage releases N10695 7.6.3.1 Understand and coordinate release design and acceptance N10696 7.6.3.2 Plan release rollout N10697 7.6.3.3 Distribute and install release N10698 7.6.3.4 Verify release N10568 7.7 Deliver and support information technology services Y10595 7.7.1 Develop IT services and solution delivery strategy N10699 7.7.1.1 Establish sourcing strategy for IT delivery N10700 7.7.1.2 Define delivery processes, procedures, and tools standards N10701 7.7.1.3 Select delivery methodologies and tools N10596 7.7.2 Develop IT support strategy N10702 7.7.2.1 Establish sourcing strategy for IT support N10703 7.7.2.2 Define IT support services N10597 7.7.3 Manage IT infrastructure resources N10704 7.7.3.1 Manage IT inventory and assets N10705 7.7.3.2 Manage IT resource capacity N10598 7.7.4 Manage IT infrastructure operations N10706 7.7.4.1 Deliver IT services and solutions N10707 7.7.4.2 Perform IT operations support services N10599 7.7.5 Support IT services and solutions Y10708 7.7.5.1 Manage availability N10709 7.7.5.2 Manage facilities N10710 7.7.5.3 Manage backup/recovery N10711 7.7.5.4 Manage performance and capacity N10712 7.7.5.5 Manage incidents N10713 7.7.5.6 Manage problems N10714 7.7.5.7 Manage inquiries N

C1140


C1145


C1146


C1150


C1153

Managing IT infrastructure resources involves managing and maintaining the physical computing assets, including hardware and software, of the organization. Tasks include identifying configuration items to be maintained, establishing the information management system, collecting the configuration item information, populating the database, and ensuring that information is available to other components. Other tasks include preventive maintenance, facilities management, configuration management, and inventory (asset) management.

C1156




IDMetrics

available?17058 8.0 Manage Financial Resources N10728 8.1 Perform planning and management accounting Y10738 8.1.1 Perform planning/budgeting/forecasting Y10771 8.1.1.1 Develop and maintain budget policies and procedures N10772 8.1.1.2 Prepare periodic budgets and plans N10773 8.1.1.3 Prepare periodic financial forecasts N10739 8.1.2 Perform cost accounting and control Y10774 8.1.2.1 Perform inventory accounting N10775 8.1.2.2 Perform cost of sales analysis N10776 8.1.2.3 Perform product costing N10777 8.1.2.4 Perform variance analysis N11175 8.1.2.5 Report on profitability N10740 8.1.3 Perform cost management Y10778 8.1.3.1 Determine key cost drivers N10779 8.1.3.2 Measure cost drivers N10780 8.1.3.3 Determine critical activities N10781 8.1.3.4 Manage asset resource deployment and utilization N10741 8.1.4 Evaluate and manage financial performance Y10782 8.1.4.1 Assess customer and product profitability N10783 8.1.4.2 Evaluate new products N10784 8.1.4.3 Perform life cycle costing N10785 8.1.4.4 Optimize customer and product mix N10786 8.1.4.5 Track performance of new customer and product strategies N10787 8.1.4.6 Prepare activity-based performance measures N10788 8.1.4.7 Manage continuous cost improvement N10729 8.2 Perform revenue accounting Y10742 8.2.1 Process customer credit Y10789 8.2.1.1 Establish credit policies N10790 8.2.1.2 Analyze/Approve new account applications N10791 8.2.1.3 Review existing accounts N10792 8.2.1.4 Produce credit/collection reports N10793 8.2.1.5 Reinstate or suspend accounts based on credit policies N10743 8.2.2 Invoice customer Y10794 8.2.2.1 Maintain customer/product master files N10795 8.2.2.2 Generate customer billing data N10796 8.2.2.3 Transmit billing data to customers N10797 8.2.2.4 Post receivable entries N10798 8.2.2.5 Resolve customer billing inquiries N10744 8.2.3 Process accounts receivable (AR) Y10799 8.2.3.1 Establish AR policies N10800 8.2.3.2 Receive/Deposit customer payments N10801 8.2.3.3 Apply cash remittances N10802 8.2.3.4 Prepare AR reports N10803 8.2.3.5 Post AR activity to the general ledger N10745 8.2.4 Manage and process collections Y

C1167


C1168


C1169

This is the process of developing periodic plans, budgets, and forecasts to enable the achievement of organizational performance goals. This includes setting assumptions for revenue and cost levels—as well as cash flows—expected in the pursuit of organizational growth. It also includes proactive cost control and reporting on actual versus targeted financial results. It may also include predicting financial results for the next four to six quarters on a rolling forward basis. Budgets and forecasts should reflect financial targets derived from strategic plans. They also serve as a discussion platform at regular business review meetings, in which managers can decide if, how, and when to alter tactics to ensure that performance targets are achieved.

C1173


C1179


C1184

This is the process of developing and implementing a framework that guides internal decision makers as they deploy resources—financial, human, technical, etc.—in the pursuit of sustainable, profitable growth. It ensures that decisions are aligned with stated organizational goals by measuring performance against predetermined targets and managing the corrective action process. This process includes: assessing customer and product profitability, evaluating new products, lifecycle costing, optimizing the customer and product mix, tracking the performance of new customer and product strategies, preparing activity based performance measures, and managing continuous cost improvement.

C1192


C1193


C1199

This is the process of developing and delivering customer invoices. It includes creating methods and procedures for communicating and delivering invoices and statements for services and products. The process encompasses the maintenance of customer/product master files, the generation and transmittal of customer billing data to the customer, the posting of receivable entries, and the resolution of customer billing inquiries. It does not include receiving payments; payment receipt is located in process 8.2.3 Process accounts receivable.

C1205


C1211




IDMetrics

available?10804 8.2.4.1 Establish policies for delinquent accounts N10805 8.2.4.2 Analyze delinquent account balances N10806 8.2.4.3 Correspond/Negotiate with delinquent accounts N10807 8.2.4.4 Discuss account resolution with internal parties N10808 8.2.4.5 Process adjustments/write-off balances N10746 8.2.5 Manage and process adjustments/deductions Y10809 8.2.5.1 Establish policies/procedures for adjustments N10810 8.2.5.2 Analyze adjustments N10811 8.2.5.3 Correspond/Negotiate with customer N10812 8.2.5.4 Discuss resolution with internal parties N10813 8.2.5.5 Prepare chargeback invoices N10814 8.2.5.6 Process related entries N10730 8.3 Perform general accounting and reporting Y10747 8.3.1 Manage policies and procedures Y10815 8.3.1.1 Negotiate service level agreements N10816 8.3.1.2 Establish accounting policies N10817 8.3.1.3 Set and enforce approval limits N10818 8.3.1.4 Establish common financial systems N10748 8.3.2 Perform general accounting Y10819 8.3.2.1 Maintain chart of accounts N10820 8.3.2.2 Process journal entries N10821 8.3.2.3 Process allocations N10822 8.3.2.4 N

10823 8.3.2.5 Post and reconcile intercompany transactions N10824 8.3.2.6 Reconcile general ledger accounts N10825 8.3.2.7 Perform consolidations and process eliminations N10826 8.3.2.8 Prepare trial balance N10827 8.3.2.9 Prepare and post management adjustments N10749 8.3.3 Perform fixed asset accounting Y10828 8.3.3.1 Establish fixed asset policies and procedures N10829 8.3.3.2 Maintain fixed asset master data files N10830 8.3.3.3 Process and record fixed asset additions and retires N10831 8.3.3.4 N

10832 8.3.3.5 N

10833 8.3.3.6 Calculate and record depreciation expense N10834 8.3.3.7 Reconcile fixed asset ledger N10835 8.3.3.8 Track fixed assets including physical inventory N10836 8.3.3.9 N

10750 8.3.4 Perform financial reporting Y10837 8.3.4.1 Prepare business unit financial statements N10838 8.3.4.2 Prepare consolidated financial statements N

Process period end adjustments (e.g., accruals, currency conversions, etc.)

Process and record fixed asset adjustments, enhancements, revaluations, and transfersProcess and record fixed asset maintenance and repair expenses

Provide fixed asset data to support tax, statutory, and regulatory reporting

C1217

This is the process of receiving, rectifying, and monitoring customer adjustments and deductions resulting from warranties, claims, returns, and recalls of products and/or services. This process includes the establishment of policies/procedures for adjustments, the analysis of adjustments, correspondence and negotiation with customers, internal discussions around account resolution, the preparation of chargeback invoices, and the processing of related entries

C1224


C1225


C1230


C1236

C1240

This is the process of accounting for fixed asset transactions, including additions, retires, transfers, adjustments, and depreciation expenses. This process includes establishing fixed asset policies and procedures, recording entries to the fixed asset register, tracking fixed assets through physical inventories, and calculating and recording depreciation and expenses related to fixed asset maintenance and repair. This process often supports tax, statutory, and regulatory reporting by providing data on fixed assets to the appropriate departments. Fixed asset projects that were proposed, pursued, and capitalized under process group 8.4 Manage fixed asset project accounting are thereafter maintained within process 8.3.3, under the auspices of general accounting and reporting—unless a project is initiated to dispose of the asset, in which case the project is again covered in process group 8.4.

C1250




IDMetrics

available?10839 8.3.4.3 Perform business unit reporting/review management reports N10840 8.3.4.4 N

10841 8.3.4.5 Prepare statements for board review N10842 8.3.4.6 Produce quarterly/annual filings and shareholder reports N10843 8.3.4.7 Produce regulatory reports N10731 8.4 Manage fixed asset project accounting Y10751 8.4.1 Perform capital planning and project approval Y10844 8.4.1.1 Develop capital investment policies and procedures N10845 8.4.1.2 Develop and approve capital expenditure plans and budgets N10846 8.4.1.3 N

10847 8.4.1.4 Conduct financial justification for project approval N10752 8.4.2 Perform capital project accounting Y10848 8.4.2.1 Create project account codes N10849 8.4.2.2 Record project-related transactions N10850 8.4.2.3 Monitor and track capital projects and budget spending N10851 8.4.2.4 Close/capitalize projects N10852 8.4.2.5 Measure financial returns on completed capital projects N10732 8.5 Process payroll Y10753 8.5.1 Report time Y10853 8.5.1.1 Establish policies and procedures N10854 8.5.1.2 Collect and record employee time worked N10855 8.5.1.3 Analyze and report paid and unpaid leave N10856 8.5.1.4 Monitor regular, overtime, and other hours N10857 8.5.1.5 Analyze and report employee utilization N10754 8.5.2 Manage pay Y10858 8.5.2.1 Enter employee time worked into payroll system N10859 8.5.2.2 Maintain and administer employee earnings information N10860 8.5.2.3 Maintain and administer applicable deductions N10861 8.5.2.4 Monitor changes in tax status of employees N10862 8.5.2.5 Process and distribute payments N10863 8.5.2.6 Process and distribute manual checks N10864 8.5.2.7 Process period end adjustments N10865 8.5.2.8 Respond to employee payroll inquiries N10755 8.5.3 Process payroll taxes Y10866 8.5.3.1 Calculate and pay applicable payroll taxes N10867 8.5.3.2 Produce and distribute employee annual tax statements N10868 8.5.3.3 File regulatory payroll tax forms N10733 8.6 Process accounts payable and expense reimbursements Y10756 8.6.1 Process accounts payable (AP) Y10869 8.6.1.1 Verify AP pay file with purchase order vendor master file N10870 8.6.1.2 Maintain/manage electronic commerce N10873 8.6.1.3 Process financial accruals and reversals N10877 8.6.1.4 Respond to AP inquiries N

Perform consolidated reporting/review of cost management reports

Review and approve capital projects and fixed asset acquisitions

C1258


C1259

This is the process of developing capital investment policies and procedures and implementing them to create and approve the capital expenditure plan and budget. This includes performing justification for project approvals as well as reviewing and approving capital projects and fixed asset acquisitions. This process covers the construction of a business case for a capital project

C1264


C1270


C1271


C1277

This is the process of calculating employee payroll for each pay period, including bonus runs throughout the year, and transmitting payments to employee accounts or directly to employees. It includes maintaining and administering employee earnings and deductions, monitoring changes in tax status in order to prepare the payroll each period, responding to all payroll-related inquiries, and processing adjustments and/or manual corrections as appropriate. This process also encompasses management activities and payroll system/interface maintenance to ensure accurate payments.

C1286


C1290


C1291

This process consists of processing payments for operating expenses and other supplier charges, which includes verifying of accounts payable with vendor records, maintaining and managing electronic commerce, auditing invoices and approving payments, processing financial accruals and reversals, processing payments and taxes, researching and resolving exceptions, and adjusting accounting records. It also encompasses the development of policies and procedures around the processing of accounts payable and all related operations. Technology is typically key to achieving top performance in this process.



IDMetrics

available?10878 8.6.1.5 Retain records N10879 8.6.1.6 Adjust accounting records N12213 8.6.1.7 Match receipts with purchase orders N12214 8.6.1.8 Perform evaluated receipt settlement N12215 8.6.1.9 Process invoices N10871 8.6.1.9.1 Audit invoices and key data in AP system N12217 8.6.1.9.2 Process recurring invoices N19775 8.6.1.9.3 Process one-time invoices N10872 8.6.1.9.4 Approve payments N10874 8.6.1.9.5 Process taxes N10875 8.6.1.9.6 Research/resolve exceptions N10876 8.6.1.9.7 Process payments Y10757 8.6.2 Process expense reimbursements Y10880 8.6.2.1 N

10881 8.6.2.2 Capture and report relevant tax data N10882 8.6.2.3 Approve reimbursements and advances N10883 8.6.2.4 Process reimbursements and advances N10884 8.6.2.5 Manage personal accounts N10734 8.7 Manage treasury operations Y10758 8.7.1 Manage treasury policies and procedures N10885 8.7.1.1 Establish scope and governance of treasury operations N10886 8.7.1.2 Establish and publish treasury policies N10887 8.7.1.3 Develop treasury procedures N10888 8.7.1.4 Monitor treasury procedures N10889 8.7.1.5 Audit treasury procedures N10890 8.7.1.6 Revise treasury procedures N10891 8.7.1.7 Develop and confirm internal controls for treasury N10892 8.7.1.8 Define system security requirements N10759 8.7.2 Manage cash Y10893 8.7.2.1 Manage and reconcile cash positions N10894 8.7.2.2 Manage cash equivalents N10895 8.7.2.3 Process and oversee electronic fund transfers (EFTs) N10896 8.7.2.4 Develop cash flow forecasts N10897 8.7.2.5 Manage cash flows N10898 8.7.2.6 Produce cash management accounting transactions and reports N

10899 8.7.2.7 Manage and oversee banking relationships N10900 8.7.2.8 Analyze, negotiate, resolve, and confirm bank fees N10760 8.7.3 Manage in-house bank accounts N10901 8.7.3.1 Manage in-house bank accounts for subsidiaries N10902 8.7.3.2 Manage and facilitate inter-company borrowing transactions N10903 8.7.3.3 N

10904 8.7.3.4 Manage central incoming payments on behalf of subsidiaries N

Establish and communicate expense reimbursement policies and approval limits

Manage centralized outgoing payments on behalf of subsidiaries

C1308


C1314


C1315


C1324


C1333

The activities used to manage in-house bank accounts include managing in-house bank accounts for subsidiaries; managing and facilitating intercompany borrowing transactions; managing centralized outgoing payments on behalf of subsidiaries; managing central incoming payments on behalf of subsidiaries; managing internal payments and netting transactions; calculating interest and fees for in-house bank accounts; and providing account statements for in-house bank accounts.



IDMetrics

available?10905 8.7.3.5 Manage internal payments and netting transactions N10906 8.7.3.6 Calculate interest and fees for in-house bank accounts N10907 8.7.3.7 Provide account statements for in-house bank accounts N10761 8.7.4 Manage debt and investment N10908 8.7.4.1 Manage financial intermediary relationships N10909 8.7.4.2 Manage liquidity N10910 8.7.4.3 Manage issuer exposure N10911 8.7.4.4 Process and oversee debt and investment transactions N10912 8.7.4.5 Process and oversee foreign currency transactions N10913 8.7.4.6 Produce debt and investment accounting transaction reports N14210 8.7.4.7 Process and oversee interest rate transactions N12218 8.7.5 Maintain bank account information N11208 8.7.6 Monitor and execute risk and hedging transactions Y11209 8.7.6.1 Manage interest rate risk N11210 8.7.6.2 Manage foreign exchange risk N11211 8.7.6.3 Manage exposure risk N11212 8.7.6.4 Develop and execute hedging transactions N11213 8.7.6.5 Evaluate and refine hedging positions N11214 8.7.6.6 Produce hedge accounting transactions and reports N11215 8.7.6.7 Monitor credit N10735 8.8 Manage internal controls Y10762 8.8.1 Establish internal controls policies and procedures Y10914 8.8.1.1 Establish board of directors and audit committee N10915 8.8.1.2 Define and communicate code of ethics N10916 8.8.1.3 Assign roles and responsibility for internal controls N11250 8.8.1.4 Define business process objectives and risks N11251 8.8.1.5 Define entity/unit risk tolerances N10763 8.8.2 Y

10917 8.8.2.1 Design and implement control activities N10918 8.8.2.2 Monitor control effectiveness N10919 8.8.2.3 Remediate control deficiencies N10920 8.8.2.4 Create compliance function N10921 8.8.2.5 Operate compliance function N10922 8.8.2.6 N

10764 8.8.3 Report on internal controls compliance Y10923 8.8.3.1 Report to external auditors N10924 8.8.3.2 N

10925 8.8.3.3 Report to third parties (e.g., business partners) N10926 8.8.3.4 Report to internal management N10736 8.9 Manage taxes Y10765 8.9.1 Develop tax strategy and plan N10927 8.9.2 Develop foreign, national, state, and local tax strategy N


Implement and maintain controls-related enabling technologies and tools

Report to regulators, share/debt-holders, securities exchanges, etc.

C1341


C1350


C1358


C1359

C1365


C1372


C1377


C1378




IDMetrics

available?10928 8.9.3 Consolidate and optimize total tax plan N10929 8.9.4 Maintain tax master data N10766 8.9.5 Process taxes N10930 8.9.5.1 Perform tax planning/strategy N10931 8.9.5.2 Prepare returns N10932 8.9.5.3 Prepare foreign taxes N10933 8.9.5.4 Calculate deferred taxes N10934 8.9.5.5 Account for taxes N10935 8.9.5.6 Monitor tax compliance N10936 8.9.5.7 Address tax inquiries N10737 8.10 Manage international funds/consolidation N10767 8.10.1 Monitor international rates N10768 8.10.2 Manage transactions N10769 8.10.3 Monitor currency exposure/hedge currency N10770 8.10.4 Report results N17059 8.11 Perform global trade services N14090 8.11.1 Screen sanctioned party list N14091 8.11.2 Control exports and imports N14092 8.11.3 Classify products N14093 8.11.4 Calculate duty N14094 8.11.5 Communicate with customs N14095 8.11.6 Document trade N14096 8.11.7 Process trade preferences N14097 8.11.8 Handle restitution N14098 8.11.9 Prepare letter of credit N

C1382


C1390


C1391

This is the process of forecasting and monitoring changes in foreign currency value or interest rates around the world.

C1392

This is the process of converting cash from one currency to another in the course of conducting cross-border trade or investment.

C1393


C1394

This process involves making accounting entries to formally report financial gains or losses experienced as a result of foreign exchange activity.

C1395




IDMetrics

available?19207 9.0 Acquire, Construct, and Manage Assets N10937 9.1 Design and construct/acquire buildings and facilities N10941 9.1.1 Develop property strategy and long-term vision N10955 9.1.1.1 N

10956 9.1.1.2 Assess the external environment N10957 9.1.1.3 Make build-or-buy decision N10942 9.1.2 Develop, construct, and modify sites N11276 9.1.2.1 Perform construction performance management N11277 9.1.2.2 Obtain construction permissions N11278 9.1.2.3 Perform construction design and planning N11279 9.1.2.4 Perform construction N10943 9.1.3 Plan facility N10958 9.1.3.1 Design facility N19776 9.1.3.1.1 Design / define maintenance facility N10959 9.1.3.2 Analyze budget N10960 9.1.3.3 Select property N10961 9.1.3.4 Negotiate terms for facility N10962 9.1.3.5 Manage construction or modification to building N10944 9.1.4 Provide workspace and assets N10963 9.1.4.1 Acquire workspace and assets N10964 9.1.4.2 Change fit/form/function of workspace and assets N19208 9.2 Design and construct productive assets N19209 9.2.1 Manage capital program for productive assets N19210 9.2.1.1 Define capital investment plan N19211 9.2.1.2 Monitor capital program N19212 9.2.1.3 Secure construction financing N19219 9.2.2 Design and plan asset construction N19220 9.2.2.1 Develop construction strategy N19221 9.2.2.2 Obtain construction permissions N19222 9.2.2.3 Design assets N19223 9.2.2.4 Plan construction resources N19224 9.2.3 Manage asset construction N19225 9.2.3.1 Monitor work performance N19226 9.2.3.2 Undertake quality control N19227 9.2.3.3 Create work and asset records N19228 9.2.3.4 Manage safety, security, and access to sites N19229 9.2.4 Schedule and perform construction works N19230 9.2.4.1 Schedule work N19231 9.2.4.2 Obtain resources N19232 9.2.4.3 Construct new assets N19233 9.2.4.4 Augment existing assets N19234 9.2.4.5 Renew/Replace assets N11280 9.2.5 Commission new assets N19235 9.2.5.1 Schedule commissioning N

Confirm alignment of property requirements with business strategy

C1405


C1424

C1425

C1426




IDMetrics

available?19236 9.2.5.2 Co-ordinate energization with network operations N19237 9.2.5.3 Capture commissioning records N19238 9.3 Maintain assets N19239 9.3.1 Plan asset maintenance N19240 9.3.1.1 Develop maintenance strategies N10967 9.3.1.2 Analyze assets and predict maintenance requirements N19241 9.3.1.3 Specify maintenance policies N10968 9.3.1.4 Integrate preventive maintenance into operations schedule N19242 9.3.1.5 Identify work management tasks and priorities N19243 9.3.1.6 Conduct resource planning N19244 9.3.1.7 Create work plans N19245 9.3.2 Manage asset maintenance N19246 9.3.2.1 Schedule work N19247 9.3.2.2 Obtain required resources N19248 9.3.2.3 Undertake quality control N19249 9.3.2.4 Update work and asset records N19250 9.3.2.5 Manage maintenance work safety N19251 9.3.2.6 Define maintenance performance targets N19252 9.3.2.7 Monitor maintenance performance against targets/contracts N19253 9.3.3 Perform asset maintenance N10947 9.3.3.1 Perform preventative asset maintenance N19254 9.3.3.2 Perform routine asset maintenance N19255 9.3.3.3 Perform corrective asset maintenance and repairs N19256 9.3.3.4 Identify unplanned maintenance requirements N19257 9.3.3.5 Perform unplanned maintenance and repairs N10940 9.4 Dispose of assets N10952 9.4.1 Develop exit strategy N19258 9.4.2 Decommission productive assets N10953 9.4.3 Perform sale or trade N10954 9.4.4 Perform abandonment N

C1449

C1474


C1476



IDMetrics

available?16437 10.0 N

17060 10.1 Manage enterprise risk N16439 10.1.1 Establish the enterprise risk framework and policies N16440 10.1.1.1 Determine risk tolerance for organization N16441 10.1.1.2 Develop and maintain enterprise risk policies and procedures N

16442 10.1.1.3 Identify and implement enterprise risk management tools N16443 10.1.1.4 N

16444 10.1.1.5 N

16445 10.1.2 Oversee and coordinate enterprise risk management activities N16446 10.1.2.1 Identify enterprise level risks N16447 10.1.2.2 Assess risks to determine which to mitigate N16448 10.1.2.3 N

16449 10.1.2.4 N

16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored N16451 10.1.2.6 Report on risk activities N16452 10.1.3 N

16453 10.1.3.1 N

16454 10.1.3.2 N

17061 10.1.4 Manage business unit and function risk N16456 10.1.4.1 Identify risks N16457 10.1.4.2 N

16458 10.1.4.3 Develop mitigation plans for risks N16459 10.1.4.4 Implement mitigation plans for risks N16460 10.1.4.5 Monitor risks N16461 10.1.4.6 Analyze risk activities and update plans N16462 10.1.4.7 Report on risk activities N17467 10.2 Manage compliance N17468 10.2.1 Establish compliance framework and policies N17469 10.2.1.1 Develop enterprise compliance policies and procedures N17470 10.2.1.2 Implement enterprise compliance activities N14133 10.2.1.3 Manage internal audits N14137 10.2.1.4 Maintain controls-related technologies and tools N16463 10.2.2 Manage regulatory compliance N16464 10.2.2.1 Develop regulatory compliance procedures N16465 10.2.2.2 Identify applicable regulatory requirements N


Coordinate the sharing of risk knowledge across the organizationPrepare and report enterprise risk to executive management and board

Develop risk mitigation and management strategy, and integrate with existing performance management processesVerify business unit and functional risk mitigation plans are implemented

Coordinate business unit and functional risk management activities

Ensure that each business unit/function follows the enterprise risk management processEnsure that each business unit/function follows the enterprise risk reporting process

Assess risks using enterprise risk framework policies and procedures

C1479

The process group "manage enterprise risk, compliance, remediation, and resiliency" is responsible for ensuring that an organization effectively manages its risk. Process groups are aligned with traditional risk management activities.

C1480


C1495

C1505

The "manage compliance" process group is responsible for the development of internal and external compliance activities.



IDMetrics

available?16466 10.2.2.3 N

16467 10.2.2.4 N

16468 10.2.2.5 N

16469 10.2.2.6 N

16470 10.2.2.7 Maintain relationships with regulators as appropriate N19777 10.2.2.8 Certify capabilities N11185 10.3 Manage remediation efforts N11201 10.3.1 Create remediation plans N11202 10.3.2 Contact and confer with experts N11203 10.3.3 Identify/Dedicate resources N11204 10.3.4 Investigate legal aspects N11205 10.3.5 Investigate damage cause N11206 10.3.6 Amend or create policy N11216 10.4 Manage business resiliency Y11221 10.4.1 Develop the business resilience strategy N11222 10.4.2 Perform continuous business operations planning N11223 10.4.3 Test continuous business operations N11224 10.4.4 Maintain continuous business operations N16471 10.4.5 N

Monitor the regulatory environment for changing or emerging regulationsAssess current compliance position, and identify weaknesses or shortfalls thereinImplement missing or stronger regulatory compliance controls and policiesMonitor and test, on an ongoing and scheduled basis, regulatory compliance position and existing controls, defining controls that should be added, removed, or modified as required

Share knowledge of specific risks across other parts of the organization

C1520

Remediation efforts are those processes necessary to repair damage to assets created by the occurrence of a risk, be it a new risk or a risk under existing management.

C1527




IDMetrics

available?10012 11.0 Manage External Relationships N11010 11.1 Build investor relationships N11035 11.1.1 Plan, build, and manage lender relations N11036 11.1.2 Plan, build, and manage analyst relations N11037 11.1.3 Communicate with shareholders N11011 11.2 Manage government and industry relationships N11038 11.2.1 Manage government relations N11039 11.2.2 Manage relations with quasi-government bodies N11040 11.2.3 Manage relations with trade or industry groups N11041 11.2.4 Manage lobby activities N11012 11.3 Manage relations with board of directors N11042 11.3.1 Report results N11043 11.3.2 Report audit findings N11013 11.4 Manage legal and ethical issues N11044 11.4.1 Create ethics policies N11045 11.4.2 Manage corporate governance policies N11046 11.4.3 Develop and perform preventative law programs N11047 11.4.4 Ensure compliance N11053 11.4.4.1 Plan and initiate compliance program N11054 11.4.4.2 Execute compliance program N11048 11.4.5 Manage outside counsel N11056 11.4.5.1 Assess problem and determine work requirements N11057 11.4.5.2 Engage/retain outside counsel if necessary N11058 11.4.5.3 Receive strategy/budget N11059 11.4.5.4 N

11060 11.4.5.5 Process payment for legal services N11061 11.4.5.6 Track legal activity/performance N11049 11.4.6 Protect intellectual property N11062 11.4.6.1 Manage copyrights and patents N11063 11.4.6.2 Maintain intellectual property rights and restrictions N11064 11.4.6.3 Administer licensing terms N11065 11.4.6.4 Administer options N11050 11.4.7 Resolve disputes and litigations N11051 11.4.8 Provide legal advice/counseling N11052 11.4.9 Negotiate and document agreements/contracts N11014 11.5 Manage public relations program N11066 11.5.1 Manage community relations N11067 11.5.2 Manage media relations N11068 11.5.3 Promote political stability N11069 11.5.4 Create press releases N11070 11.5.5 Issue press releases N


C1533

External relationships are those relationships with stakeholders of the entity, including investors, government and industry, the board of directors, and the general public. This is not related to customer management.

C1538


C1543


C1546


C1557

C1568




IDMetrics

available?10013 12.0 Develop and Manage Business Capabilities Y16378 12.1 Manage business processes N16379 12.1.1 Establish and maintain process management governance N16380 12.1.1.1 Define and manage governance approach N16381 12.1.1.2 Establish and maintain process tools and templates N16382 12.1.1.3 Assign and support process ownership N16383 12.1.1.4 Perform process governance activities N16384 12.1.2 Define and manage process frameworks N16385 12.1.2.1 Establish and maintain process framework N16386 12.1.2.2 Identify cross-functional processes N16387 12.1.3 Define processes N16388 12.1.3.1 Scope processes N16389 12.1.3.2 Analyze processes N16390 12.1.3.3 Map processes N16391 12.1.3.4 Publish processes N16392 12.1.4 Manage process performance N16393 12.1.4.1 Provide process training N16394 12.1.4.2 Support process execution N16395 12.1.4.3 Measure and report process performance N16396 12.1.5 Improve processes N16397 12.1.5.1 Identify and select improvement opportunities N16398 12.1.5.2 Manage improvement projects N16399 12.1.5.3 Perform continuous improvement activities N16400 12.2 Manage portfolio, program, and project N16401 12.2.1 Manage portfolio N16402 12.2.1.1 Establish portfolio strategy N16403 12.2.1.2 Define portfolio governance N16404 12.2.1.3 Monitor and control portfolio N16405 12.2.2 Manage programs N16406 12.2.2.1 Establish program structure and approach N16407 12.2.2.2 Manage program stakeholders and partners N16408 12.2.2.3 Manage program execution N16409 12.2.2.4 Review and report program performance N16410 12.2.3 Manage projects N16411 12.2.3.1 Establish project scope N11117 12.2.3.1.1 Identify project requirements and objectives N16412 12.2.3.1.2 Identify project resource requirements N11118 12.2.3.1.3 N

11119 12.2.3.1.4 Identify appropriate project management methodologies N11120 12.2.3.1.5 Create business case and obtain funding N11121 12.2.3.1.6 Develop project measures and indicators N16413 12.2.3.2 Develop project plans N11123 12.2.3.2.1 Define roles and resources N11124 12.2.3.2.2 Identify specific IT requirements N

Assess culture and readiness for project management approach

C1574

Business capabilities are those activities performed by an organization that are fundamental to the successful operation of the organization, even across functions in a business. Capabilities defined in the PCF include business process management; portfolio, program, and project management; quality management; change management; benchmarking; environmental health and safety management; and knowledge management.

C1597




IDMetrics

available?11125 12.2.3.2.3 Create training and communication plans N11127 12.2.3.2.4 Design recognition and reward approaches N11128 12.2.3.2.5 Design and plan launch of project N11129 12.2.3.2.6 Deploy the project N16414 12.2.3.3 Execute projects N11131 12.2.3.3.1 N

16415 12.2.3.3.2 Report the status of project N16416 12.2.3.3.3 Manage project scope N11132 12.2.3.3.4 Promote and sustain activity and involvement N11133 12.2.3.3.5 N

16417 12.2.3.4 Review and report project performance N16418 12.2.3.5 Close projects N17471 12.3 Manage enterprise quality N17472 12.3.1 Establish quality requirements N17473 12.3.1.1 Define critical-to-quality characteristics N17474 12.3.1.2 Define preventive quality activities N17475 12.3.1.3 Develop quality controls N17476 12.3.1.3.1 Define process steps for controls (or integration points) N17477 12.3.1.3.2 Define sampling plan N17478 12.3.1.3.3 Identify measurement methods N17479 12.3.1.3.4 Define required competencies N17480 12.3.1.4 Prove capability to assess compliance with requirements N17481 12.3.1.5 Finalize quality plan N17482 12.3.2 Evaluate performance to requirements N17483 12.3.2.1 Test against quality plan N17484 12.3.2.1.1 Conduct test and collect data N17485 12.3.2.1.2 Record result(s) N17486 12.3.2.1.3 Determine disposition of result(s) N17487 12.3.2.2 Assess results of tests N17488 12.3.2.2.1 Assess sample significance N17489 12.3.2.2.2 Summarize result(s) N17490 12.3.2.2.3 Recommend actions N17491 12.3.2.2.4 Decide next steps N17492 12.3.3 Manage non-conformance N17493 12.3.3.1 Assess potential impact N17494 12.3.3.2 Determine immediate action(s) N17495 12.3.3.3 Identify root cause(s) N17496 12.3.3.4 Take corrective or preventative action N17497 12.3.3.5 Close non-conformance N17498 12.3.4 N

17499 12.3.4.1 Define the quality strategy N17500 12.3.4.2 Plan and deploy the EQMS scope, targets, and goals N

Evaluate impact of project management (strategy and projects) on measures and outcomes

Realign and refresh project management strategy and approaches

Implement and maintain the enterprise quality management system (EQMS)

C1630


C1631


C1632

All stakeholder requirements that describe the characteristics of a product, service, or process must be documented and gathered, in an accessible format, in preparation for establishing quality requirements. The actual establishment of these requirements is not within the scope of the EQ Framework, but is a critical input used throughout planning for Quality. Stakeholders, in this instance, include any internal or external party (e.g., customers, government agencies, industry standards, enterprise policies, business or functional performance targets) that have expressed a requirement (often described as critical-to-customer (CtC) characteristics). CtQCs are measurable elements of the process, product, or service whose performance standards or specifications must be met to satisfy the established requirement. Each stakeholder requirement must have an associated CtQCs, unless the requirement itself fully defines all elements that must exist. The CtQCs must be documented and aligned to the specific requirement being fulfilled.

C1633


C1634

The purpose of quality assurance and control design is to ensure all processes can create products or services that meet the CtQCs, by minimizing defects from occurring (or meeting the specified tolerances for performance). For example, the implementation, alignment, and adherence of work activities to the EQ Framework is considered a quality assurance activity. In planning Quality assurance and activities, the concepts of ‘fit for purpose’ (does the product or service meet the intended purpose) and ‘right the first time’ (elimination of mistakes, errors, or defects) must be considered.

C1640


C1641


C1643

C1644


C1645

C1647


C1648


C1650


C1652

This process includes the effort to analyze nonconformance events and determine the need for corrective and/or preventative action(s). The level of analysis may include root cause, risk exposure and other evaluations that will be necessary to properly review and approve/reject subsequent actions. Recommended actions may include corrective, preventative or no action based upon the impact and likelihood of reoccurrence. Approval will be based upon cost/benefit, risk exposure and other pertinent factors. Determination of not only what action(s) but also timing and assignment of responsibility will occur. If correct/preventive actions are needed, this will trigger the Preventive Action process.

C1655

C1658



IDMetrics

available?17501 12.3.4.3 Identify core EQMS processes, controls, and metrics N17502 12.3.4.4 N

19778 12.3.4.5 Set service level standards N17503 12.3.4.6 Assess the EQMS performance N17504 12.3.4.7 Create environment and capability for EQMS improvement(s) N

17505 12.3.4.7.1 Reward quality excellence N17506 12.3.4.7.2 Create and maintain quality partnerships N17507 12.3.4.7.3 Maintain talent capabilities and competencies N17508 12.3.4.7.4 Incorporate EQMS messaging into communication channels N

17509 12.3.4.7.5 N

17510 12.3.4.7.6 Transfer proven EQMS methods N11074 12.4 Manage change N11134 12.4.1 Plan for change N11138 12.4.1.1 Select process improvement methodology N11139 12.4.1.2 Assess readiness for change N11140 12.4.1.3 Determine stakeholders N11141 12.4.1.4 Engage/Identify champion N11142 12.4.1.5 Form design team N11143 12.4.1.6 Define scope N11144 12.4.1.7 Understand current state N11145 12.4.1.8 Define future state N11146 12.4.1.9 Conduct organizational risk analysis N11147 12.4.1.10 Assess cultural issues N11148 12.4.1.11 Establish accountability for change management N11149 12.4.1.12 Identify barriers to change N11150 12.4.1.13 Determine change enablers N11151 12.4.1.14 Identify resources and develop measures N11135 12.4.2 Design the change N11152 12.4.2.1 Assess connection to other initiatives N11153 12.4.2.2 Develop change management plans N11154 12.4.2.3 Develop training plan N11155 12.4.2.4 Develop communication plan N11156 12.4.2.5 Develop rewards/incentives plan N11157 12.4.2.6 Establish change adoption metrics N11158 12.4.2.7 Establish/Clarify new roles N11159 12.4.2.8 Identify budget/roles N11136 12.4.3 Implement change N11160 12.4.3.1 Create commitment for improvement/change N11161 12.4.3.2 Re-engineer business processes and systems N11162 12.4.3.3 Support transition to new roles or exit strategies for incumbents N

Develop and document EQMS policies, procedures, standards, and measures

Assure independent EQMS management access to appropriate authority in the organization

C1671


C1672

The Plan for change process involves all processes, from selecting the methodology for implementation to identifying stakeholders, resources, and preliminary measures. It also includes the identification of any barriers to the change and the formation of the team who will implement the change. Although the change methodology is selected in this process, the change itself is not extensively designed until process 12.4.2 Design the change. 12.4.1 is a planning and foundation laying process.

C1687


C1696




IDMetrics

available?11163 12.4.3.4 Monitor change N11137 12.4.4 Sustain improvement N11164 12.4.4.1 Monitor improved process performance N11165 12.4.4.2 Capture and reuse lessons learned from change process N11166 12.4.4.3 Take corrective action as necessary N11073 12.5 Y

11095 12.5.1 Develop KM strategy N11100 12.5.1.1 Develop governance model N11101 12.5.1.2 Establish central KM core group N11102 12.5.1.3 N

11103 12.5.1.4 Develop funding models N11104 12.5.1.5 Identify links to key initiatives N11105 12.5.1.6 Develop core KM methodologies N11106 12.5.1.7 Assess IT needs and engage IT function N11107 12.5.1.8 Develop training and communication plans N11108 12.5.1.9 Develop change management approaches N11109 12.5.1.10 Develop strategic measures and indicators N11096 12.5.2 Assess KM capabilities N11110 12.5.2.1 Assess maturity of existing KM initiatives N11111 12.5.2.2 Evaluate existing KM approaches N11112 12.5.2.3 Identify gaps and needs N11113 12.5.2.4 Enhance/Modify existing KM approaches N11114 12.5.2.5 Develop new KM approaches N11115 12.5.2.6 Implement new KM approaches N16436 12.6 Measure and benchmark N11071 12.6.1 Create and manage organizational performance strategy N11075 12.6.1.1 Create enterprise measurement systems model N11080 12.6.1.1.1 Establish performance measures N11081 12.6.1.1.2 Establish performance monitoring frequency N11082 12.6.1.1.3 Set performance targets N11076 12.6.1.2 Measure process productivity N11077 12.6.1.3 Measure cost effectiveness N11078 12.6.1.4 Measure staff efficiency N11079 12.6.1.5 Measure cycle time N11072 12.6.2 Benchmark performance N11083 12.6.2.1 Conduct performance assessments N11084 12.6.2.2 Develop benchmarking capabilities N11085 12.6.2.3 N

11089 12.6.2.3.1 Maintain list of processes and organizations to benchmark N11090 12.6.2.3.2 Establish benchmarks N11091 12.6.2.3.3 Measure performance against benchmarks N

Develop and manage enterprise-wide knowledge management (KM) capability

Define roles and accountability of core group versus operating units

Conduct internal process and external competitive benchmarking

C1701


C1705

The "develop and manage enterprise-wide knowledge management (KM) capability" process group comprises processes associated with knowledge flow within an organization (e.g., create, identify, collect, review, share, access, and use knowledge). At its heart, knowledge is information in action. Knowledge management (KM) is a systematic process that enables information and knowledge to grow, flow, and create value. The KM discipline is about connecting people to the information and expertise they need to achieve business results. Various approaches can be used to support this goal, including content management, communities of practice, transfer of best practices, lessons learned, expertise location, virtual collaboration, and social computing. The specific KM approaches that an organization pursues are determined by the business problems it wants to address. For example, if an organization is seeing similar mistakes repeated across business units, it may implement a lessons learned process so that employees can learn what has and hasn’t worked in other parts of the business. Similarly, an organization that is concerned about knowledge loss due to retirement may consider interviewing senior level employees who are nearing retirement and making their expertise accessible through documents or videos. Although technology plays a role in KM, it is critical to implement technology as part of a larger, systematic change initiative. The introduction of new tools will not change behavior unless people understand when, how, and why to share knowledge and are incentivized to do so.

C1706

The Develop KM strategy process includes activities related to establishing an enterprise KM program. A KM program is an organization wide effort to standardize and excel in KM. The first set of activities relates to logistics such as governance, roles, and funding. An organization with a clear business case for KM is in a better position to select an appropriate governance model. For example, a program focused on expertise location might need ties to the HR function, whereas a program focused on content management might be better housed in the IT function. Funding is also impacted by the business case, but most organizations use a combination of corporate and business unit funding for KM. The second set of activities relates to linking KM to business objectives and managing KM related change. Again, the specific tactics involved will depend on the business problems that KM is intended to solve, as well as the current culture and its receptiveness to KM. Note that processes 12.3.1 and 12.3.4 both contain activities related to technology needs, training, communication, and change management. The difference is that the activities in the Develop KM strategy process relate to the KM program as a whole, as opposed to specific KM approaches.

C1717


C1724

The process "measure and benchmark" encompasses the processes required to develop a strategy for monitoring and improving the performance of an organization including creating and managing organizational performance strategy and benchmarking performance.

C1725

This process group encompasses those processes required to develop a strategy for monitoring and improving the performance of an organization. Although this process group is related to process group 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy focuses more on internal performance rather than external or competitive positions in the marketplace. Process group 12.1 centers around measurement, including the creation of measures and the act of measuring itself. This is the measurement of internal performance within a strategy for tracking, streamlining, and improving it. Activity 1.2.2.6 Develop lean/continuous improvement strategy also relates to these activities but is more typically used when executives are developing a business strategy to enhance external market position. 1.2.2.6 focuses on high-level strategy development, whereas 12.1 encompasses the tactical measurement of internal processes and work force improvement. The measurement processes in process group 12.1 should align with human capital management processes such as 6.6.5 Develop and Manage Employee Metrics. Process 6.6.5 and other human capital management processes refer to the overall management of employee information and the use of metrics to guide employee development and rewards. Process group 12.1 refers to the collection of the data and the strategies employed to gather it. It does not refer to the day-to-day activities of human capital managers, but instead to the development of strategies and systems that allow human resources to more effectively manage personnel. Process group 12.1 also includes the measurement of machines, entire processes, facility and environmental efficiency, overall cost effectiveness, and other activities not directly related to human performance.

C1726

The Create enterprise measurement systems model process refers to the development of a high-level measurement system to track performance across the enterprise or in specific functions or business units. In this process, organizations determine which processes to measure, which measures to use, how often to measure, and what the target measurement results should be. Decision makers usually also define which actions will be taken given certain measurement results. This process does not refer to actual measurement activities or consequential actions; it focuses on strategic decisions about how to best measure an organization. Because measures should be revisited and realigned with organizational goals as time passes, this process should repeat on a regular basis as a review.

C1730


C1731

The Measure cost effectiveness process covers all activities associated with measuring the cost effectiveness of a process. This process will vary depending on which activities and business components are being measured. An organization may want to track its return on investing in activities like marketing campaigns, new equipment, and process redefinition. It may also measure cost per employee or cost per cycle for a given process, function, or business unit. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function-specific categories. (For example, if measures indicate that inventory levels need to be better optimized to reduce costs, the resulting actions would take place under the process 4.5.3 Operate warehousing.)

C1732

The Measure staff efficiency process covers all activities associated with measuring how efficiently employees perform. This process will vary depending on which activities and business components are being measured. This process often focuses on measuring activities performed manually or compares manual completion with completion aided by automation. These measures can help determine where automation could increase efficiency or identify differences between the efficiency of one employee or group and another. This process could also include an evaluation of the quality of work, which could potentially reduce or increase the amount of automation or review included in the process. This process, unlike process 12.1.2 Measure process productivity, does not measure outputs of a process. Instead, it measures the agility and speed of the activities that lead to a final product. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function-specific categories. (For example, if measures indicate that the invoicing cycle is too long or has redundant steps, the resulting actions would take place within process 8.2.2 Invoice customer.)

C1733

The Measure cycle time process includes all activities associated with measuring how long it takes to perform certain processes or cycles of action. This process will vary depending on which activities and business components are being measured. Organizations typically include the measurement of cycles like customer response time, invoicing, or order to cash under this process. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function specific categories. (For example, if measures indicate that the invoicing cycle is taking too long or is inconsistent, the resulting actions would take place within process 8.2.2 Invoice customer.)

C1734


C1735


C1736

The Develop benchmarking capabilities process refers to tasks associated with increasing an organization’s ability to compare its performance internally or externally or maintain benchmarking relationships with other organizations. This can include training staff in benchmarking, developing technological solutions or other materials to aid benchmarking efforts, or consulting with external entities to gain knowledge or tools to help benchmark.



IDMetrics

available?11087 12.6.2.4 N

11088 12.6.2.5 Establish need for change N19779 12.6.3 Design, develop, modify internal KPIs N19780 12.6.3.1 Identify critical process success indicators N19781 12.6.3.2 Identify measures needed to ascertain business performance N

19782 12.6.3.3 Identify data needed to represent indicator performance N19783 12.6.3.4 Identify appropriate data collections mechanisms and frequency N

19784 12.6.3.5 N

19785 12.6.3.6 N

11179 12.7 Manage environmental health and safety (EHS) N11180 12.7.1 Determine environmental health and safety impacts Y11186 12.7.1.1 N

11187 12.7.1.2 Conduct health and safety and environmental audits N11181 12.7.2 Develop and execute functional EHS program N11188 12.7.2.1 Identify regulatory and stakeholder requirements N11189 12.7.2.2 Assess future risks and opportunities N11190 12.7.2.3 Create EHS policy N11191 12.7.2.4 Record and manage EHS events N11182 12.7.3 Train and educate functional employees N11192 12.7.3.1 Communicate EHS issues to stakeholders and provide support N

11183 12.7.4 Monitor and manage functional EHS management program N11193 12.7.4.1 Manage EHS costs and benefits N11194 12.7.4.2 Measure and report EHS performance N11196 12.7.4.3 Implement emergency response program N11197 12.7.4.4 Implement pollution prevention program N11195 12.7.4.5 Provide employees with EHS support N


Identify appropriate targets and learning curve acceleration factorsCommunicate and train appropriate staff in the collection and use of new KPI's

Evaluate environmental impact of products, services, and operations

C1741


C1750


C1758


Process element10001 Root10002 1.0 Develop Vision and Strategy

17040 1.1 Define the business concept and long-term vision

Process Element

IDHierarchy

ID


Process element

Process Element

IDHierarchy

ID10015 1.2 Develop business strategy

10016 1.3 Manage strategic initiatives

10003 2.0 Develop and Manage Products and Services


Process element

Process Element

IDHierarchy

ID10061 2.1.1 Manage product and service portfolio

10063 2.1.1.1 Evaluate performance of existing products/services against market opportunities


Process element

Process Element

IDHierarchy

ID10066 2.1.1.2

10067 2.1.2 Manage product and service life cycle

16826 2.1.4.2 Review infringement of patents and copyrights

Confirm alignment of product/service concepts with business strategy


Process element

Process Element

IDHierarchy

ID10072 2.2.1.3 Assess feasibility of integrating new leading technologies

into product/service concepts


Process element

Process Element

IDHierarchy

ID10064 2.2.3 Define product/service development requirements


Process element

Process Element

IDHierarchy

ID10080 2.3.1 Design and prototype aircraft

10081 2.3.3 Test market for new or revised products and services


Process element

Process Element

IDHierarchy

ID10004 3.0 Market and Sell Products and Services

10101 3.1 Understand markets, customers, and capabilities10106 3.1.1 Perform customer and market intelligence analysis


Process element

Process Element

IDHierarchy

ID10107 3.1.2 Evaluate and prioritize market opportunities

10104 3.2 Develop and manage marketing plans

10148 3.2.1 Establish goals, objectives, and metrics for products by channels/segments


Process element

Process Element

IDHierarchy

ID10149 3.2.2 Establish marketing budgets

10150 3.2.3 Develop and manage media

10151 3.2.4 Develop and manage pricing


Process element

Process Element

IDHierarchy

ID10152 3.2.5 Develop and manage promotional activities

10153 3.2.6 Track customer management measures

10177 3.2.6.5 Revise customer strategies, objectives, and plans based on metrics


Process element

Process Element

IDHierarchy

ID10154 3.2.7 Develop and manage packaging strategy

11784 3.3.4.5 Verify match with strategic/tactical plans11825 3.4.3.9

10105 3.6 Develop and manage sales plans



Process element

Process Element

IDHierarchy

ID10182 3.6.1 Generate leads

10183 3.6.2 Manage customers and accounts

10184 3.6.4 Manage customer sales

10185 3.6.6 Manage sales orders


Process element

Process Element

IDHierarchy

ID10186 3.6.7 Manage sales force

10187 3.6.8 Manage sales partners and alliances

10005 4.0 Deliver Products and Services

10215 4.1 Plan for and align supply chain resources


Process element

Process Element

IDHierarchy

ID10222 4.1.2 Manage demand for products and services

10223 4.1.3 Create materials plan


Process element

Process Element

IDHierarchy

ID10216 4.2 Procure materials and services


Process element

Process Element

IDHierarchy

ID10277 4.2.1 Develop sourcing strategies

10278 4.2.3 Select suppliers and develop/maintain contracts


Process element

Process Element

IDHierarchy

ID10279 4.2.5 Order materials and services

10280 4.2.7 Manage suppliers

10217 4.3 Produce/Manufacture/Deliver product

12047 4.3.8.11 Perform product design/process improvement analysis12048 4.3.8.12 Deploy product redesigns/process12056 4.3.8.20 Manage reject/rework and on-hold materials10218 4.4 Deliver service to customer


Process element

Process Element

IDHierarchy

ID10320 4.4.1 Confirm specific service requirements for individual customer

10321 4.4.2 Identify and schedule resources to meet service requirements

10322 4.4.3 Provide service to specific customers10323 4.4.4 Ensure quality of service

19727 4.4.7 Perform component/part repair and overhaul activities12658 4.4.10 Manage warranties

19752 4.4.10.1.3 Agree warranty responsibilities with suppliers

19754 4.4.10.1.6 Manage pre-authorizations


Process element

Process Element

IDHierarchy

ID10219 4.5 Manage logistics and warehousing

10338 4.5.1 Define logistics strategy

10339 4.5.2 Plan and manage inbound material flow

10340 4.5.3 Operate warehousing


Process element

Process Element

IDHierarchy

ID10341 4.5.4 Operate outbound transportation

10342 4.5.5 Manage returns; manage reverse logistics


Process element

Process Element

IDHierarchy

ID10006 5.0 Manage Customer Service


Process element

Process Element

IDHierarchy

ID10378 5.1 Develop customer care/customer service strategy

10381 5.1.1

10382 5.1.2 Define customer service policies and procedures

10383 5.1.3 Establish service levels for customers

Develop customer service segmentation/prioritization (e.g., tiers)


Process element

Process Element

IDHierarchy

ID10379 5.2 Plan and manage customer service operations

10387 5.2.1 Plan and manage customer service work force


Process element

Process Element

IDHierarchy

ID10389 5.2.3 Manage customer complaints


Process element

Process Element

IDHierarchy

ID10380 5.3 Measure and evaluate customer service operations


Process element

Process Element

IDHierarchy

ID10402 5.3.2 Measure customer satisfaction with customer-complaint

handling and resolution


Process element

Process Element

IDHierarchy

ID10403 5.3.3 Measure customer satisfaction with products and services


Process element

Process Element

IDHierarchy

ID10007 6.0 Develop and Manage Human Capital

17043 6.1

10433 6.1.2.10 Develop workforce strategy models

10417 6.1.3 Monitor and update strategy, plans, and policies



Process element

Process Element

IDHierarchy

ID10410 6.2 Recruit, source, and select employees

10439 6.2.1 Manage employee requisitions

10440 6.2.2 Recruit/Source candidates

10443 6.2.4 Manage new hire/re-hire

10444 6.2.5 Manage applicant information

10411 6.3 Develop and counsel employees

10469 6.3.1 Manage employee orientation and deployment

10470 6.3.2 Manage employee performance


Process element

Process Element

IDHierarchy

ID10472 6.3.3 Manage employee development

10473 6.3.4 Develop and train employees

17052 6.4 Manage employee relations

10483 6.4.1 Manage labor relations10484 6.4.2 Manage collective bargaining process

10485 6.4.3 Manage labor management partnerships

10412 6.5 Reward and retain employees


Process element

Process Element

IDHierarchy

ID10495 6.5.2 Manage and administer benefits

10497 6.5.4 Administer Payroll10413 6.6 Re-deploy and retire employees

10512 6.6.1 Manage promotion and demotion process

10513 6.6.2 Manage separation

10514 6.6.3 Manage retirement

10515 6.6.4 Manage leave of absence

10516 6.6.5 Develop and implement employee outplacement

10517 6.6.6 Manage deployment of personnel


Process element

Process Element

IDHierarchy

ID10520 6.6.8 Manage expatriates

17056 6.7 Manage employee information and analytics

10522 6.7.1 Manage reporting processes

10523 6.7.2 Manage employee inquiry process

10524 6.7.3 Manage and maintain employee data

10525 6.7.4 Manage human resource information systems (HRIS)

10526 6.7.5 Develop and manage employee metrics

10527 6.7.6 Develop and manage time and attendance systems

17057 6.8 Manage employee communication

10532 6.8.2 Deliver employee communications10532 Publish employee communications


Process element

Process Element

IDHierarchy

ID10008 7.0 Manage Information Technology

10563 7.1 Manage the business of information technology

10570 7.1.1 Develop the enterprise IT strategy

10605 7.1.1.3 Define strategic standards, guidelines, and principles10571 7.1.2 Define the enterprise architecture


Process element

Process Element

IDHierarchy

ID10572 7.1.3 Manage the IT portfolio

10573 7.1.4 Perform IT research and innovation

10575 7.1.5

10564 7.2 Develop and manage IT customer relationships

Evaluate and communicate IT business value and performance


Process element

Process Element

IDHierarchy

ID10578 7.2.1 Develop IT services and solutions strategy

10579 7.2.2 Develop and manage IT service levels

10580 7.2.3 Perform demand side management (DSM) for IT services


Process element

Process Element

IDHierarchy

ID10581 7.2.4 Manage IT customer satisfaction

10582 7.2.5 Market IT services and solutions


Process element

Process Element

IDHierarchy

ID11220 7.3

10565 7.4 Manage enterprise information

10583 7.4.1 Develop information and content management strategies

10584 7.4.2 Define the enterprise information architecture

10585 7.4.3 Manage information resources

10586 7.4.4 Perform enterprise data and content management



Process element

Process Element

IDHierarchy

ID10566 7.5 Develop and maintain information technology solutions

10587 7.5.1 Develop the IT development strategy

10588 7.5.2 Perform IT services and solutions life cycle planning

10589 7.5.3 Develop and maintain IT services and solutions architecture

10590 7.5.4 Create IT services and solutions


Process element

Process Element

IDHierarchy

ID10591 7.5.5 Maintain IT services and solutions

10567 7.6 Deploy information technology solutions

10592 7.6.1 Develop the IT deployment strategy


Process element

Process Element

IDHierarchy

ID10593 7.6.2 Plan and implement changes

10594 7.6.3 Plan and manage releases

10568 7.7 Deliver and support information technology services

10595 7.7.1 Develop IT services and solution delivery strategy

10596 7.7.2 Develop IT support strategy


Process element

Process Element

IDHierarchy

ID10597 7.7.3 Manage IT infrastructure resources

10598 7.7.4 Manage IT infrastructure operations

17058 8.0 Manage Financial Resources

10728 8.1 Perform planning and management accounting


Process element

Process Element

IDHierarchy

ID10738 8.1.1 Perform planning/budgeting/forecasting

10739 8.1.2 Perform cost accounting and control

10740 8.1.3 Perform cost management


Process element

Process Element

IDHierarchy

ID10741 8.1.4 Evaluate and manage financial performance

10729 8.2 Perform revenue accounting

10742 8.2.1 Process customer credit


Process element

Process Element

IDHierarchy

ID10743 8.2.2 Invoice customer

10744 8.2.3 Process accounts receivable (AR)

10745 8.2.4 Manage and process collections


Process element

Process Element

IDHierarchy

ID10746 8.2.5 Manage and process adjustments/deductions

10730 8.3 Perform general accounting and reporting

10747 8.3.1 Manage policies and procedures

10748 8.3.2 Perform general accounting

10824 8.3.2.6 Reconcile general ledger accounts


Process element

Process Element

IDHierarchy

ID10749 8.3.3 Perform fixed asset accounting

10750 8.3.4 Perform financial reporting

10731 8.4 Manage fixed asset project accounting


Process element

Process Element

IDHierarchy

ID10751 8.4.1 Perform capital planning and project approval

10752 8.4.2 Perform capital project accounting

10732 8.5 Process payroll

10753 8.5.1 Report time


Process element

Process Element

IDHierarchy

ID10754 8.5.2 Manage pay

10755 8.5.3 Process payroll taxes

10733 8.6 Process accounts payable and expense reimbursements


Process element

Process Element

IDHierarchy

ID10756 8.6.1 Process accounts payable (AP)

10757 8.6.2 Process expense reimbursements

10734 8.7 Manage treasury operations

10758 8.7.1 Manage treasury policies and procedures

10759 8.7.2 Manage cash


Process element

Process Element

IDHierarchy

ID10760 8.7.3 Manage in-house bank accounts

10761 8.7.4 Manage debt and investment

11208 8.7.6 Monitor and execute risk and hedging transactions

10735 8.8 Manage internal controls

10762 8.8.1 Establish internal controls policies and procedures10763 8.8.2 Operate controls and monitor compliance with internal

controls policies and procedures


Process element

Process Element

IDHierarchy

ID10764 8.8.3 Report on internal controls compliance

10736 8.9 Manage taxes

10765 8.9.1 Develop tax strategy and plan

10766 8.9.5 Process taxes10737 8.10 Manage international funds/consolidation

10767 8.10.1 Monitor international rates

10768 8.10.2 Manage transactions

10769 8.10.3 Monitor currency exposure/hedge currency


Process element

Process Element

IDHierarchy

ID10770 8.10.4 Report results

17059 8.11 Perform global trade services

19207 9.0 Acquire, Construct, and Manage Assets

10963 9.1.4.1 Acquire workspace and assets10964 9.1.4.2 Change fit/form/function of workspace and assets19208 9.2 Design and construct productive assets

19236 9.2.5.2 Co-ordinate energization with network operations10940 9.4 Dispose of assets

19258 9.4.2 Decommission productive assets


Process element

Process Element

IDHierarchy

ID16437 10.0

17060 10.1 Manage enterprise risk

16453 10.1.3.1

17467 10.2 Manage compliance

11185 10.3 Manage remediation efforts

11216 10.4 Manage business resiliency


Ensure that each business unit/function follows the enterprise risk management process


Process element

Process Element

IDHierarchy

ID10012 11.0 Manage External Relationships

11011 11.2 Manage government and industry relationships

11012 11.3 Manage relations with board of directors

11013 11.4 Manage legal and ethical issues

11059 11.4.5.4

11014 11.5 Manage public relations program



Process element

Process Element

IDHierarchy

ID10013 12.0 Develop and Manage Business Capabilities

16400 12.2 Manage portfolio, program, and project

17471 12.3 Manage enterprise quality

17472 12.3.1 Establish quality requirements


Process element

Process Element

IDHierarchy

ID17473 12.3.1.1 Define critical-to-quality characteristics

17474 12.3.1.2 Define preventive quality activities


Process element

Process Element

IDHierarchy

ID17475 12.3.1.3 Develop quality controls

17481 12.3.1.5 Finalize quality plan

17482 12.3.2 Evaluate performance to requirements

17484 12.3.2.1.1 Conduct test and collect data


Process element

Process Element

IDHierarchy

ID17485 12.3.2.1.2 Record result(s)

17486 12.3.2.1.3 Determine disposition of result(s)

17488 12.3.2.2.1 Assess sample significance

17489 12.3.2.2.2 Summarize result(s)

17491 12.3.2.2.4 Decide next steps


Process element

Process Element

IDHierarchy

ID17493 12.3.3.1 Assess potential impact

17496 12.3.3.4 Take corrective or preventative action17499 12.3.4.1 Define the quality strategy11074 12.4 Manage change


Process element

Process Element

IDHierarchy

ID11134 12.4.1 Plan for change

11135 12.4.2 Design the change

11136 12.4.3 Implement change

11137 12.4.4 Sustain improvement


Process element

Process Element

IDHierarchy

ID11073 12.5 Develop and manage enterprise-wide knowledge

management (KM) capability


Process element

Process Element

IDHierarchy

ID11095 12.5.1 Develop KM strategy

11096 12.5.2 Assess KM capabilities


Process element

Process Element

IDHierarchy

ID16436 12.6 Measure and benchmark


Process element

Process Element

IDHierarchy

ID11071 12.6.1 Create and manage organizational performance strategy


Process element

Process Element

IDHierarchy

ID11075 12.6.1.1 Create enterprise measurement systems model

11076 12.6.1.2 Measure process productivity


Process element

Process Element

IDHierarchy

ID11077 12.6.1.3 Measure cost effectiveness


Process element

Process Element

IDHierarchy

ID11078 12.6.1.4 Measure staff efficiency


Process element

Process Element

IDHierarchy

ID11079 12.6.1.5 Measure cycle time

11072 12.6.2 Benchmark performance

11083 12.6.2.1 Conduct performance assessments


Process element

Process Element

IDHierarchy

ID11084 12.6.2.2 Develop benchmarking capabilities

11087 12.6.2.4

11179 12.7 Manage environmental health and safety (EHS)

11191 12.7.2.4 Record and manage EHS events



DefinitionThis is the root of the PCF hierarchyDevelop vision and strategy establishes a direction and vision for an organization. It involves defining the business concept and long-term vision, as well as developing the business strategy and managing strategic initiatives. Processes in this category focus on creating a vision, a mission, and strategic objectives, and culminate in creating measures to ensure that the organization is moving in the desired direction.



DefinitionThe Develop business strategy process group encompasses the development of an organization’s mission statement, strategy, and business design. The first step is to develop a mission statement that clarifies the reason for the organization. The next steps are to define key steps in realizing the vision and to develop strategic options to achieve objectives. Implications of strategic options should match the organization’s internal capabilities, which are then transformed into a long-term business strategy. After the organization’s strategy is defined, functional and process strategies are developed to coordinate with the overarching vision. Based on the requirements set through these processes, an organizational design is created and goals are defined. The formulation of business unit strategies is the final process in this group.




DefinitionThis process group encompasses all processes associated with product and service portfolio management, including the analysis of the current portfolio compared to market opportunities and the definition of requirements for new/evolved products and services using that analysis. This group also includes activities related to the alignment of new additions to the portfolio with corporate business strategy as well as the management of the product or service lifecycle. Preliminary research and development falls in this group, under 2.1.3 Perform discovery research.



DefinitionHaving evaluated the market needs and specified the requirements for new product or services, the Confirm alignment of product/service concepts with business strategy process is a reality check prior to significant investment by the organization. It ensures that the new product/service concepts are in line with overall business strategy. This process plans and develops the cost, quality, and risk targets for the new products/services. This process can also be used in the prioritization and timing of development activities if there are a number of concepts vying for funding or other scarce resources. This process is most useful when the business strategy is current. If the strategy is outdated, this process may trigger a review of the corporate business direction and drivers.




DefinitionThe Perform discovery research process encompasses those tasks and decisions associated with early-stage research and development—when product/service assumptions are greater than knowledge. Based on the gap between current product/service characteristics and new/changing requirements (from the marketplace, customers, or other business forces), organizations use this process to identify and develop new technologies in support of a new product. This process also includes an assessment of how feasible it is to incorporate those new or potential technologies into products and services. This process guides the funding and documentation of preliminary research and development projects and ensures that any findings (related to feasibility of technology or other recommendations) carry over to stage-gate processes that drive overall product/service development. Consider the ramifications of being too “bleeding-edge” (as opposed to being on the leading or cutting edge) with new products. Key stakeholders in the supply chain or marketplace may not be ready to adopt the latest and greatest technologies, increasing the risk that the product or service will not succeed or be adopted.


DefinitionThe Define product/service development requirements process encompasses the identification and capture of new product/ service requirements or potential improvements to current products/services. This process entails collaboration with members of the supply chain to ensure the feasibility of what is being defined in the requirements. For example, a product with manufacturing requirements that supply chain cannot currently fulfill requires a corporate decision to either upgrade manufacturing capabilities or abandon the new product. Enterprise-level effects and needs must be considered. Depending on the nature of the final product or service, these requirements are often defined as a set of abilities, such as availability or reliability, that influence product development decisions.


DefinitionThe Design, build, and evaluate product and services process describes the core engineering design and development of any new product/service introduction or existing product/service upgrade. The process includes planning the development of the product/service and assigning resources to deliver the plan. Building on the research and development efforts carried out earlier in the development lifecycle, these process activities further define the engineering intent based on customer specifications and input from marketplace gap analysis. Further detailed specifications may be developed as part of this process to ensure compliance to original requirements. This process can also include collaboration with customers to review progress and ensure compliance; with suppliers to stay current on any changes in requirements; and, where applicable, with regulatory bodies for product or service certification. Cross-functional collaboration, in parallel with the pure design definition, will enable the capture and honing of manufacturing, tooling, production, quality, inspection, and in-service requirements. With the design underway, organizations may chose to create physical or virtual prototypes of the products to aid with compliance certification. They may also conduct customer acceptance testing to eliminate, as early as possible, any quality or reliability problems.



DefinitionThe "market and sell products and services" category contains process groups related to understanding markets, customers, and capabilities; developing marketing strategies; executing marketing plans; developing sales strategies; developing and managing marketing plans; and managing sales partners and alliances.



DefinitionDuring the Evaluate and prioritize market opportunities process, an organization takes the information and analysis gathered in process 3.1.1 Perform customer and market intelligence analysis and determines which opportunities exist to connect with customers in the marketplace. Organizations typically begin by identifying where new touch points can be gained or where new customer bases may exist. Then, those opportunities are prioritized according to the resources, strategic direction, and availability of the organization. Organizations also segment customers into meaningful categories during this process and verify that the opportunities identified can be pursued from every angle of the business.



DefinitionIn the Establish marketing budgets process, an organization ensures that marketing plans align with business strategy and, based on those links, determines how those plans should be budgeted. This includes making cost assumptions, forecasting return on investment, and attributing the costs to the appropriate areas of the business. This process is often accomplished prior to process 3.1.1 Perform customer and market intelligence analysis; the timing will differ from organization to organization, depending on the budgeting schedule and which departments handle that process.




DefinitionThe Develop and manage promotional activities process encompasses all activities related to conceptualizing, testing, executing product/service/brand promotions. Once a promotion has launched, this process continues as the organization tweaks parts of the promotion or chooses to use ideas or lessons learned during the promotion in future activities. The promotion’s performance according to organizational measures is also evaluated in this process. Determine early on whether you need third party help with promotion. You may need to purchase lists, consult with social media experts, hire seasonal staff, or pay for additional research



DefinitionWithin the Develop and manage packaging strategy process, organizations determine how to physically package their products to facilitate transportation, preservation, and brand communication. Marketing, product development, and supply chain functions typically work together in this process to develop packaging that functions properly (for transport, storage, delivery, etc.), informs the customer of how to use the product, attracts customer attention, and grows brand awareness. This process includes the planning and testing of packaging for a product as well as the actual execution and ongoing improvement of the packaging. Execution activities will vary by organization depending on which departments handle the actual design, manufacturing, and application of the physical package. Marketing may hand off these tasks completely or may remain involved. In any case, marketing should evaluate the effectiveness and value of the packaging on an ongoing basis.



DefinitionThe Generate leads process involves identifying viable customers based on strategy and market research conducted in process group 3.1 Understand markets, customers, and capabilities. This process covers the discovery of leads, whether this process is accomplished through an IT application, cold calling, reference/network development, or other sales methodology. Every organization can usually generate leads, but it takes extra work to identify quality leads. Develop a well-defined scoring model to determine which leads to prioritize.





DefinitionThe Manage sales force process involves allocating the appropriate number of sales resources to strategically advantageous locations or customer segments. The management of the sales force includes the development of an incentive plan to drive sales as well as coordinating sales assignments.





Definition“Manage demand for products and services” is the process that defines the activities used to predict demand for products and services, including forecast measurements (such as baseline and consensus), collaboration with customers, and allocating available to promise inventory or capable to promise capacity. Various types of demand are considered in this process, including firm demand, opportunity demand, and forecasted demand; these comprise the overall demand plan. Note that demand management can take on a different aspect through the use of promotions and pricing in cases where demand must be constrained due to limited availability, or where there is a goal to motivate purchases of certain products or services. An important measure for this process is forecast accuracy percentage.

The “create materials plan” process is used to source and obtain materials needed to execute operations necessary to meet customer demand. In products-related businesses, materials plans consider hard goods, while in services oriented businesses, materials plans consider management of service delivery resources. Critical to the success of this process is the definition and maintenance of item nomenclature for products based industries and skills taxonomies for services based industries. Without common nomenclatures, mismatches between suppliers and producers can occur. This process begins with generating an unconstrained plan. Additional steps include collaborating with suppliers or contractors, identifying critical materials and supplier constraints, anticipating special events that restrict supply flow, and generating a constrained plan. Demand may be geographic, regional, and global, and the material plan must take into account the most practical means to satisfy the demand using identified resources


DefinitionThe “procure materials and services” process group addresses the collaborative sourcing that takes place based upon the Production Order (refreshed monthly, weekly and even daily) to supply the factory lines as needed. It includes the business activities of procurement planning, purchasing, and sourcing beginning with developing sourcing strategies for materials and services, the selection of suppliers to provide the materials and services, the development and maintenance of the corresponding contracts, and the ordering of materials and services. Finally, the performance of the procurement function is assessed. Procurement includes both direct and general items, for example, production parts and products; maintenance, repair, and operating (MRO) supplies; and services (administrative and technical). Procurement may also include subcontracted labor resources.


DefinitionDeveloping sourcing strategies, also known as “supplier portfolio strategies,” comprises multiple activities including clarifying purchasing requirements, matching needs to supplier capabilities, analyzing a company’s spend profile to identify high opportunity categories, matching the most effective sourcing strategy by category, seeking opportunities to improve efficiency and value, and collaborating with suppliers to identify sourcing strategies. The process may include the development of a timeline that incorporates sourcing milestones for each category of sourced product or service. Sourcing strategies are occasionally identified by category or supplier, for example, reverse auction, request for information (RFI), request for proposal (RFP), request for quote (RFQ), or consortium. For services business that are human resource-centric, the sourcing strategy will include sources of supply other than those that are procured. For example, in-house, low-cost labor from other geographies, low-cost labor from alternate employee categories (e.g., retirees that reenter the company with a modified employment type), use of affiliates, or a joint venture. All of these elements are used to create a procurement strategy and plan that guides purchasing activities with a focus on reducing total cost of supply and creating a balanced supplier portfolio.



Definition“Order materials and services” is the process of planning, ordering, and executing the physical delivery of materials and services from suppliers to the points of need and use. This process comprises multiple activities including processing/ reviewing requisitions, approving requisitions, soliciting/tracking vendor quotes, creating/distributing purchase orders, expediting orders to satisfy special requests, and researching/resolving exceptions.

Appraising and developing suppliers is the process of developing and managing programs and policies for interacting with suppliers and measuring/improving their performance. This includes monitoring and managing supplier information, preparing/analyzing spend and vendor performance (including meeting quality standards) supporting inventory and production processes, and the creation/implementation of suppler training and certification programs




DefinitionThis process includes creating or updating a customer profile record, processing individual customer requests and generating service orders. This may involve systems like customer segmentation, customer relationship management (CRM), order management, etc. As part of the process, external and internal customer service audits may be conducted by the company

This process requires creating a resource plan/schedule and an order fulfillment schedule. The resources could include any of the following: personnel, raw materials, equipment, time frames, and finances. Customer service needs might require product development, shipping options, inventory management, order tracking, returns management, etc.




Definition“Manage logistics and warehousing” is the process that plans, implements, and controls the forward and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption in order to meet customers’ requirements. This includes defining a logistics strategy and managing inbound transportation, warehousing, and outbound transportation.

Defining logistics strategy refers to the process of translating customer service requirements into capacity requirements and lead time requirements; designing the logistics network required to meet these requirements, including network components such as warehouse and distribution center (DC) assets, transportation assets, technology infrastructure, and inventory deployment; working with procurement to identify, negotiate, and maintain outsourcing agreements; defining delivery service policy elements such as lead times, delivery performance levels, and shipping days; and defining key performance measures such as logistics costs, inbound delivery performance, space utilization, asset utilization, and outbound carrier delivery performance. It also includes managing third-party resources and global/international logistics strategies.

This is the process of planning, transporting, and tracking the delivery of all incoming materials; monitoring inbound transportation carrier performance; and managing the flow of returned materials.

Warehousing is the process of receiving, inspecting, and storing incoming materials; picking, packing, and shipping product for outbound delivery; and tracking inventory deployment. Warehousing supports inbound and outbound transportation services. It may include raw materials, finished goods, products for consumer fulfillment, and/or vendor-managed inventory (VMI). It also includes the evaluation and implementation of private, contract, and public warehousing options.


Definition“Operate outbound transportation” is the process of preparing the goods for delivery from a warehouse to a receiving location. It typically comprises activities like the notification of goods to be supplied from a warehouse to a customer, carrier selection, loading, advanced shipping notification, proof of delivery from the receiving location and freight bill auditing. Many of these services are provided by transportation management systems.



DefinitionThe use of category 5.0 processes will depend on the nature of an organization’s business. At some organizations—such as those in telecommunications, food service, customer contact services, or retail—the core business (or a significant portion of the business) is customer service. In these cases, category 4.0 Deliver Products and Services may be more appropriate—in particular, process group 4.4 Deliver service to customer. When thinking about the distinction between the delivery of a service and the “customer service” function, remember that the employee or group that delivers an initial service to a customer (such as a restaurant server or retail store cashier) is often not the same person or group that deals with customer inquiries, requests, and complaints after the fact. Those who deal with customers before and after the delivery of a service are typically working within the category 5.0 Manage Customer Service. Those delivering the service are working within 4.0 Deliver Products and Services. The distinction between the two depends on the needs of the organization. As long as the organization is consistent in its use of particular processes for certain business activities, the framework structure will work. But typically, categories 4.0 and 5.0 deal with activities related to actual provision of the product or service (4.0) and activities related to customer contact before or after that provision (5.0). Note that not all key performance indicators (KPIs) listed in this document will apply to every organization. The KPIs selected by an organization depend on its structure, strategy, and critical objectives.


DefinitionProcess group 5.1 Develop customer care/customer service strategy involves understanding and segmenting customers, creating policies to govern customer service, and setting service targets and priorities. Some of these determinations may be informed by segmentation and relationship building that occurred within process category 3.0 Market and Sell Products and Services. This strategy governs the way the organization provides service to customers proactively or in response to customer requests/issues.





DefinitionThis process group involves the development of plans and management standards for the customer service work force and the actual processing and management of customer service requests, inquiries, and complaints. The way these processes are performed depends heavily on the strategy, policies, and service levels established in process group “develop customer care/customer service strategy.”



DefinitionThe Manage customer complaints process deals with every aspect of customer complaints, from initial receipt and routing to resolution and response. This process depends on the planning that occurred in process group 5.1 and process 5.2.1. Customer service representatives themselves accomplish these activities, and their performance is measured in process group 5.3 Measure and evaluate customer service operations. Complaints are handled slightly differently from requests and inquiries, and thus, an activity (5.2.3.3) is present in process 5.2.3 that does not exist in process 5.2.2 Manage customer service requests/inquiries. Activity 5.2.3.3 Resolve customer complaints typically occurs internally, when organization convenes to find an appropriate resolution to the complaint or when an employee executes an action to satisfy the complaint (e.g., fixing a broken link on a Web site or correcting a line item on a receipt or invoice). Once the issue has been resolved or a plan for resolution has been formulated, the organization can move forward to activity 5.2.3.4 Respond to customer complaints. During activity 5.2.3.4, customer service may tell the customer that the issue has been resolved or may discuss the potential solutions to identify next steps.


DefinitionProcess group “measure and evaluate customer service operations” focuses on measuring customers’ satisfaction with various aspects of the service they receive. The factors that the organization combines to rate customer satisfaction may be determined within process “create enterprise measurement systems model” or in process “establish service levels for customers.” What constitutes customer satisfaction will vary from organization to organization, and the methods used to collect customer feedback will also differ. Many organizations ask their customers if they will continue to come to the organization in the future; if they would recommend it to a friend; or if they will rank how well the organization responds to requests, how quickly the organization responds, or how well the organization seems to understand customer needs.


DefinitionIn the Measure customer satisfaction with customer complaint handling and resolution process, the organization gathers information from customers about how their complaints were handed by customer service representatives. (Note that the measurement of noncompliant inquiries occurs in process 5.3.1, and customer satisfaction with the products and services themselves is measured in process 5.3.3.) This information may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, during the complaint resolution process (5.2.3), or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management. Activity 5.3.2.2 Analyze customer complaint data and identify improvement opportunities includes the analysis of the data and any work completed internally to make improvements. The analysis of the complaint often results in actions within other process categories—for example, improving the customer experience with billing (category 8.0) or by altering the nature of the products/services themselves (2.0 or 4.0). Feedback may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. The customer satisfaction data for complaints is typically gathered at the time of the complaint on all complaints but still may be aggregated with data gathered in process 5.3.1 Measure customer satisfaction with customer requests/inquiries handling.


DefinitionIn the Measure customer satisfaction with products and services process, the organization gathers information from customers about their experience with the products and services themselves. (Note that the measurement of customer inquiry handling occurs in process 5.3.1, and the measurement of complaint handling occurs in process 5.3.2.) Organizations may chose to track these activities here (in process 5.3.3) or through activities 4.4.4.3 Solicit customer feedback on services delivered and 4.4.4.4 Process customer feedback on services. This decision usually depends on the strategic use of an organization’s customer service Wherever this information is tracked, it may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management and other areas of the business as necessary. Feedback received here can inform activities 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2.2 Identify potential new products and services, and 3.1.1.1 Conduct customer and market research. Customer satisfaction data may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. Likewise, the reporting methods should match the standards of the organization, whether through spreadsheets, meetings, or online tools. The extent, duration, and frequency of the evaluation will also depend on the organization and its business. The communication of this information throughout the business may be essential to the growth of the business and its overall understanding of customer needs.


Definition"Develop and manage human capital" is the top-most category responsible for delivering processes traditionally defined as "human resources." Process groups include those related to developing and maintaining workforce strategy, recruiting employees, developing and counseling employees, managing employee relations, rewarding and retaining employees, redeploying and retiring employees, managing employee information, and managing employee communications.




DefinitionThe process group "recruit, source, and select employees" includes creating and developing employee requisitions, recruiting and sourcing candidates, screening and selecting candidates, managing pre-placement verification, managing new hires/rehires, and tracking candidates.



The Manage new hire/rehire process includes drawing up and making a job offer, negotiating an offer, and hiring a candidate.The Track candidates process involves creating an applicant record; managing/tracking applicant data; and archiving and retaining records of non-hires.





DefinitionThe Manage employee development process includes creating short and long-term career goals, reviewing organizational career ladders, and identifying training and development opportunities.







DefinitionThe manage and administer benefits process includes delivering the employee benefits program, administering benefits enrollment, processing claims, and performing benefits reconciliation.









DefinitionThe Manage expatriates process includes activities associated with both the expatriation and repatriation of employees within the organization.


The manage reporting process consists of providing key HR data and reporting capabilities for varying levels of management.The manage employee inquiry process involves receiving, responding to, and recording information on employee inquiries.The manage and maintain employee data process includes making revisions to personal data such as changing beneficiary designations or employee status.






DefinitionThe "manage information technology" category contains process groups relevant to the business of information technology within an organization. The process groups include "manage the business of information technology," "develop and manage IT customer relationships," "develop and implement security, privacy, and data protection controls," "manage enterprise information," "develop and maintain information technology solutions,, "deploy information technology solutions," and "deliver and support information technology solutions."





DefinitionManagement of the IT portfolio results in the establishment of criteria for economic and strategic value and the provisioning of resources in accordance with strategic priorities and efforts to achieve a balanced portfolio. The activities included within the IT portfolio management process are maximizing the value of the IT portfolio for the enterprise, provisioning resources in accordance with strategic priorities, and achieving a balanced portfolio.





DefinitionDeveloping an IT services and solutions strategy involves assessing the needs of the business and user, translating those needs into services and solutions requirements, formulating and evaluating IT services and solutions strategic initiatives, and selecting IT services and solutions strategic initiatives to apply. The formulation of IT services and solutions strategic initiatives includes the tasks required to generate new ideas, identify enhancements or extensions to existing IT services and solutions, and identify outdated services and solutions for sunset or retirement. Developing and maintaining a long-term, business-focused IT strategy encompasses tasks to develop, communicate, govern, and track strategy deployment. This includes defining and communicating the strategic intent regarding the organizational use of IT; establishing and maintaining an IT governance structure; articulating strategic assumptions for IT strategy development; and developing and tracking the resulting IT plan, which optimizes the use of technologies, resources, and alliances to improve business agility.




DefinitionManagement of IT customer satisfaction includes capturing and analyzing customer satisfaction and assessing and communicating customer satisfaction patterns. Capturing and analyzing customer satisfaction consists of tasks required to manage and monitor IT customer complaints and feedback, conduct qualitative and quantitative assessments, and identify customer satisfaction issues and opportunities for improvement. Assessing and communicating customer satisfaction patterns consists of tasks required to evaluate satisfaction with IT services and solutions, evaluate satisfaction with complaint resolution, and determine IT customer loyalty/lifetime value.



DefinitionDeveloping and implementing security, privacy, and data protection controls includes the establishment of information security, privacy, and data protection strategies and levels as well as the testing, evaluation, and implementation of information security, privacy, and data protection controls.







DefinitionDeveloping and managing information technology solutions involves producing, developing, and testing new, enhanced, and improved solutions; enabling services that meet all confirmed requirements; maintaining and managing solutions; supporting services to continue meeting all confirmed requirements; and "sun setting" solutions/discontinuing services no longer needed.






DefinitionMaintaining IT services and solutions includes the tasks required to upkeep, repair, and develop minor (as defined by enterprise policy) enhancements to existing solutions or services and ensure that existing services or solutions continue to meet requirements. Tasks include understanding requirements or defect analysis, modifying the design of the service or solution, integrating newly required components, testing the change to a solution or service, and gaining customer acceptance and certification.




DefinitionPlanning and implementing changes includes all tasks necessary to administer and plan individual change requests (including accepting or rejecting the request), assessing the business and technical risks of changes, determining which individual changes can be performed simultaneously without increasing overall risk factors, and creating a master change schedule. Other tasks include requesting services, such as procurement and security, from other components to ensure component availability and obtainment of necessary security authorities.






Definition Managing IT infrastructure resources involves managing and maintaining the physical computing assets, including hardware and software, of the organization. Tasks include identifying configuration items to be maintained, establishing the information management system, collecting the configuration item information, populating the database, and ensuring that information is available to other components. Other tasks include preventive maintenance, facilities management, configuration management, and inventory (asset) management.





DefinitionThis is the process of developing periodic plans, budgets, and forecasts to enable the achievement of organizational performance goals. This includes setting assumptions for revenue and cost levels—as well as cash flows—expected in the pursuit of organizational growth. It also includes proactive cost control and reporting on actual versus targeted financial results. It may also include predicting financial results for the next four to six quarters on a rolling forward basis. Budgets and forecasts should reflect financial targets derived from strategic plans. They also serve as a discussion platform at regular business review meetings, in which managers can decide if, how, and when to alter tactics to ensure that performance targets are achieved.




DefinitionThis is the process of developing and implementing a framework that guides internal decision makers as they deploy resources—financial, human, technical, etc.—in the pursuit of sustainable, profitable growth. It ensures that decisions are aligned with stated organizational goals by measuring performance against predetermined targets and managing the corrective action process. This process includes: assessing customer and product profitability, evaluating new products, lifecycle costing, optimizing the customer and product mix, tracking the performance of new customer and product strategies, preparing activity based performance measures, and managing continuous cost improvement.




DefinitionThis is the process of developing and delivering customer invoices. It includes creating methods and procedures for communicating and delivering invoices and statements for services and products. The process encompasses the maintenance of customer/product master files, the generation and transmittal of customer billing data to the customer, the posting of receivable entries, and the resolution of customer billing inquiries. It does not include receiving payments; payment receipt is located in process 8.2.3 Process accounts receivable.




DefinitionThis is the process of receiving, rectifying, and monitoring customer adjustments and deductions resulting from warranties, claims, returns, and recalls of products and/or services. This process includes the establishment of policies/procedures for adjustments, the analysis of adjustments, correspondence and negotiation with customers, internal discussions around account resolution, the preparation of chargeback invoices, and the processing of related entries





DefinitionThis is the process of accounting for fixed asset transactions, including additions, retires, transfers, adjustments, and depreciation expenses. This process includes establishing fixed asset policies and procedures, recording entries to the fixed asset register, tracking fixed assets through physical inventories, and calculating and recording depreciation and expenses related to fixed asset maintenance and repair. This process often supports tax, statutory, and regulatory reporting by providing data on fixed assets to the appropriate departments. Fixed asset projects that were proposed, pursued, and capitalized under process group 8.4 Manage fixed asset project accounting are thereafter maintained within process 8.3.3, under the auspices of general accounting and reporting—unless a project is initiated to dispose of the asset, in which case the project is again covered in process group 8.4.




DefinitionThis is the process of developing capital investment policies and procedures and implementing them to create and approve the capital expenditure plan and budget. This includes performing justification for project approvals as well as reviewing and approving capital projects and fixed asset acquisitions. This process covers the construction of a business case for a capital project





DefinitionThis is the process of calculating employee payroll for each pay period, including bonus runs throughout the year, and transmitting payments to employee accounts or directly to employees. It includes maintaining and administering employee earnings and deductions, monitoring changes in tax status in order to prepare the payroll each period, responding to all payroll-related inquiries, and processing adjustments and/or manual corrections as appropriate. This process also encompasses management activities and payroll system/interface maintenance to ensure accurate payments.




DefinitionThis process consists of processing payments for operating expenses and other supplier charges, which includes verifying of accounts payable with vendor records, maintaining and managing electronic commerce, auditing invoices and approving payments, processing financial accruals and reversals, processing payments and taxes, researching and resolving exceptions, and adjusting accounting records. It also encompasses the development of policies and procedures around the processing of accounts payable and all related operations. Technology is typically key to achieving top performance in this process.






DefinitionThe activities used to manage in-house bank accounts include managing in-house bank accounts for subsidiaries; managing and facilitating intercompany borrowing transactions; managing centralized outgoing payments on behalf of subsidiaries; managing central incoming payments on behalf of subsidiaries; managing internal payments and netting transactions; calculating interest and fees for in-house bank accounts; and providing account statements for in-house bank accounts.






Definition






This is the process of forecasting and monitoring changes in foreign currency value or interest rates around the world.This is the process of converting cash from one currency to another in the course of conducting cross-border trade or investment.



DefinitionThis process involves making accounting entries to formally report financial gains or losses experienced as a result of foreign exchange activity.






DefinitionThe process group "manage enterprise risk, compliance, remediation, and resiliency" is responsible for ensuring that an organization effectively manages its risk. Process groups are aligned with traditional risk management activities.


The "manage compliance" process group is responsible for the development of internal and external compliance activities.Remediation efforts are those processes necessary to repair damage to assets created by the occurrence of a risk, be it a new risk or a risk under existing management.



DefinitionExternal relationships are those relationships with stakeholders of the entity, including investors, government and industry, the board of directors, and the general public. This is not related to customer management.






DefinitionBusiness capabilities are those activities performed by an organization that are fundamental to the successful operation of the organization, even across functions in a business. Capabilities defined in the PCF include business process management; portfolio, program, and project management; quality management; change management; benchmarking; environmental health and safety management; and knowledge management.





DefinitionAll stakeholder requirements that describe the characteristics of a product, service, or process must be documented and gathered, in an accessible format, in preparation for establishing quality requirements. The actual establishment of these requirements is not within the scope of the EQ Framework, but is a critical input used throughout planning for Quality. Stakeholders, in this instance, include any internal or external party (e.g., customers, government agencies, industry standards, enterprise policies, business or functional performance targets) that have expressed a requirement (often described as critical-to-customer (CtC) characteristics). CtQCs are measurable elements of the process, product, or service whose performance standards or specifications must be met to satisfy the established requirement. Each stakeholder requirement must have an associated CtQCs, unless the requirement itself fully defines all elements that must exist. The CtQCs must be documented and aligned to the specific requirement being fulfilled.



DefinitionThe purpose of quality assurance and control design is to ensure all processes can create products or services that meet the CtQCs, by minimizing defects from occurring (or meeting the specified tolerances for performance). For example, the implementation, alignment, and adherence of work activities to the EQ Framework is considered a quality assurance activity. In planning Quality assurance and activities, the concepts of ‘fit for purpose’ (does the product or service meet the intended purpose) and ‘right the first time’ (elimination of mistakes, errors, or defects) must be considered.




Definition






DefinitionThis process includes the effort to analyze nonconformance events and determine the need for corrective and/or preventative action(s). The level of analysis may include root cause, risk exposure and other evaluations that will be necessary to properly review and approve/reject subsequent actions. Recommended actions may include corrective, preventative or no action based upon the impact and likelihood of reoccurrence. Approval will be based upon cost/benefit, risk exposure and other pertinent factors. Determination of not only what action(s) but also timing and assignment of responsibility will occur. If correct/preventive actions are needed, this will trigger the Preventive Action process.



DefinitionThe Plan for change process involves all processes, from selecting the methodology for implementation to identifying stakeholders, resources, and preliminary measures. It also includes the identification of any barriers to the change and the formation of the team who will implement the change. Although the change methodology is selected in this process, the change itself is not extensively designed until process 12.4.2 Design the change. 12.4.1 is a planning and foundation laying process.





DefinitionThe "develop and manage enterprise-wide knowledge management (KM) capability" process group comprises processes associated with knowledge flow within an organization (e.g., create, identify, collect, review, share, access, and use knowledge). At its heart, knowledge is information in action. Knowledge management (KM) is a systematic process that enables information and knowledge to grow, flow, and create value. The KM discipline is about connecting people to the information and expertise they need to achieve business results. Various approaches can be used to support this goal, including content management, communities of practice, transfer of best practices, lessons learned, expertise location, virtual collaboration, and social computing. The specific KM approaches that an organization pursues are determined by the business problems it wants to address. For example, if an organization is seeing similar mistakes repeated across business units, it may implement a lessons learned process so that employees can learn what has and hasn’t worked in other parts of the business. Similarly, an organization that is concerned about knowledge loss due to retirement may consider interviewing senior level employees who are nearing retirement and making their expertise accessible through documents or videos. Although technology plays a role in KM, it is critical to implement technology as part of a larger, systematic change initiative. The introduction of new tools will not change behavior unless people understand when, how, and why to share knowledge and are incentivized to do so.


Definition The Develop KM strategy process includes activities related to establishing an enterprise KM program. A KM program is an organization wide effort to standardize and excel in KM. The first set of activities relates to logistics such as governance, roles, and funding. An organization with a clear business case for KM is in a better position to select an appropriate governance model. For example, a program focused on expertise location might need ties to the HR function, whereas a program focused on content management might be better housed in the IT function. Funding is also impacted by the business case, but most organizations use a combination of corporate and business unit funding for KM. The second set of activities relates to linking KM to business objectives and managing KM related change. Again, the specific tactics involved will depend on the business problems that KM is intended to solve, as well as the current culture and its receptiveness to KM. Note that processes 12.3.1 and 12.3.4 both contain activities related to technology needs, training, communication, and change management. The difference is that the activities in the Develop KM strategy process relate to the KM program as a whole, as opposed to specific KM approaches.



DefinitionThe process "measure and benchmark" encompasses the processes required to develop a strategy for monitoring and improving the performance of an organization including creating and managing organizational performance strategy and benchmarking performance.


DefinitionThis process group encompasses those processes required to develop a strategy for monitoring and improving the performance of an organization. Although this process group is related to process group 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy focuses more on internal performance rather than external or competitive positions in the marketplace. Process group 12.1 centers around measurement, including the creation of measures and the act of measuring itself. This is the measurement of internal performance within a strategy for tracking, streamlining, and improving it. Activity 1.2.2.6 Develop lean/continuous improvement strategy also relates to these activities but is more typically used when executives are developing a business strategy to enhance external market position. 1.2.2.6 focuses on high-level strategy development, whereas 12.1 encompasses the tactical measurement of internal processes and work force improvement. The measurement processes in process group 12.1 should align with human capital management processes such as 6.6.5 Develop and Manage Employee Metrics. Process 6.6.5 and other human capital management processes refer to the overall management of employee information and the use of metrics to guide employee development and rewards. Process group 12.1 refers to the collection of the data and the strategies employed to gather it. It does not refer to the day-to-day activities of human capital managers, but instead to the development of strategies and systems that allow human resources to more effectively manage personnel. Process group 12.1 also includes the measurement of machines, entire processes, facility and environmental efficiency, overall cost effectiveness, and other activities not directly related to human performance.


DefinitionThe Create enterprise measurement systems model process refers to the development of a high-level measurement system to track performance across the enterprise or in specific functions or business units. In this process, organizations determine which processes to measure, which measures to use, how often to measure, and what the target measurement results should be. Decision makers usually also define which actions will be taken given certain measurement results. This process does not refer to actual measurement activities or consequential actions; it focuses on strategic decisions about how to best measure an organization. Because measures should be revisited and realigned with organizational goals as time passes, this process should repeat on a regular basis as a review.



DefinitionThe Measure cost effectiveness process covers all activities associated with measuring the cost effectiveness of a process. This process will vary depending on which activities and business components are being measured. An organization may want to track its return on investing in activities like marketing campaigns, new equipment, and process redefinition. It may also measure cost per employee or cost per cycle for a given process, function, or business unit. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function-specific categories. (For example, if measures indicate that inventory levels need to be better optimized to reduce costs, the resulting actions would take place under the process 4.5.3 Operate warehousing.)


DefinitionThe Measure staff efficiency process covers all activities associated with measuring how efficiently employees perform. This process will vary depending on which activities and business components are being measured. This process often focuses on measuring activities performed manually or compares manual completion with completion aided by automation. These measures can help determine where automation could increase efficiency or identify differences between the efficiency of one employee or group and another. This process could also include an evaluation of the quality of work, which could potentially reduce or increase the amount of automation or review included in the process. This process, unlike process 12.1.2 Measure process productivity, does not measure outputs of a process. Instead, it measures the agility and speed of the activities that lead to a final product. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function-specific categories. (For example, if measures indicate that the invoicing cycle is too long or has redundant steps, the resulting actions would take place within process 8.2.2 Invoice customer.)


DefinitionThe Measure cycle time process includes all activities associated with measuring how long it takes to perform certain processes or cycles of action. This process will vary depending on which activities and business components are being measured. Organizations typically include the measurement of cycles like customer response time, invoicing, or order to cash under this process. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function specific categories. (For example, if measures indicate that the invoicing cycle is taking too long or is inconsistent, the resulting actions would take place within process 8.2.2 Invoice customer.)




Definition The Develop benchmarking capabilities process refers to tasks associated with increasing an organization’s ability to compare its performance internally or externally or maintain benchmarking relationships with other organizations. This can include training staff in benchmarking, developing technological solutions or other materials to aid benchmarking efforts, or consulting with external entities to gain knowledge or tools to help benchmark.




Process element Metric Category Metric ID10002 1.0 Develop Vision and Strategy Process Efficiency 101337

10002 1.0 Develop Vision and Strategy Process Efficiency 101339

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100694







Process Element

IDHierarchy

ID


Process element Metric Category Metric ID

Process Element

IDHierarchy

ID10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100449








Process Element

IDHierarchy











Process Element

IDHierarchy













Process Element

IDHierarchy












Process Element

IDHierarchy


10003 2.0 Develop and Manage Products and Services Cycle Time 103464










Process Element

IDHierarchy

ID10003 2.0 Develop and Manage Products and Services Cycle Time 100379



10003 2.0 Develop and Manage Products and Services Process Efficiency 100946











Process Element

IDHierarchy

ID10003 2.0 Develop and Manage Products and Services Process Efficiency 100190













Process Element

IDHierarchy
















Process Element

IDHierarchy





10003 2.0 Develop and Manage Products and Services Staff Productivity 101378





Process Element

IDHierarchy

ID10003 2.0 Develop and Manage Products and Services Staff Productivity 101384





10003 2.0 Develop and Manage Products and Services 104401


Supplemental InformationSupplemental Information



Process Element

IDHierarchy

ID10003 2.0 Develop and Manage Products and Services 101999









10004 3.0 Market and Sell Products and Services Process Efficiency 100511



Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information

Supplemental Information




Process Element

IDHierarchy

ID10004 3.0 Market and Sell Products and Services Process Efficiency 102289






10004 3.0 Market and Sell Products and Services 104733






Supplemental InformationSupplemental InformationSupplemental Information





Process Element

IDHierarchy

ID10004 3.0 Market and Sell Products and Services 104739












10005 4.0 Deliver Products and Services Cost Effectiveness 100433



Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information





Process Element

IDHierarchy

ID10005 4.0 Deliver Products and Services Cost Effectiveness 104158





10005 4.0 Deliver Products and Services Cycle Time 103189

10005 4.0 Deliver Products and Services Cycle Time 10039510005 4.0 Deliver Products and Services Cycle Time 100496

10005 4.0 Deliver Products and Services Cycle Time 10065110005 4.0 Deliver Products and Services Cycle Time 100699

10005 4.0 Deliver Products and Services Process Efficiency 100715






Process Element

IDHierarchy

ID10005 4.0 Deliver Products and Services Process Efficiency 101741







10005 4.0 Deliver Products and Services Staff Productivity 104775

10005 4.0 Deliver Products and Services 100789

10005 4.0 Deliver Products and Services 104252

10006 5.0 Manage Customer Service Cost Effectiveness 101512





Process Element

IDHierarchy

ID10006 5.0 Manage Customer Service Cost Effectiveness 101715









Process Element

IDHierarchy

ID10006 5.0 Manage Customer Service Cost Effectiveness 103919







Process Element

IDHierarchy

ID10006 5.0 Manage Customer Service Process Efficiency 101144

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103486











Process Element

IDHierarchy

ID10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103562












Process Element

IDHierarchy









Process Element

IDHierarchy



10007 6.0 Develop and Manage Human Capital Process Efficiency 101031

10007 6.0 Develop and Manage Human Capital Process Efficiency 101272

10007 6.0 Develop and Manage Human Capital Staff Productivity 101335






Process Element

IDHierarchy

ID10007 6.0 Develop and Manage Human Capital Staff Productivity 100943

10007 6.0 Develop and Manage Human Capital 100861













Process Element

IDHierarchy

ID10007 6.0 Develop and Manage Human Capital 104154

















Process Element

IDHierarchy
























Process Element

IDHierarchy







10008 7.0 Manage Information Technology Cost Effectiveness 100441










Process Element

IDHierarchy

ID10008 7.0 Manage Information Technology Cost Effectiveness 100445











Process Element

IDHierarchy

ID10008 7.0 Manage Information Technology Cost Effectiveness 104661




10008 7.0 Manage Information Technology Cycle Time 103395








Process Element

IDHierarchy

ID10008 7.0 Manage Information Technology Cycle Time 103419






10008 7.0 Manage Information Technology Process Efficiency 100970



Process Element

IDHierarchy

ID10008 7.0 Manage Information Technology Process Efficiency 100972





Process Element

IDHierarchy

ID10008 7.0 Manage Information Technology Process Efficiency 100940

10008 7.0 Manage Information Technology Staff Productivity 101295

10008 7.0 Manage Information Technology 101770










Process Element

IDHierarchy

ID10008 7.0 Manage Information Technology 100957



10017 1.1.1 Assess the external environment 101747

10064 2.2.3 Define product/service development requirements Cost Effectiveness 101489











Process Element

IDHierarchy

ID10064 2.2.3 Define product/service development requirements Process Efficiency 101028

10080 2.3.1 Design and prototype aircraft Cost Effectiveness 101478











Process Element

IDHierarchy

ID10080 2.3.1 Design and prototype aircraft Cost Effectiveness 103253



10080 2.3.1 Design and prototype aircraft Process Efficiency 100996

10081 2.3.3 Cost Effectiveness 101517




Test market for new or revised products and services






Process Element

IDHierarchy

ID10081 2.3.3 Cost Effectiveness 101591






















Process Element

IDHierarchy

ID10081 2.3.3 Cost Effectiveness 103926


10081 2.3.3 Process Efficiency 101150

10101 3.1 Understand markets, customers, and capabilities 104740





10105 3.6 Develop and manage sales plans Process Efficiency 100213

10105 3.6 Develop and manage sales plans 102530












Process Element

IDHierarchy

ID10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104751

10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104752





10149 3.2.2 Establish marketing budgets Cost Effectiveness 100025

10149 3.2.2 Establish marketing budgets Cost Effectiveness 100859

10150 3.2.3 Develop and manage media Cycle Time 104637

10150 3.2.3 Develop and manage media 104635

10151 3.2.4 Develop and manage pricing Cost Effectiveness 104639

10153 3.2.6 Track customer management measures 104631





Process Element

IDHierarchy

ID10183 3.6.2 Manage customers and accounts 104763

10184 3.6.4 Manage customer sales Cycle Time 104636

10184 3.6.4 Manage customer sales Process Efficiency 102339

10184 3.6.4 Manage customer sales Process Efficiency 102456

10184 3.6.4 Manage customer sales Staff Productivity 104769

10184 3.6.4 Manage customer sales 104638

10184 3.6.4 Manage customer sales 104764

10185 3.6.6 Manage sales orders Cost Effectiveness 100126









Process Element

IDHierarchy

ID10185 3.6.6 Manage sales orders Cost Effectiveness 100505



Process Element

IDHierarchy






Process Element

IDHierarchy







Process Element

IDHierarchy







Process Element

IDHierarchy







Process Element

IDHierarchy








Process Element

IDHierarchy






Process Element

IDHierarchy








10185 3.6.6 Manage sales orders Cycle Time 100170



Process Element

IDHierarchy

ID10185 3.6.6 Manage sales orders Process Efficiency 101799

10185 3.6.6 Manage sales orders Process Efficiency 101800










Process Element

IDHierarchy

ID10185 3.6.6 Manage sales orders Process Efficiency 102566






10185 3.6.6 Manage sales orders Staff Productivity 102529



10185 3.6.6 Manage sales orders 102008






Process Element

IDHierarchy

ID10185 3.6.6 Manage sales orders 102533














Process Element

IDHierarchy















Supplemental InformationSupplemental InformationSupplemental InformationSupplemental Information

Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information




Process Element

IDHierarchy


















Process Element

IDHierarchy


10186 3.6.7 Manage sales force Staff Productivity 104632

10186 3.6.7 Manage sales force Staff Productivity 10463410215 4.1 Plan for and align supply chain resources Cost Effectiveness 100788

10215 4.1 Plan for and align supply chain resources Cost Effectiveness 100654









Process Element

IDHierarchy

ID10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104794





Process Element

IDHierarchy

ID10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104797



10215 4.1 Plan for and align supply chain resources Process Efficiency 100737



Process Element

IDHierarchy

ID10215 4.1 Plan for and align supply chain resources Process Efficiency 104194

10215 4.1 Plan for and align supply chain resources Process Efficiency 104175

10215 4.1 Plan for and align supply chain resources Staff Productivity 104193

10215 4.1 Plan for and align supply chain resources Staff Productivity 101218

10215 4.1 Plan for and align supply chain resources 100687

10216 4.2 Procure materials and services Cost Effectiveness 103387






Process Element

IDHierarchy

ID10216 4.2 Procure materials and services Cost Effectiveness 103997







10216 4.2 Procure materials and services Cycle Time 103094



Process Element

IDHierarchy

ID10216 4.2 Procure materials and services Cycle Time 10064210216 4.2 Procure materials and services Cycle Time 100322

10216 4.2 Procure materials and services Process Efficiency 100385











Process Element

IDHierarchy

ID10216 4.2 Procure materials and services Process Efficiency 102450










Process Element

IDHierarchy

ID10216 4.2 Procure materials and services Process Efficiency 102705



10216 4.2 Procure materials and services Staff Productivity 104117

10216 4.2 Procure materials and services Staff Productivity 104129



Process Element

IDHierarchy

ID10216 4.2 Procure materials and services Staff Productivity 104139

10216 4.2 Procure materials and services 104199
















Process Element

IDHierarchy

ID10216 4.2 Procure materials and services 102766





















Process Element

IDHierarchy





















Process Element

IDHierarchy






10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 100851













Process Element

IDHierarchy

ID10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 104781



10217 4.3 Produce/Manufacture/Deliver product Cycle Time 100690

10217 4.3 Produce/Manufacture/Deliver product Cycle Time 10069710217 4.3 Produce/Manufacture/Deliver product Process Efficiency 100790

10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 100104








Process Element

IDHierarchy

ID10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 104217

10217 4.3 Produce/Manufacture/Deliver product Staff Productivity 104202

10218 4.4 Deliver service to customer Cost Effectiveness 104782



10219 4.5 Manage logistics and warehousing Cost Effectiveness 103505





Process Element

IDHierarchy

ID10219 4.5 Manage logistics and warehousing Cost Effectiveness 103511







10219 4.5 Manage logistics and warehousing Cycle Time 100509

10219 4.5 Manage logistics and warehousing Process Efficiency 100706





Process Element

IDHierarchy

ID10219 4.5 Manage logistics and warehousing Process Efficiency 100756











Process Element

IDHierarchy


















Process Element

IDHierarchy







10219 4.5 Manage logistics and warehousing 100744






Process Element

IDHierarchy

ID10219 4.5 Manage logistics and warehousing 100750


10277 4.2.1 Develop sourcing strategies Cost Effectiveness 102904











Process Element

IDHierarchy

ID10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104472


10277 4.2.1 Develop sourcing strategies Process Efficiency 100666



10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103353




Process Element

IDHierarchy

ID10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103895









Process Element

IDHierarchy

ID10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 103171

10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 104250

10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 101138

10279 4.2.5 Order materials and services Cost Effectiveness 102978







Process Element

IDHierarchy

ID10279 4.2.5 Order materials and services Cost Effectiveness 103791






10279 4.2.5 Order materials and services Cycle Time 100639





Process Element

IDHierarchy

ID10279 4.2.5 Order materials and services Process Efficiency 101455

10279 4.2.5 Order materials and services Process Efficiency 101071

10279 4.2.5 Order materials and services Process Efficiency 101074

10279 4.2.5 Order materials and services Staff Productivity 101391

10279 4.2.5 Order materials and services Staff Productivity 101393

10279 4.2.5 Order materials and services 104897








Process Element

IDHierarchy

ID10279 4.2.5 Order materials and services 104901























Process Element

IDHierarchy

ID10279 4.2.5 Order materials and services 104914






10280 4.2.7 Manage suppliers Cost Effectiveness 102863











Process Element

IDHierarchy

ID10280 4.2.7 Manage suppliers Cost Effectiveness 104480



10280 4.2.7 Manage suppliers Process Efficiency 104840




10338 4.5.1 Define logistics strategy Cost Effectiveness 101470



Process Element

IDHierarchy

ID10338 4.5.1 Define logistics strategy Cost Effectiveness 101542






10338 4.5.1 Define logistics strategy Process Efficiency 100648

10338 4.5.1 Define logistics strategy Process Efficiency 101224



Process Element

IDHierarchy

ID10339 4.5.2 Plan and manage inbound material flow Cost Effectiveness 101510

10339 4.5.2 Plan and manage inbound material flow Cost Effectiveness 101578






10339 4.5.2 Plan and manage inbound material flow Process Efficiency 103075



Process Element

IDHierarchy

ID10339 4.5.2 Plan and manage inbound material flow Process Efficiency 101235

10340 4.5.3 Operate warehousing Cost Effectiveness 102975









10340 4.5.3 Operate warehousing Cycle Time 103072



Process Element

IDHierarchy

ID10340 4.5.3 Operate warehousing Cycle Time 100677

10340 4.5.3 Operate warehousing Process Efficiency 100712













Process Element

IDHierarchy

ID10340 4.5.3 Operate warehousing Staff Productivity 100882

10340 4.5.3 Operate warehousing Staff Productivity 100888

10340 4.5.3 Operate warehousing 102067

10341 4.5.4 Operate outbound transportation Cost Effectiveness 100739









Process Element

IDHierarchy

ID10341 4.5.4 Operate outbound transportation Cost Effectiveness 103083






10341 4.5.4 Operate outbound transportation Cycle Time 100520

10341 4.5.4 Operate outbound transportation Process Efficiency 102597








Process Element

IDHierarchy

ID10341 4.5.4 Operate outbound transportation Process Efficiency 102375





10341 4.5.4 Operate outbound transportation 102592

10341 4.5.4 Operate outbound transportation 103081

10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 102959





Process Element

IDHierarchy

ID10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 103743







10342 4.5.5 Manage returns; manage reverse logistics Cycle Time 10315510342 4.5.5 Manage returns; manage reverse logistics Process Efficiency 102828

10342 4.5.5 Manage returns; manage reverse logistics Process Efficiency 104208




Process Element

IDHierarchy

ID10342 4.5.5 Manage returns; manage reverse logistics Process Efficiency 101913


10342 4.5.5 Manage returns; manage reverse logistics 102467















Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information



Process Element

IDHierarchy

ID10342 4.5.5 Manage returns; manage reverse logistics 102509




10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 101465









Process Element

IDHierarchy

ID10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 103585



10378 5.1 Develop customer care/customer service strategy Process Efficiency 100992

10378 5.1 Develop customer care/customer service strategy 104538

10379 5.2 Plan and manage customer service operations Cost Effectiveness 100012





Process Element

IDHierarchy

ID10379 5.2 Plan and manage customer service operations Cost Effectiveness 100403







Process Element

IDHierarchy








Process Element

IDHierarchy









Process Element

IDHierarchy











Process Element

IDHierarchy








Process Element

IDHierarchy


10379 5.2 Plan and manage customer service operations Cycle Time 103145







10379 5.2 Plan and manage customer service operations Process Efficiency 100389








Process Element

IDHierarchy

ID10379 5.2 Plan and manage customer service operations Process Efficiency 100729









Process Element

IDHierarchy














Process Element

IDHierarchy








10379 5.2 Plan and manage customer service operations Staff Productivity 104121

10379 5.2 Plan and manage customer service operations Staff Productivity 104123



Process Element

IDHierarchy

ID10379 5.2 Plan and manage customer service operations 104520

10379 5.2 Plan and manage customer service operations 104521









Process Element

IDHierarchy














Process Element

IDHierarchy











Process Element

IDHierarchy














Process Element

IDHierarchy















Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information




Process Element

IDHierarchy







10380 5.3 Process Efficiency 100495

10383 5.1.3 Establish service levels for customers Process Efficiency 103177

10387 5.2.1 Plan and manage customer service work force Process Efficiency 100735

10387 5.2.1 Plan and manage customer service work force Process Efficiency 100736

10410 6.2 Recruit, source, and select employees Cost Effectiveness 103877





Measure and evaluate customer service operations



Process Element

IDHierarchy

ID10410 6.2 Recruit, source, and select employees Cost Effectiveness 104060






Process Element

IDHierarchy

ID10410 6.2 Recruit, source, and select employees Cycle Time 100304

10410 6.2 Recruit, source, and select employees Cycle Time 100306



10410 6.2 Recruit, source, and select employees Process Efficiency 100869






10410 6.2 Recruit, source, and select employees Staff Productivity 101348



Process Element

IDHierarchy

ID10410 6.2 Recruit, source, and select employees Staff Productivity 100493

10410 6.2 Recruit, source, and select employees 101342













Process Element

IDHierarchy

ID10410 6.2 Recruit, source, and select employees 101805



















Process Element

IDHierarchy


















Process Element

IDHierarchy




10411 6.3 Develop and counsel employees Cost Effectiveness 100110







Process Element

IDHierarchy

ID10411 6.3 Develop and counsel employees Cost Effectiveness 100113








Process Element

IDHierarchy










Process Element

IDHierarchy





10411 6.3 Develop and counsel employees Cycle Time 100293



Process Element

IDHierarchy

ID10411 6.3 Develop and counsel employees Cycle Time 100295

10411 6.3 Develop and counsel employees Process Efficiency 100999



10411 6.3 Develop and counsel employees Staff Productivity 100484



10411 6.3 Develop and counsel employees 101644Supplemental Information



Process Element

IDHierarchy

ID10411 6.3 Develop and counsel employees 101646

10411 6.3 Develop and counsel employees 101777
















Process Element

IDHierarchy













Process Element

IDHierarchy











Process Element

IDHierarchy











Process Element

IDHierarchy



10412 6.5 Reward and retain employees Cost Effectiveness 103894









Process Element

IDHierarchy

ID10412 6.5 Reward and retain employees Cost Effectiveness 100314


10412 6.5 Reward and retain employees Cycle Time 100299

10412 6.5 Reward and retain employees Cycle Time 100302

10412 6.5 Reward and retain employees Process Efficiency 100324

10412 6.5 Reward and retain employees Process Efficiency 101137

10412 6.5 Reward and retain employees Staff Productivity 100492

10412 6.5 Reward and retain employees 100907






Process Element

IDHierarchy

ID10412 6.5 Reward and retain employees 101367
















Process Element

IDHierarchy

















Process Element

IDHierarchy








10413 6.6 Re-deploy and retire employees Cost Effectiveness 103878










Process Element

IDHierarchy

ID10413 6.6 Re-deploy and retire employees Cost Effectiveness 103962



10413 6.6 Re-deploy and retire employees Cycle Time 100298

10413 6.6 Re-deploy and retire employees Cycle Time 100301

10413 6.6 Re-deploy and retire employees Process Efficiency 101124

10413 6.6 Re-deploy and retire employees Staff Productivity 101276

10413 6.6 Re-deploy and retire employees Staff Productivity 100491



Process Element

IDHierarchy

ID10413 6.6 Re-deploy and retire employees 104714

10413 6.6 Re-deploy and retire employees 100041











Process Element

IDHierarchy















Process Element

IDHierarchy






10443 6.2.4 Manage new hire/re-hire Cycle Time 104723

10443 6.2.4 Manage new hire/re-hire Cycle Time 100571

10443 6.2.4 Manage new hire/re-hire Process Efficiency 100801








Process Element

IDHierarchy

ID10443 6.2.4 Manage new hire/re-hire Process Efficiency 100807






10443 6.2.4 Manage new hire/re-hire 102326

10443 6.2.4 Manage new hire/re-hire 101340

10469 6.3.1 Manage employee orientation and deployment Cost Effectiveness 104566





Process Element

IDHierarchy

ID10469 6.3.1 Manage employee orientation and deployment Cost Effectiveness 104571

10469 6.3.1 Manage employee orientation and deployment 104576

10470 6.3.2 Manage employee performance Cost Effectiveness 104567

10470 6.3.2 Manage employee performance Cost Effectiveness 104572

10470 6.3.2 Manage employee performance Cycle Time 104029

10470 6.3.2 Manage employee performance Cycle Time 104031




Process Element

IDHierarchy

ID10470 6.3.2 Manage employee performance Cycle Time 104033

10470 6.3.2 Manage employee performance Process Efficiency 102302



10470 6.3.2 Manage employee performance 104577

10472 6.3.3 Manage employee development Cost Effectiveness 104569

10472 6.3.3 Manage employee development Cost Effectiveness 104574




Process Element

IDHierarchy

ID10472 6.3.3 Manage employee development 104579

10473 6.3.4 Develop and train employees Cost Effectiveness 100823










Process Element

IDHierarchy

ID10473 6.3.4 Develop and train employees Cycle Time 104595

10473 6.3.4 Develop and train employees Cycle Time 100326



10473 6.3.4 Develop and train employees Process Efficiency 101040









Process Element

IDHierarchy

ID10473 6.3.4 Develop and train employees Process Efficiency 104586

10473 6.3.4 Develop and train employees Staff Productivity 104585

10473 6.3.4 Develop and train employees Staff Productivity 100488

10473 6.3.4 Develop and train employees 104580













Process Element

IDHierarchy

ID10473 6.3.4 Develop and train employees 104593


10493 6.3.4.4 102245

10493 6.3.4.4 102246

10493 6.3.4.4 102247

10493 6.3.4.4 102248

10493 6.3.4.4 102249

10493 6.3.4.4 102250

10493 6.3.4.4 102251

10493 6.3.4.4 102252

10493 6.3.4.4 102253

10493 6.3.4.4 102254



Develop, conduct, and manage employee and/or management training programs






















Process Element

IDHierarchy

ID10493 6.3.4.4 102780

10493 6.3.4.4 102783

10493 6.3.4.4 102786

10493 6.3.4.4 102789

10493 6.3.4.4 104597

10493 6.3.4.4 104598

10493 6.3.4.4 104599

10493 6.3.4.4 104600

10493 6.3.4.4 104601

10493 6.3.4.4 104602

10497 6.5.4 Administer Payroll Cost Effectiveness 104046

10497 6.5.4 Administer Payroll Cost Effectiveness 104047























Process Element

IDHierarchy

ID10497 6.5.4 Administer Payroll Process Efficiency 101082

10497 6.5.4 Administer Payroll Staff Productivity 100490

10513 6.6.2 Manage separation Cost Effectiveness 104147



10513 6.6.2 Manage separation Cycle Time 100523





10513 6.6.2 Manage separation Process Efficiency 101293




Process Element

IDHierarchy

ID10513 6.6.2 Manage separation Process Efficiency 101961







10513 6.6.2 Manage separation 104125






Process Element

IDHierarchy

ID10513 6.6.2 Manage separation 102616







10523 6.7.2 Manage employee inquiry process Cycle Time 100303











Process Element

IDHierarchy

ID10523 6.7.2 Manage employee inquiry process 101364

10523 6.7.2 Manage employee inquiry process 101400













Process Element

IDHierarchy

ID10523 6.7.2 Manage employee inquiry process 101792




10563 7.1 Manage the business of information technology Cost Effectiveness 101503












Process Element

IDHierarchy

ID10563 7.1 Manage the business of information technology Cycle Time 103433

10563 7.1 Manage the business of information technology Cycle Time 103437

10563 7.1 Manage the business of information technology Process Efficiency 100834



10563 7.1 Manage the business of information technology 102207











Process Element

IDHierarchy

ID10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 101483

10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 101618





10564 7.2 Develop and manage IT customer relationships Process Efficiency 100830



Process Element

IDHierarchy

ID10564 7.2 Develop and manage IT customer relationships Process Efficiency 101310

10564 7.2 Develop and manage IT customer relationships 102187



10565 7.4 Manage enterprise information Cost Effectiveness 103942

10565 7.4 Manage enterprise information Cycle Time 103459









Process Element

IDHierarchy

ID10565 7.4 Manage enterprise information Cycle Time 100375

10565 7.4 Manage enterprise information Process Efficiency 100825










10565 7.4 Manage enterprise information 104553Supplemental Information



Process Element

IDHierarchy

ID10565 7.4 Manage enterprise information 100967

10565 7.4 Manage enterprise information 102197

10565 7.4 Manage enterprise information 102734

10566 7.5 Cost Effectiveness 101482






10566 7.5 Cycle Time 103409



Develop and maintain information technology solutions









Process Element

IDHierarchy

ID10566 7.5 Cycle Time 103410

10566 7.5 Cycle Time 103412

10566 7.5 Cycle Time 103414

10566 7.5 Cycle Time 103416

10566 7.5 Cycle Time 103417

10566 7.5 Cycle Time 100335

10566 7.5 Cycle Time 100336

10566 7.5 Cycle Time 100348

10566 7.5 Cycle Time 100353

10566 7.5 Cycle Time 100357








Develop and maintain information technology solutionsDevelop and maintain information technology solutionsDevelop and maintain information technology solutionsDevelop and maintain information technology solutionsDevelop and maintain information technology solutionsDevelop and maintain information technology solutions




Process Element

IDHierarchy

ID10566 7.5 Process Efficiency 101307







10566 7.5 104554

10566 7.5 102631

10566 7.5 102731


Develop and maintain information technology solutionsDevelop and maintain information technology solutions

Develop and maintain information technology solutionsDevelop and maintain information technology solutions











Process Element

IDHierarchy

ID10566 7.5 102182

10566 7.5 104351

10566 7.5 100911

10566 7.5 100912

10566 7.5 100913

10566 7.5 100914

10566 7.5 100915

10566 7.5 100916

10566 7.5 100114

10567 7.6 Deploy information technology solutions Cost Effectiveness 101476






















Process Element

IDHierarchy

ID10567 7.6 Deploy information technology solutions Cost Effectiveness 101679




10567 7.6 Deploy information technology solutions Cycle Time 100342

10567 7.6 Deploy information technology solutions Cycle Time 100362

10567 7.6 Deploy information technology solutions Process Efficiency 100828




10567 7.6 Deploy information technology solutions 102177Supplemental Information



Process Element

IDHierarchy

ID10567 7.6 Deploy information technology solutions 102730

10567 7.6 Deploy information technology solutions 104555











Deliver and support information technology services




Deliver and support information technology servicesDeliver and support information technology servicesDeliver and support information technology services





Process Element

IDHierarchy

ID10568 7.7 Cycle Time 100333









Deliver and support information technology servicesDeliver and support information technology services










Process Element

IDHierarchy

ID10568 7.7 102729

10568 7.7 104556

10568 7.7 102172

10570 7.1.1 Develop the enterprise IT strategy Process Efficiency 104655






10575 7.1.5 Staff Productivity 104677










Evaluate and communicate IT business value and performanceEvaluate and communicate IT business value and performanceEvaluate and communicate IT business value and performance



Process Element

IDHierarchy

ID10578 7.2.1 Develop IT services and solutions strategy Cost Effectiveness 104672

10578 7.2.1 Develop IT services and solutions strategy Cycle Time 104643

10578 7.2.1 Develop IT services and solutions strategy Cycle Time 104644

10578 7.2.1 Develop IT services and solutions strategy Process Efficiency 104651




10578 7.2.1 Develop IT services and solutions strategy Staff Productivity 104678

10581 7.2.4 Manage IT customer satisfaction Cost Effectiveness 104673

10581 7.2.4 Manage IT customer satisfaction Process Efficiency 104649

10581 7.2.4 Manage IT customer satisfaction Process Efficiency 104650



Process Element

IDHierarchy

ID10581 7.2.4 Manage IT customer satisfaction Process Efficiency 104660

10581 7.2.4 Manage IT customer satisfaction Staff Productivity 104676







Develop information and content management strategies








Process Element

IDHierarchy

ID10583 7.4.1 Process Efficiency 101304

10583 7.4.1 101846

10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 101469











Process Element

IDHierarchy

ID10584 7.4.2 Define the enterprise information architecture Process Efficiency 101297

10584 7.4.2 Define the enterprise information architecture 101840

10585 7.4.3 Manage information resources Cost Effectiveness 101497









Process Element

IDHierarchy

ID10585 7.4.3 Manage information resources Process Efficiency 101315

10585 7.4.3 Manage information resources 101848

10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 102983









Process Element

IDHierarchy

ID10586 7.4.4 Perform enterprise data and content management Process Efficiency 101326

10586 7.4.4 Perform enterprise data and content management 101850

10587 7.5.1 Develop the IT development strategy Cost Effectiveness 104656

10587 7.5.1 Develop the IT development strategy Cost Effectiveness 104657

10590 7.5.4 Create IT services and solutions Cost Effectiveness 104662






Process Element

IDHierarchy

ID10590 7.5.4 Create IT services and solutions Cost Effectiveness 104674

10590 7.5.4 Create IT services and solutions Cycle Time 104645

10590 7.5.4 Create IT services and solutions Cycle Time 104646

10590 7.5.4 Create IT services and solutions Process Efficiency 104642

10590 7.5.4 Create IT services and solutions Staff Productivity 104679

10591 7.5.5 Maintain IT services and solutions Process Efficiency 104666



10599 7.7.5 Support IT services and solutions Cost Effectiveness 104675

10599 7.7.5 Support IT services and solutions Process Efficiency 104665

10599 7.7.5 Support IT services and solutions Process Efficiency 104669

10599 7.7.5 Support IT services and solutions Staff Productivity 104680



Process Element

IDHierarchy

ID10728 8.1 Perform planning and management accounting Cost Effectiveness 101606

10728 8.1 Perform planning and management accounting Process Efficiency 101172

10728 8.1 Perform planning and management accounting 102050

10729 8.2 Perform revenue accounting Cost Effectiveness 103514

10729 8.2 Perform revenue accounting Process Efficiency 101042




Process Element

IDHierarchy

ID10729 8.2 Perform revenue accounting 102017

10730 8.3 Perform general accounting and reporting Cost Effectiveness 103550






Process Element

IDHierarchy

ID10730 8.3 Perform general accounting and reporting Cost Effectiveness 103554



Process Element

IDHierarchy




Process Element

IDHierarchy


10730 8.3 Perform general accounting and reporting Cycle Time 100613

10730 8.3 Perform general accounting and reporting Process Efficiency 100981



Process Element

IDHierarchy

ID10730 8.3 Perform general accounting and reporting Process Efficiency 104843

10730 8.3 Perform general accounting and reporting 102048

10731 8.4 Manage fixed asset project accounting Process Efficiency 101161

10731 8.4 Manage fixed asset project accounting 102039





Process Element

IDHierarchy

ID10732 8.5 Process payroll Cost Effectiveness 100464

10732 8.5 Process payroll Cost Effectiveness 102720







Process Element

IDHierarchy

ID10732 8.5 Process payroll Cost Effectiveness 103951




10732 8.5 Process payroll Cycle Time 100152



Process Element

IDHierarchy

ID10732 8.5 Process payroll Process Efficiency 101106

10732 8.5 Process payroll Process Efficiency 101184

10732 8.5 Process payroll Staff Productivity 101372

10732 8.5 Process payroll Staff Productivity 100920

10732 8.5 Process payroll 102057Supplemental Information



Process Element

IDHierarchy

ID10732 8.5 Process payroll 103053Supplemental

Information



Process Element

IDHierarchy

ID10732 8.5 Process payroll 103379Supplemental

Information



Process Element

IDHierarchy

ID10733 8.6 Cost Effectiveness 104829


Process accounts payable and expense reimbursements




Process Element

IDHierarchy











Process Element

IDHierarchy





10733 8.6 102018









Process Element

IDHierarchy

ID10733 8.6 104823

10733 8.6 104826







Process Element

IDHierarchy

ID10733 8.6 104827

10733 8.6 104831







Process Element

IDHierarchy

ID10734 8.7 Manage treasury operations Cost Effectiveness 104806

10734 8.7 Manage treasury operations Cost Effectiveness 104893

10734 8.7 Manage treasury operations Cost Effectiveness 104816

10734 8.7 Manage treasury operations Process Efficiency 103152

10734 8.7 Manage treasury operations Process Efficiency 101167

10734 8.7 Manage treasury operations Staff Productivity 104617



10734 8.7 Manage treasury operations 104776

10734 8.7 Manage treasury operations 102045




Process Element

IDHierarchy

ID10735 8.8 Manage internal controls Cost Effectiveness 103051

10735 8.8 Manage internal controls Cost Effectiveness 103378




Process Element

IDHierarchy

ID10735 8.8 Manage internal controls Cost Effectiveness 104015





Process Element

IDHierarchy

ID10735 8.8 Manage internal controls Process Efficiency 101163

10735 8.8 Manage internal controls 102041

10736 8.9 Manage taxes Cost Effectiveness 104807

10736 8.9 Manage taxes Cost Effectiveness 104894

10736 8.9 Manage taxes Process Efficiency 101165

10736 8.9 Manage taxes 102043





Process Element

IDHierarchy

ID10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 101574

10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102988






Process Element

IDHierarchy

ID10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103812


10738 8.1.1 Perform planning/budgeting/forecasting Cycle Time 100160



10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 100892





10738 8.1.1 Perform planning/budgeting/forecasting 102027Supplemental Information



Process Element

IDHierarchy

ID10739 8.1.2 Perform cost accounting and control Cost Effectiveness 103065

10739 8.1.2 Perform cost accounting and control Cost Effectiveness 103067





Process Element

IDHierarchy

ID10739 8.1.2 Perform cost accounting and control Process Efficiency 101089

10739 8.1.2 Perform cost accounting and control 102059

10740 8.1.3 Perform cost management Cost Effectiveness 103385

10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 101555





Process Element

IDHierarchy

ID10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 103677





10741 8.1.4 Evaluate and manage financial performance Cycle Time 100616

10741 8.1.4 Evaluate and manage financial performance Cycle Time 100617



Process Element

IDHierarchy

ID10741 8.1.4 Evaluate and manage financial performance Cycle Time 100618

10741 8.1.4 Evaluate and manage financial performance Process Efficiency 101019

10741 8.1.4 Evaluate and manage financial performance Staff Productivity 103159

10741 8.1.4 Evaluate and manage financial performance 100684














Process Element

IDHierarchy

ID10741 8.1.4 Evaluate and manage financial performance 102009


10742 8.2.1 Process customer credit Cost Effectiveness 103010






10742 8.2.1 Process customer credit Cycle Time 100561





Process Element

IDHierarchy

ID10742 8.2.1 Process customer credit Process Efficiency 101078

10742 8.2.1 Process customer credit Process Efficiency 101114

10742 8.2.1 Process customer credit Staff Productivity 100878

10742 8.2.1 Process customer credit Staff Productivity 100902

10742 8.2.1 Process customer credit 102034

10743 8.2.2 Invoice customer Cost Effectiveness 102933





Process Element

IDHierarchy

ID10743 8.2.2 Invoice customer Cost Effectiveness 103343








10743 8.2.2 Invoice customer Cycle Time 100558

10743 8.2.2 Invoice customer Cycle Time 100164



Process Element

IDHierarchy

ID10743 8.2.2 Invoice customer Process Efficiency 101035

10743 8.2.2 Invoice customer Process Efficiency 102134



10743 8.2.2 Invoice customer Staff Productivity 101280

10743 8.2.2 Invoice customer Staff Productivity 101287

10743 8.2.2 Invoice customer 102157





10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 101581







Process Element

IDHierarchy

ID10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103005







Process Element

IDHierarchy

ID10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103845



10744 8.2.3 Process accounts receivable (AR) Cycle Time 100178

10744 8.2.3 Process accounts receivable (AR) Cycle Time 100581

10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101656









Process Element

IDHierarchy

ID10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101109


10744 8.2.3 Process accounts receivable (AR) Staff Productivity 101395



10744 8.2.3 Process accounts receivable (AR) 101278









Process Element

IDHierarchy

ID10744 8.2.3 Process accounts receivable (AR) 103340

10745 8.2.4 Manage and process collections Cost Effectiveness 102940








Process Element

IDHierarchy

ID10745 8.2.4 Manage and process collections Cost Effectiveness 103723




10745 8.2.4 Manage and process collections Process Efficiency 102155



10745 8.2.4 Manage and process collections Staff Productivity 104115

10745 8.2.4 Manage and process collections Staff Productivity 100796

10745 8.2.4 Manage and process collections 102013Supplemental Information



Process Element

IDHierarchy

ID10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 101562

10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 102937



10746 8.2.5 Manage and process adjustments/deductions Cycle Time 100628

10746 8.2.5 Manage and process adjustments/deductions Process Efficiency 101043

10746 8.2.5 Manage and process adjustments/deductions Staff Productivity 100880



Process Element

IDHierarchy

ID10746 8.2.5 Manage and process adjustments/deductions 102012

10747 8.3.1 Manage policies and procedures Cost Effectiveness 101593








Process Element

IDHierarchy

ID10747 8.3.1 Manage policies and procedures Cost Effectiveness 104845

10747 8.3.1 Manage policies and procedures Process Efficiency 101054

10747 8.3.1 Manage policies and procedures 104846

10747 8.3.1 Manage policies and procedures 102015





Process Element

IDHierarchy

ID10748 8.3.2 Perform general accounting Cost Effectiveness 101596

10748 8.3.2 Perform general accounting Cost Effectiveness 103059







Process Element

IDHierarchy

ID10748 8.3.2 Perform general accounting Cost Effectiveness 103056

10748 8.3.2 Perform general accounting Cycle Time 104615

10748 8.3.2 Perform general accounting Cycle Time 100625

10748 8.3.2 Perform general accounting Process Efficiency 100848




10748 8.3.2 Perform general accounting Staff Productivity 101330

10748 8.3.2 Perform general accounting Staff Productivity 100875



Process Element

IDHierarchy

ID10748 8.3.2 Perform general accounting 101827

10748 8.3.2 Perform general accounting 102025



10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 100456









Process Element

IDHierarchy

ID10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 102987









Process Element

IDHierarchy

ID10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103549







Process Element

IDHierarchy

ID10749 8.3.3 Perform fixed asset accounting Cycle Time 100591

10749 8.3.3 Perform fixed asset accounting Cycle Time 10059210749 8.3.3 Perform fixed asset accounting Cycle Time 100593

10749 8.3.3 Perform fixed asset accounting Process Efficiency 100734







10749 8.3.3 Perform fixed asset accounting Staff Productivity 101329



Process Element

IDHierarchy

ID10749 8.3.3 Perform fixed asset accounting Staff Productivity 100964

10749 8.3.3 Perform fixed asset accounting Staff Productivity 100965

10749 8.3.3 Perform fixed asset accounting 102022









Process Element

IDHierarchy

ID10749 8.3.3 Perform fixed asset accounting 104849

10750 8.3.4 Perform financial reporting Cost Effectiveness 101599







Process Element

IDHierarchy

ID10750 8.3.4 Perform financial reporting Cost Effectiveness 104469


10750 8.3.4 Perform financial reporting Cycle Time 100162





10750 8.3.4 Perform financial reporting Process Efficiency 101090



Process Element

IDHierarchy

ID10750 8.3.4 Perform financial reporting 102021

10750 8.3.4 Perform financial reporting 104852

10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 100008










Process Element

IDHierarchy

ID10751 8.4.1 Perform capital planning and project approval Cycle Time 10058610751 8.4.1 Perform capital planning and project approval Process Efficiency 101086

10751 8.4.1 Perform capital planning and project approval Process Efficiency 100009

10751 8.4.1 Perform capital planning and project approval 102019

10752 8.4.2 Perform capital project accounting Cost Effectiveness 101577






10752 8.4.2 Perform capital project accounting Process Efficiency 100896




Process Element

IDHierarchy

ID10752 8.4.2 Perform capital project accounting Process Efficiency 101088

10752 8.4.2 Perform capital project accounting 102020

10753 8.5.1 Report time Cost Effectiveness 103022







10753 8.5.1 Report time Cycle Time 100540




Process Element

IDHierarchy

ID10753 8.5.1 Report time Process Efficiency 101130

10753 8.5.1 Report time Process Efficiency 101134





10753 8.5.1 Report time Staff Productivity 101422

10753 8.5.1 Report time 102037

10753 8.5.1 Report time 102389

10754 8.5.2 Manage pay Cost Effectiveness 101602






Process Element

IDHierarchy

ID10754 8.5.2 Manage pay Cost Effectiveness 102957





10754 8.5.2 Manage pay Cycle Time 100529







Process Element

IDHierarchy

ID10754 8.5.2 Manage pay Cycle Time 100549

10754 8.5.2 Manage pay Process Efficiency 101057








10754 8.5.2 Manage pay Staff Productivity 101334

10754 8.5.2 Manage pay Staff Productivity 101370



Process Element

IDHierarchy

ID10754 8.5.2 Manage pay 102014

10754 8.5.2 Manage pay 100390

10754 8.5.2 Manage pay 102385

10755 8.5.3 Process payroll taxes Cost Effectiveness 103019









Process Element

IDHierarchy

ID10755 8.5.3 Process payroll taxes Cost Effectiveness 103885


10755 8.5.3 Process payroll taxes Cycle Time 100534

10755 8.5.3 Process payroll taxes Process Efficiency 101120

10755 8.5.3 Process payroll taxes Process Efficiency 101128

10755 8.5.3 Process payroll taxes 102007

10755 8.5.3 Process payroll taxes 102387

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 100451






Process Element

IDHierarchy

ID10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103336









Process Element

IDHierarchy

ID10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103835








Process Element

IDHierarchy

ID10756 8.6.1 Process accounts payable (AP) Cycle Time 104923

10756 8.6.1 Process accounts payable (AP) Cycle Time 100575




10756 8.6.1 Process accounts payable (AP) Process Efficiency 102136










Process Element

IDHierarchy

ID10756 8.6.1 Process accounts payable (AP) Process Efficiency 102163



10756 8.6.1 Process accounts payable (AP) Staff Productivity 101290



10756 8.6.1 Process accounts payable (AP) 101285









Process Element

IDHierarchy

ID10756 8.6.1 Process accounts payable (AP) 104612


















Process Element

IDHierarchy

ID10757 8.6.2 Process expense reimbursements Cost Effectiveness 102850

10757 8.6.2 Process expense reimbursements Cost Effectiveness 103013






Process Element

IDHierarchy

ID10757 8.6.2 Process expense reimbursements Cost Effectiveness 103865









Process Element

IDHierarchy

ID10757 8.6.2 Process expense reimbursements Cycle Time 100587

10757 8.6.2 Process expense reimbursements Process Efficiency 101119




10757 8.6.2 Process expense reimbursements Staff Productivity 101419

10757 8.6.2 Process expense reimbursements Staff Productivity 100952

10757 8.6.2 Process expense reimbursements 100955







Process Element

IDHierarchy

ID10757 8.6.2 Process expense reimbursements 104610



10759 8.7.2 Manage cash Cost Effectiveness 104814

10759 8.7.2 Manage cash Cost Effectiveness 104815

10759 8.7.2 Manage cash Cycle Time 100171



10759 8.7.2 Manage cash Staff Productivity 104810






Process Element

IDHierarchy

ID10759 8.7.2 Manage cash Staff Productivity 104811



10762 8.8.1 Establish internal controls policies and procedures Cost Effectiveness 102918





10762 8.8.1 Establish internal controls policies and procedures Process Efficiency 101018



Process Element

IDHierarchy

ID10762 8.8.1 Establish internal controls policies and procedures 102006

10762 8.8.1 Establish internal controls policies and procedures 102112













Process Element

IDHierarchy











Process Element

IDHierarchy






10763 8.8.2 Cycle Time 100140









Process Element

IDHierarchy

ID10763 8.8.2 Cycle Time 100144

10763 8.8.2 Cycle Time 100148

10763 8.8.2 Cycle Time 100608






10763 8.8.2 102398

10763 8.8.2 102401



Operate controls and monitor compliance with internal controls policies and proceduresOperate controls and monitor compliance with internal controls policies and procedures









Process Element

IDHierarchy

ID10763 8.8.2 103173

10763 8.8.2 101912

10763 8.8.2 102016

10764 8.8.3 Report on internal controls compliance Cost Effectiveness 101584




10764 8.8.3 Report on internal controls compliance Process Efficiency 102391

10764 8.8.3 Report on internal controls compliance Process Efficiency 101125









Process Element

IDHierarchy

ID10764 8.8.3 Report on internal controls compliance 101459

10764 8.8.3 Report on internal controls compliance 101533



10876 8.6.1.9.7 Process payments Process Efficiency 104604

11208 8.7.6 Monitor and execute risk and hedging transactions Cost Effectiveness 104817

11208 8.7.6 Monitor and execute risk and hedging transactions Staff Productivity 104821

11208 8.7.6 Monitor and execute risk and hedging transactions Staff Productivity 104813

11216 10.4 Manage business resiliency Cost Effectiveness 101494






Process Element

IDHierarchy

ID11216 10.4 Manage business resiliency Cost Effectiveness 101697




11216 10.4 Manage business resiliency Cycle Time 103439







Process Element

IDHierarchy

ID11216 10.4 Manage business resiliency Process Efficiency 100831

11216 10.4 Manage business resiliency Process Efficiency 101318

11216 10.4 Manage business resiliency 102192



12658 4.4.10 Manage warranties Cost Effectiveness 104854

12658 4.4.10 Manage warranties Cycle Time 104855

12658 4.4.10 Manage warranties Process Efficiency 104856









Process Element

IDHierarchy

ID12658 4.4.10 Manage warranties Process Efficiency 104887

12658 4.4.10 Manage warranties 104889

12669 4.4.10.2 Process warranty claims Cost Effectiveness 104861








Process Element

IDHierarchy

ID12669 4.4.10.2 Process warranty claims Cost Effectiveness 104866







12669 4.4.10.2 Process warranty claims Cycle Time 104870



Process Element

IDHierarchy

ID12669 4.4.10.2 Process warranty claims Process Efficiency 104871

12669 4.4.10.2 Process warranty claims Process Efficiency 104872









Process Element

IDHierarchy

ID12669 4.4.10.2 Process warranty claims Process Efficiency 104879









Metric name Formula Unitsnew businesses

new businesses

percent

percent

dollars

dollars

dollars

dollars

dollars

Number of new businesses launched over the past three reporting periods per $1 billion revenue

Number of new businesses/services launched over the past three years / (Total business entity revenue * 0.000000001)

Number of new businesses launched over the past three reporting periods per $100 million R&D spend

Number of new businesses/services launched over the past three years / (Research and development (R&D) costs over the past three reporting periods * 0.000000010)

Engineering change order (ECO) costs as a percentage of the total new product development cost

Engineering change-order costs as a percentage of total new product development costs

Compound annual growth rate of R&D costs over the past three reporting periods

(((Costs of research and development (R&D) / Research and development (R&D) costs over the past three reporting periods) ^ 0.3333) - 1) * 100.0

Cost of existing product/service extension opportunities per $1,000 revenue

Cost of new product/service opportunities from existing product/service extensions / (Total business entity revenue * 0.0010)

Cost of existing product/service extension opportunities per product/service extensions opportunity

Cost of new product/service opportunities from existing product/service extensions / Number of product/service opportunities that are existing product/service extensions

Cost of existing product/service improvement opportunities per $1,000 revenue

Cost of new product/service opportunities from existing product/service improvements / (Total business entity revenue * 0.0010)

Cost of existing product/service improvement opportunities per product/service improvement opportunity

Cost of new product/service opportunities from existing product/service improvements / Number of product/service opportunities that are existing product/service improvements

Cost of new product/service development opportunities per $1,000 revenue

Cost of new product/service opportunities from new product/service developments / (Total business entity revenue * 0.0010)


Metric name Formula Unitsdollars

percent

dollars

dollars

dollars

dollars

Cost of new product/service development opportunities per new product/service opportunity

Cost of new product/service opportunities from new product/service developments / Number of product/service opportunities that are new product/service developments

Budget for research and development (R&D) as a percentage of revenue

(Budget for research and development (R&D) / Total business entity revenue) * 100.0

Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service extension projects

Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service extension projects

Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service extension projects per $1,000 revenue

Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service extension projects / (Total business entity revenue * 0.0010)

Average project cost of existing product/service improvements and extensions from start of design and develop product/service process through support product manufacturing or service delivery process

Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service improvement projects

Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service improvement projects per $1,000 revenue

Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service improvement projects / (Total business entity revenue * 0.0010)



dollars

percent

dollars

dollars

dollars

dollars

dollars

Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for new product/service development projects per $1,000 revenue

Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for new product/service development projects / (Total business entity revenue * 0.0010)

Average project cost of new product/service developments from start of design and develop product/service process through support product manufacturing or service delivery process

Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for new product/service development projects

Percentage growth in R&D cost over the past three reporting periods

((Costs of research and development (R&D) - Research and development (R&D) costs over the past three reporting periods) / Research and development (R&D) costs over the past three reporting periods) * 100.0

Other cost to generate new product/service ideas per new product/service opportunity

Costs other than personnel, systems, overhead, and outsourced to generate new product/service ideas / Total number of product/service opportunities

Other cost of the process "support product manufacturing or service delivery" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to support product manufacturing or service delivery / (Total business entity revenue * 0.0010)

Outsourced cost to generate new product/service ideas per new product/service opportunity

Outsourced cost to generate new product/service ideas / Total number of product/service opportunities

Outsourced cost of the process "support product manufacturing or service delivery" per $1,000 revenue

Outsourced cost to support product manufacturing or service delivery / (Total business entity revenue * 0.0010)

Overhead cost to generate new product/service ideas per new product/service opportunity

Overhead cost to generate new product/service ideas / Total number of product/service opportunities



percent

percent

dollars

dollars

dollars

dollars

dollars

dollars

dollars

Overhead cost of the process "support product manufacturing or service delivery" per $1,000 revenue

Overhead cost to support product manufacturing or service delivery / (Total business entity revenue * 0.0010)

Percentage of R&D cost related to new product development projects

Percentage of research and development (R&D) cost related to new product development projects

Percentage of R&D cost related to product improvements and extensions

(100 - Percentage of research and development (R&D) cost related to new product development projects)

Personnel cost to generate new product/service ideas per new product/service opportunity

Personnel cost to generate new product/service ideas / Total number of product/service opportunities

Personnel cost of the process "support product manufacturing or service delivery" per $1,000 revenue

Personnel cost to support product manufacturing or service delivery / (Total business entity revenue * 0.0010)

Research and development (R&D) budget per R&D FTE

Budget for research and development (R&D) / Number of FTEs who perform research and development (R&D)

Research and development (R&D) cost per $1,000 revenue

Costs of research and development (R&D) / (Total business entity revenue * 0.0010)

Research and development (R&D) cost related to new product development projects per $1,000 revenue

((Percentage of research and development (R&D) cost related to new product development projects * 0.010) * Costs of research and development (R&D)) / (Total business entity revenue * 0.001)

Research and development (R&D) cost related to product improvements and extensions per $1,000 revenue

((Percentage of research and development (R&D) cost related to new product development projects * -0.01 + 1) * Costs of research and development (R&D)) / (Total business entity revenue * 0.0010)

Systems cost to generate new product/service ideas per new product/service opportunity

Systems cost to generate new product/service ideas / Total number of product/service opportunities



dollars

dollars

dollars

dollars

dollars

percent

percent

dollars

Systems cost of the process "support product manufacturing or service delivery" per $100,000 revenue

Systems cost to support product manufacturing or service delivery / (Total business entity revenue * 0.000010)

Systems cost to support product manufacturing or service delivery per project that exits or completes the test market products/services phase

Systems cost to support product manufacturing or service delivery / Number of projects that exit or complete the test market products/services phase

Total cost to generate new product/service ideas per concept in the pre-design phase that is an existing product/service improvement or extension

Total cost to generate new product/service ideas / Number of concepts in the pre-design phase that are existing product/service improvements and extensions

Total cost to generate new product/service ideas concept in the pre-design phase that is a new product/service development

Total cost to generate new product/service ideas / Number of concepts in the pre-design phase that are new product/service developments

Total cost of the process "support product manufacturing or service delivery" per $1,000 revenue

Total cost to support product manufacturing or service delivery / (Total business entity revenue * 0.0010)

Total cost of the product development function per $1,000 revenue

(Total cost to generate new product/service ideas + Total cost to design and develop products/services + Total cost to test market products/services + Total cost to support product manufacturing or service delivery) / (Total business entity revenue * 0.0010)

Total R&D cost as a percentage of revenue for the current reporting period

(Costs of research and development (R&D) / Total business entity revenue) * 100.0

Total R&D cost as a percentage of revenue over the past three reporting periods

(Research and development (R&D) costs over the past three reporting periods / Total revenue over the past three reporting periods) * 100.0

Total R&D cost per $1,000 revenue over the past three reporting periods

Research and development (R&D) costs over the past three reporting periods / (Total revenue over the past three reporting periods * 0.0010)



days

days

months

days

Average design cycle time in days for all products Average design cycle time in days for all products days

days

days

days

Total R&D cost per business entity employee for the current reporting period

Costs of research and development (R&D) / Number of business entity employees

Average time-to-market in days for existing product/service extension projects

Average time-to-market in days from the start of the design and develop products/services process until the existing product/service extension project is ready for sale

Time-to-market in days for existing product/service improvement and extension projects

Average time-to-market in days from the start of the design and develop products/services process until the existing product/service improvement project is ready for sale

Average time-to-profitability in months for existing product/service extension projects

Average time-to-profitability in months for existing product/service extension projects

Time-to-market in days for new product/service development projects

Average time-to-market in days from the start of the design and develop products/services process until the new product/service development project ready for sale

Cycle time in days from the start of the design and develop products/services process through the completion of the test market for products/services for existing product/service extension projects

Cycle time in days from the start of the design and develop products/services process through the completion of the test market for products/services for existing product/service extension projects

Cycle time in days from start of design and develop product/service through completion of test market product/service for existing product/service improvement and extension projects

Cycle time in days from the start of the design and develop products/services process through the completion of the test market products/services process for existing product/service improvement projects

Cycle time in days from start of design and develop product/service through completion of test market product/service for new product/service development projects

Cycle time in days from the start of the design and develop products/services process through the completion of the test market products/services process for new product/service development projects


Metric name Formula UnitsAverage time-to-market in days for all products days

months

months

concepts

hours

hours

hours

percent

percent

percent

hours

hours

Average time-to-market in days for all products (including product improvements and extensions)

Average time-to-profitability in months for existing product/service improvement and extension projects

Average time-to-profitability in months for existing product/service improvement projects

Average time-to-profitability in months for new product/service development projects

Average time-to-profitability in months for new product/service development projects

Number of concepts in the pre-design phase that are existing product/service improvements and extensions per $1,000 revenue

Number of concepts in the pre-design phase that are existing product/service improvements and extensions / (Total business entity revenue * 0.0010)

Average generate new ideas hours for existing product/service extension projects

Average number of hours to generate new product/service ideas for existing product/service extension projects

Average generate new ideas hours for existing product/service improvement projects

Average number of hours to generate new product/service ideas for existing product/service improvement projects

Average generate new ideas hours for new product/service development projects

Average number of hours to generate new product/service ideas for new product/service development projects

Average percentage variance from budget for existing product/service extension projects

Average percentage variance from budget for existing product/service extension projects

Average percentage variance from budget for existing product/service improvement projects

Average percentage variance from budget for existing product/service improvement projects

Average percentage variance from budget for new product/service development projects

Average percentage variance from budget for new product/service development projects

Average design and develop hours for existing product/service extension projects

Average number of hours to design and develop products/services for existing product/service extension projects

Average design and develop hours for existing product/service improvement projects

Average number of hours to design and develop products/services for existing product/service improvement projects


Metric name Formula Unitshours

FTEs

FTEs

FTEs

FTEs

FTEs

FTEs

projects

projects

projects

percent

Average design and develop hours for new product/service development projects

Average number of hours to design and develop products/services for new product/service development projects

Average team size in FTEs for existing product/service extension projects per $1 billion revenue

Average team size in FTEs for existing product/service extension projects / (Total business entity revenue * 0.000000001)

Average team size in FTEs for existing product/service extension projects

Average team size in FTEs for existing product/service extension projects

Average team size in FTEs for existing product/service improvement projects per $1 billion revenue

Average team size in FTEs for existing product/service improvement projects / (Total business entity revenue * 0.000000001)

Average team size in FTEs for existing product/service improvement projects

Average team size in FTEs for existing product/service improvement projects

Average team size in FTEs for new product/service development projects per $1 billion revenue

Average team size in FTEs for new product/service development projects / (Total business entity revenue * 0.000000001)

Average team size in FTEs for new product/service development projects

Average team size in FTEs for new product/service development projects

Ratio of the number of projects to concepts in the pre-design phase for existing product/service extensions and improvements

Number of projects that are existing product/service improvements and extensions / Number of concepts in the pre-design phase that are existing product/service improvements and extensions

Ratio of the number of projects to concepts in the pre-design phase for new product/service developments

Number of projects that are new product/service developments / Number of concepts in the pre-design phase that are new product/service developments

Ratio of the total numbers of projects to pre-design concepts

Total number of projects / Total number of concepts in the pre-design phase

Research and development (R&D) FTEs as a percentage of total business entity FTEs

(Number of FTEs who perform research and development (R&D) / Number of business entity FTEs) * 100.0


Metric name Formula Unitspercent

Percentage of new ideas from internal sources percent

extensions

percent

percent

percent

percent

percent

percent

percent

projects

FTEs

FTEs

Percentage of revenue from product/services launched in the past year

Percentage of revenue from products/services launched in the last 12-month reporting period

Percentage of new idea development from internal sourcesNumber of product/service extensions generated per $1,000 revenue

Number of product/service opportunities that are existing product/service extensions / (Total business entity revenue * 0.0010)

Percentage of new product/service development projects launched on budget

Percentage of new product/service development projects launched on budget

Percentage of new product/service development projects launched on time

Percentage of new product/service development projects launched on time

Percentage of product/service development projects launched as commercial products/services annually

Percentage of new product/service development projects that are commercially launched

Percentage of existing product/service extension projects launched on budget

Percentage of existing product/service extension projects launched on budget

Percentage of existing product/service extension projects launched on time

Percentage of existing product/service extension projects launched on time

Percentage of existing product/service improvement and extension projects launched on budget

Percentage of existing product/service improvement projects launched on budget

Percentage of existing product/service improvement and extension projects launched on time

Percentage of existing product/service improvement projects launched on time

Number of existing product/service improvement and extension projects per $1 billion revenue

Number of projects that are existing product/service improvements and extensions / (Total business entity revenue * 0.000000001)

Number of FTEs for the process "support product manufacturing or service delivery" per $1 billion revenue

Number of FTEs who support product manufacturing or service delivery / (Total business entity revenue * 0.000000001)

Number of FTEs in the product development function per $1 billion revenue

Number of FTEs who develop and manage products and services / (Total business entity revenue * 0.000000001)


Metric name Formula Unitsconcepts

projects

opportunities

improvements

extensions

projects

concepts

Number of concepts in the pre-design phase that are new product/service developments per $100,000 revenue

Number of concepts in the pre-design phase that are new product/service developments / (Total business entity revenue * 0.000010)

Number of new product/service development projects per $1 billion revenue

Number of projects that are new product/service developments / (Total business entity revenue * 0.000000001)

Number of new product/service opportunities generated per $1,000 revenue

Number of product/service opportunities that are new product/service developments / (Total business entity revenue * 0.0010)

Number of product/service improvements generated per $1,000 revenue

Number of product/service opportunities that are existing product/service improvements / (Total business entity revenue * 0.0010)

Number of product/service extensions generated per generate new product/service ideas FTE

Number of product/service opportunities that are existing product/service extensions / Number of FTEs who generate new product/service ideas

Number of new product/service development projects per FTE involved from the start of the design and develop products/services process through the support product manufacturing or service delivery process

Number of projects that are new product/service developments / (((Percentage of FTEs who develop and manage products and services who design and develop products/services + Percentage of FTEs who develop and manage products and services who test market products/services + Percentage of FTEs who develop and manage products and services who support product manufacturing or service delivery)*Number of FTEs who develop and manage products and services)/100)

Number of new product/service development concepts per generate new product/service ideas FTE

Number of product/service opportunities that are new product/service developments / Number of FTEs who generate new product/service ideas


Metric name Formula Unitsimprovements

percent

projects

concepts

FTEs

Percentage of new ideas from external sources Percentage of new ideas from external sources percent

percent

Number of product/service improvements generated per generate new product/service ideas FTE

Number of product/service opportunities that are existing product/service improvements / Number of FTEs who generate new product/service ideas

Percentage of employees tasked with at least one innovation goal

Percentage of employees tasked with at least one innovation goal

Number of existing product/service improvement and extension projects per FTE involved from the start of the design and develop products/services process through the support product manufacturing or service delivery process

Number of projects that are existing product/service improvements and extensions / (((Percentage of FTEs who develop and manage products and services who design and develop products/services + Percentage of FTEs who develop and manage products and services who test market products/services + Percentage of FTEs who develop and manage products and services who support product manufacturing or service delivery)*Number of FTEs who develop and manage products and services)/100)

Number of existing product/service improvement and extension concepts per generate new product/service ideas FTE

Number of concepts in the pre-design phase that are existing product/service improvements and extensions / ((Number of FTEs who develop and manage products and services * Percentage of FTEs who develop and manage products and services who generate new product/service ideas) * 0.010)

Number of research and development (R&D) FTEs per $1 billion revenue

Number of FTEs who perform research and development (R&D) / (Total business entity revenue * .000000001)

Percentage of external ideas from clients/customers

Percentage of external ideas from clients/customers


Metric name Formula UnitsPercentage of external ideas from competitors Percentage of external ideas from competitors percent

Percentage of external ideas from consultants Percentage of external ideas from consultants percent

Percentage of external ideas from other sources Percentage of external ideas from other sources percent

Percentage of external ideas from partners Percentage of external ideas from partners percent

Percentage of external ideas from suppliers Percentage of external ideas from suppliers percent

percent

percent

percent

percent

Customer retention rate Customer retention rate for all customers percent

percent

percent

Percentage of total innovation spend allocated to enhancements to existing products/processes/business models

Percentage of total innovation spend allocated to enhancements to existing products/processes/business models

Percentage of total innovation spend allocated to major extensions to existing products/processes/business models

Percentage of total innovation spend allocated to major extensions to products/processes/business models

Percentage of total innovation spend allocated to new or white space opportunities

Percentage of total innovation spend allocated to new or white space opportunities

Percentage of total innovation spend allocated to categories other than enhancements, extensions, and new or white space opportunities

Percentage of total innovation spend allocated to other categories

Percentage of active customers who transact via an electronic marketplace

Percentage of active customers who transact via an electronic marketplace

Percentage of customer accounts set up for electronic data interchange (EDI)

(Customer accounts set up for EDI to submit sales orders / Number of customers in the customer master file) * 100.0



dollars

Customer retention rate over the past three years percent

FTEs

Number of sales FTEs per $1 billion in revenue FTEs

Net Promoter Score Net Promoter Score percent

percent

percent

percent

percent

percent

percent

Marketing, sales, and R&D FTEs as a percentage of total business entity FTEs

((Number of FTEs who perform the marketing function + Number of FTEs who perform the sales function + Number of FTEs who perform research and development (R&D)) / Number of business entity FTEs) * 100.0

Value of sales order line items not fulfilled due to stockouts per $1 million revenue

Total value of sales order line items lost due to lack of production capacity/stockouts / (Total business entity revenue * 0.0000010)

Customer retention rate for all customers over the past three reporting periodsNumber of marketing FTEs per $1 billion in revenue

Number of FTEs who perform the marketing function / (Total business entity revenue * 0.000000001)

Number of FTEs who perform the sales function / (Total business entity revenue * 0.000000001)

Percentage of customers targeted through campaigns using the website channel

Percentage of customers targeted through campaigns using the website channel

Percentage of customers targeted through campaigns using the mobile application channel

Percentage of customers targeted through campaigns using the mobile application channel

Percentage of customers targeted through campaigns using the search engine marketing channel

Percentage of customers targeted through campaigns using the search engine marketing channel

Percentage of customers targeted through campaigns using the social media channel

Percentage of customers targeted through campaigns using the social media channel

Percentage of customers targeted through campaigns using the traditional face-to-face contact channel

Percentage of customers targeted through campaigns using the traditional face-to-face contact channel

Percentage of customers targeted through campaigns using the direct mail channel

Percentage of customers targeted through campaigns using the direct mail channel



percent

percent

percent

percent

percent

percent

percent

percent

percent

percent

Percentage of active customers that are profitable Percentage of active customers that are profitable percent

Cost of goods sold as a percentage of revenue percent

percent

Percentage of customers targeted through campaigns using the indirect marketing channel

Percentage of customers targeted through campaigns using the indirect marketing channel

Revenue received from orders through a direct connection to the system as a percentage of total business entity revenue

(Revenue received from orders through a direct connection to the system / Total business entity revenue) * 100.0

Revenue received from EDI orders as a percentage of total business entity revenue

(Revenue received from EDI orders / Total business entity revenue) * 100.0

Revenue received from email orders as a percentage of total business entity revenue

(Revenue received from email orders / Total business entity revenue) * 100.0

Revenue received from fax and mail orders as a percentage of total business entity revenue

(Revenue received from fax and mail orders / Total business entity revenue) * 100.0

Revenue received from internet orders as a percentage of total business entity revenue

(Revenue received from internet orders / Total business entity revenue) * 100.0

Revenue received from orders through other methods as a percentage of total business entity revenue

(Revenue received from orders through other methods / Total business entity revenue) * 100.0

Revenue received from telephone orders as a percentage of total business entity revenue

(Revenue received from telephone orders / Total business entity revenue) * 100.0

Revenue received from WAP orders as a percentage of total business entity revenue

(Revenue received from WAP orders / Total business entity revenue) * 100.0

Revenue received from internet orders, WAP orders, EDI orders, and orders from a direct connection to the system as a percentage of total business entity revenue

((Revenue received from internet orders + Revenue received from WAP orders + Revenue received from EDI orders + Revenue received from orders through a direct connection to the system) / Total business entity revenue) * 100.0

Marketing FTEs as a percentage of total business entity FTEs

(Number of FTEs who perform the marketing function/Number of business entity FTEs)*100

(Cost of goods sold (COGS) /Total business entity revenue) * 100

Inventory carrying cost as a percentage of inventory value

Inventory carrying cost as a percentage of average inventory value


Metric name Formula UnitsSupply chain management cost per sales order dollars

dollars

dollars

dollars

dollars

days

Cash-to-cash cycle time in days Cash-to-cash cycle time in days daysCustomer order cycle time in days days

Delivery retail cycle time in days Delivery retail cycle time in days daysEngineer-to-order manufacture cycle time in hours hours

Finished goods inventory days of supply days

Finished goods inventory turns Finished goods inventory turn rate turns

percent

Total inventory turns Total inventory turns rate turns

Supply chain management costs / Number of sales orders placed

Total supply chain management cost per sales order line item

Supply chain management costs / Number of sales order line items

Total cost of the supply chain function "Deliver products and services" per $1 billion revenue

Total cost of the supply chain function / (Total business entity revenue * .000000001)

Total cost of the supply chain function "Deliver products and services" per $1,000 revenue

Total cost of the supply chain function / (Total business entity revenue * .001)

Total cost to perform the supply chain function per sales order

Total cost of the supply chain function / Number of sales orders placed

Primary product standard customer lead time in days

Primary product standard customer lead time in days

Cycle time in days from a customer's placing a primary product/service order to the product/service's delivery

(Maximum elapsed time it takes to engineer, select, and negotiate with suppliers and order materials for customized configuration of non-standard items (capability model engineer-to-order only) + Primary product manufacturing cycle time in hours)

(Finished goods inventory days of supply + Field finished goods inventory days of supply)

Cost of work-in-process (WIP) damaged during handling or storage as a percentage of total material cost

Costs of WIP damaged in handling or storage as a percentage of total material costs


Metric name Formula UnitsPerfect order performance Perfect order performance percent

Return on assets (Net income / Total asset value) * 100.0 percent

Shrinkage as a percentage of revenue percent

Raw material inventory turns Raw material inventory turn rate turns

percent

percent

percent

products (SKUs)

Inventory days of supply Inventory days of supply days

Supply chain revenue per $1,000 revenue dollars

dollars

dollars

(Value of your business entity's shrinkage / Total business entity revenue) * 100

Average monthly national forecast error measured by the mean absolute percentage error (MAPE)

Average monthly national forecast error measured by the mean absolute percentage error (MAPE)

Average monthly product family logistics forecast error (mean absolute percentage error, MAPE)

Average monthly product family logistics forecast error

Average monthly shipping location forecast error measured by the mean absolute percentage error (MAPE)

Average monthly shipping location forecast error measured by the mean absolute percentage error (MAPE)

Number of products (SKUs) per FTE performing the process group "Plan for and align supply chain resources"

Products (SKUs) supported/managed / Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)"

Supply chain revenue / (Total business entity revenue * 0.0010)

Other cost of the process "service customers" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "service customers" / (Total business entity revenue * 0.0010)

Outsourced cost of the process "service customers" per $1,000 revenue

Outsourced cost to perform the process "service customers" / (Total business entity revenue * 0.0010)



dollars

percent

dollars

dollars

dollars

dollars

Overhead cost of the process "service customers" per $1,000 revenue

Overhead cost to perform the process "service customers" / (Total business entity revenue * 0.0010)

Personnel cost of the process "service customers" per $1,000 revenue

Personnel cost to perform the process "service customers" / (Total business entity revenue * 0.0010)

Systems cost of the customer order management function as a percentage of the total cost of the function

((Systems cost to perform the process "develop customer care/customer service strategy" + Systems cost to perform the process "manage sales orders" + Systems cost to perform the process "service customers" + Systems cost to perform the process "manage returns; manage reverse logistics") / (Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics")) * 100.0

Systems cost of the process "service customers" per $100,000 revenue

Systems cost to perform the process "service customers" / (Total business entity revenue * 0.000010)

Total cost of the process "service customers" per "service customers" FTE

Total cost to perform the process "service customers" / Number of FTEs who perform the process "service customers"

Total cost of the process "service customers" per $1,000 revenue

Total annual cost to serve customers, including customer support, warranty costs, and allocation of relevant personnel and IT /(Total business entity revenue*.0010)

Total cost of the process "service customers" per sales order

Total cost to perform the process "service customers" / Number of sales orders placed



dollars

dollars

dollars

dollars

Total cost of the process "service customers" per sales order line item

Total cost to perform the process "service customers" / Number of sales order line items

Other cost of the processes "manage sales orders", "manage customer requests/inquiries", and "manage customer complaints" per $1,000 revenue

(Total annual cost for the process "manage sales orders" for the category "Other cost" + Costs other than personnel, systems, overhead, and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)

Other cost of the processes "manage sales orders", "manage customer requests/inquiries", and "manage customer complaints" per active customer

(Total annual cost for the process "manage sales orders" for the category "Other cost" + Costs other than personnel, systems, overhead, and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active

Overhead cost of the processes "manage sales orders", "manage customer requests/inquiries", and "manage customer complaints" per $1,000 revenue

(Total annual cost for the process "manage sales orders" for the category "Overhead cost (direct and/or allocated to the business entity)" + Overhead cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)

Overhead cost of the processes "manage sales orders", "manage customer requests/inquiries", and "manage customer complaints" per active customer

(Total annual cost for the process "manage sales orders" for the category "Overhead cost (direct and/or allocated to the business entity)" + Overhead cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active


Metric name Formula UnitsFTEs

dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

Number of FTEs that perform the process "service customers" per $1 billion revenue

Number of FTEs who perform the process "service customers" / (Total business entity revenue * 0.000000001)

Total budget for the HR function per $1,000 revenue

Budget to perform the function "develop and manage human capital" / (Total business entity revenue*.001)

Total budget for the HR function per business entity FTE

Budget to perform the function "develop and manage human capital" / Number of business entity FTEs

Budget for the HR function per business entity employee

Budget to perform the function "develop and manage human capital" / Number of business entity employees

Total business entity personnel cost per $1,000 revenue

Personnel cost for all employees / (Total business entity revenue * .001)

Total cost to perform the HR function per $1,000 revenue

Total cost to perform the function "develop and manage human capital" / (Total business entity revenue*.001)

Total cost to perform the HR function per "develop and counsel employees" FTE

Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "develop and counsel employees"

Total cost to perform the HR function per "manage employee information" FTE

Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "manage employee information"

Total cost to perform the HR function per "recruit, source, and select employees" FTE

Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "recruit, source, and select employees"

Total cost to perform the HR function per "redeploy and retire employees" FTE

Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "redeploy and retire employees"



dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

Total cost to perform the HR function per "reward and retain employees" FTE

Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "reward and retain employees"

Total cost to perform the HR function per "develop and manage HR planning, policies, and strategies" FTE

Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "develop and manage human resources (HR) planning, policies, and strategies"

Total cost to perform the HR function per HR function FTE

Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the function "develop and manage human capital"

Total cost to perform the HR function per business entity employee

Total cost to perform the function "develop and manage human capital" / Number of business entity employees

Total cost to perform the HR function per business entity FTE

Total cost to perform the function "develop and manage human capital" / Number of business entity FTEs

Internal cost to perform HR administration activities per $1,000 revenue

Internal cost for HR administration / (Total business entity revenue * 0.0010)

Internal cost to perform HR administration activities per business entity employee

Internal cost for HR administration / Number of business entity employees

Personnel cost of temporary staff/contractor per temporary staff/contractor

Personnel cost of temporary staff/contractors / Number of temporary staff/contractors

Average fully loaded salary for middle management or specialists

Personnel cost for all middle management/specialist employees / Number of middle management/specialist employees

Average fully loaded salary for operational workers or office staff

Personnel cost for all operational worker/office staff employees / Number of operational worker/office staff employees



dollars

dollars

dollars

dollars

percent

Average fully loaded salary for senior management or executives

Personnel cost for all senior management/executive employees / Number of senior management/executive employees

Personnel cost for the business entity per business entity employee

Personnel cost for all employees / Number of business entity employees

Personnel cost to perform the HR function per $1,000 revenue

(Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * .0001) / (Total business entity revenue*.001)

Personnel cost to perform the HR function per business entity FTE

(Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * .0001) / Number of business entity FTEs

Personnel cost to perform the HR function per business entity employee

(Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * .0001) / Number of business entity employees

Annual overhead and other cost of the HR function as a percentage of total HR function cost

((Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to overhead and other costs * .0001) / Total cost to perform the function "develop and manage human capital") * 100



dollars

FTEs

FTEs

employees

employees

employees

employees

Systems cost to perform the HR function per $1,000 revenue

(Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to systems costs * .0001) / (Total business entity revenue*.001)

Systems cost to perform the HR function per business entity employee

(Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to systems costs * .0001) / Number of business entity employees

Number of FTEs that perform HR administration activities per $1 billion revenue

Number of FTEs who perform HR administrative activities (exclude the activities for processing and distributing payments) / (Total business entity revenue*.000000001)

Number of FTEs that perform the HR function per $1 billion revenue

Number of FTEs who perform the function "develop and manage human capital" / (Total business entity revenue*.000000001)

Number of middle management/specialists employees per HR function FTE

Number of middle management/specialist employees / Number of FTEs who perform the function "develop and manage human capital"

Number of operational workers/office staff employees per HR function FTE

Number of operational worker/office staff employees / Number of FTEs who perform the function "develop and manage human capital"

Number of senior management/executive employees per HR function FTE

Number of senior management/executive employees / Number of FTEs who perform the function "develop and manage human capital"

Number of business entity employees per FTE in HR administration

Number of business entity employees / Number of FTEs who perform HR administrative activities (exclude the activities for processing and distributing payments)


Metric name Formula Unitsemployees

percent

percent

percent

percent

percent

percent

Number of business entity employees per HR function FTE

Number of business entity employees / Number of FTEs who perform the function "develop and manage human capital"

Middle management/specialists as a percentage of total business entity employees

(Number of middle management/specialist employees / Number of business entity employees) * 100

Other cost to perform the HR function as a percentage of the total cost to perform the function

(Costs other than personnel, systems, overhead, and outsourced to perform the function "develop and manage human capital" / Total cost to perform the function "develop and manage human capital") * 100.0

Outsourced cost to perform the HR function as a percentage of total HR function cost

Percentage of cost to perform the HR function allocated to external costs

Overhead cost to perform the HR function as a percentage of the total cost to perform the function

(Overhead cost to perform the function "develop and manage human capital" / Total cost to perform the function "develop and manage human capital") * 100.0

Personnel cost to perform the HR function as a percentage of total HR function cost

((Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * .0001) / Total cost to perform the function "develop and manage human capital") * 100

Systems cost to perform the HR function as a percentage of total HR function cost

((Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to systems costs * .0001) / Total cost to perform the function "develop and manage human capital") * 100



percent

percent

percent

percent

percent

percent

percent

Personnel cost for senior management or executive employees as a percentage of total business entity personnel cost

(Personnel cost for all senior management/executive employees / Personnel cost for all employees) * 100.0

Percentage of total employees who are remote employees

Percentage of total employees who are remote employees

Total cost for the learning management system as a percentage of the total cost to perform the HR function

((Hardware costs associated with ownership for your LMS + Software costs associated with ownership for your LMS + Upgrade and maintenance costs associated with ownership for your LMS + Consultancy/third-party costs associated with ownership for your LMS) / Total cost to perform the function "develop and manage human capital") * 100.0

Operational workers/office staff as a percentage of total business entity employees

(Number of operational worker/office staff employees / Number of business entity employees) * 100

Percentage of business entity employees with 15 years of tenure or more

((Number of employees employed between 15 and 20 years + Number of employees employed between 20 and 25 years + Number of employees employed greater than 25 years) / Number of business entity employees) * 100.0

Percentage of business entity employees with 20 years of tenure or more

((Number of employees employed between 20 and 25 years + Number of employees employed greater than 25 years) / Number of business entity employees) * 100.0

Percentage of business entity employees with 25 years or more of tenure

(Number of employees employed greater than 25 years / Number of business entity employees) * 100.0

Percentage of business entity employees with less than 1 year of tenure

(Number of employees employed less than 1 year / Number of business entity employees) * 100.0



percent

percent

percent

percent

percent

percent

percent

percent

percent

percent

Percentage of business entity employees with less than 5 years of tenure

((Number of employees employed less than 1 year + Number of employees employed between 1 and 5 years) / Number of business entity employees) * 100.0

Percentage of business entity employees who are 60 years old or greater

(Number of employees greater than 60 years old / Number of business entity employees) * 100.0

Percentage of business entity employees who are at least 25 but less than 30 years old

(Number of employees between 25 and 30 years old / Number of business entity employees) * 100.0













Percentage of business entity employees who are less than 25 years old

(Number of employees less than 25 years old / Number of business entity employees) * 100.0

Percentage of FTEs who perform the HR function that do not directly report to the HR organization

Percentage of FTEs who perform the function "develop and manage human capital" that do not directly report to the HR organization



percent

percent

percent

percent

percent

dollars

Total cost of IT operations per $1,000 revenue dollars

Percentage of middle management/specialists that are female

(Number of female middle management/specialist employees / Number of middle management/specialist employees) * 100.0

Percentage of operational workers/office staff that are female

(Number of female operational worker/office staff employees / Number of operational worker/office staff employees) * 100

Percentage of senior management/executives that are female

(Number of female senior management/executive employees / Number of senior management/executive employees) * 100.0

Senior management/executives as a percentage of total business entity employees

(Number of senior management/executive employees / Number of business entity employees) * 100

Personnel cost for middle management or specialist as a percentage of total business entity personnel cost

(Personnel cost for all middle management/specialist employees / Personnel cost for all employees) * 100

Personnel cost for operational workers or office staff as a percentage of total business entity personnel cost

(Personnel cost for all operational worker/office staff employees / Personnel cost for all employees) * 100.0

Total cost of IT development and maintenance per $1,000 revenue

(((Percentage of IT cost allocated to the process group "manage enterprise information"+Percentage of IT cost allocated to the process group "develop and maintain information technology solutions")/100) * IT costs during the past year)/(Total business entity revenue * 0.001)

(((Percentage of IT cost allocated to the process group "deploy IT solutions"+Percentage of IT cost allocated to the process group "deliver and support IT services")/100) * IT costs during the past year)/(Total business entity revenue * 0.001)



IT expense per employee dollars

Total IT budget as a percentage of revenue percent

Total IT budget per employee dollars

Total IT budget per FTE dollars

Total IT cost per $1,000 revenue dollars

Total IT cost per business entity FTE dollars

Total IT costs per IT function FTE dollars

dollars

Total cost of IT planning and management per $1,000 revenue

(((Percentage of IT cost allocated to the process group "manage the business of information technology"+Percentage of IT cost allocated to the process group "develop and manage IT customer relationships"+Percentage of IT cost allocated to the process group "manage business resiliency and risk"+Percentage of IT cost for the process group "manage IT knowledge")/100) * IT costs during the past year)/(Total business entity revenue * 0.001)

IT costs during the past year / Number of business entity employees(IT budget for the past year / Total business entity revenue) * 100.0IT budget for the past year / Number of business entity employeesIT budget for the past year / Number of business entity FTEsIT costs during the past year / (Total business entity revenue * 0.0010)IT costs during the past year / Number of business entity FTEsIT costs during the past year/Number of FTEs who perform the function "manage information technology"

Personnel cost to perform the function "Manage Information Technology" per $1,000 revenue

(IT costs during the past year * (Percentage of IT cost allocated to internal personnel cost + Percentage of IT cost allocated to external personnel cost) * 0.01) / (Total business entity revenue * 0.0010)



dollars

dollars

dollars

months

months

months

months

months

months

Total Cost per IT FTE to support product development

IT budget dedicated to supporting product development / IT FTEs supporting product development

Systems cost to perform the function "Manage Information Technology" per $1,000 revenue

(IT costs during the past year * (Percentage of IT cost allocated to hardware + Percentage of IT cost allocated to software + Percentage of IT cost allocated to data and voice networks) * .01) / (Total business entity revenue * .0010)

Overhead cost to perform the function "Manage Information Technology" per $1,000 revenue

(IT costs during the past year * Percentage of IT cost allocated to facilities and overhead * .01) / (Total business entity revenue * .0010)

Other cost to perform the function "Manage Information Technology" per $1,000 revenue

(IT costs during the past year * Percentage of IT cost allocated to cost other than personnel, systems, overhead, and outsourced * .01) / (Total business entity revenue * .0010)

Time in months to break even for new or enhanced IT services for investments less than $100,000

Time in months to break even for new or enhanced IT services for investments less than $100,000

Time in months to break even for new or enhanced IT services for investments greater than $100 million

Time to break even for new or enhanced IT services with an investment level more than $100 million

Time in months to break even for new or enhanced IT services for investments between $1 million and $100 million

Time in months to break even for new or enhanced IT services for investments between $ 1 million and $100 million

Time in months to break even for new or enhanced IT services for investments between $100,000 and $250,000




Time in months to break even for new or enhanced IT services for investments between $500,000 and $1 million

Time in months to break even for new or enhanced IT services for investments between $500,000 and $1 million


Metric name Formula Unitsmonths

months

months

months

months

months

FTEs

Time-to-market in months for new or enhanced IT services for investments less than $100,000

Time-to-market in months for new or enhanced IT services for investments less than $100,000

Time-to-market in months for new or enhanced IT services for investments greater than $100 million

Time-to-market in months for new or enhanced IT services with an investment level more than $100 million

Time-to-market in months for new or enhanced IT services for investments between $1 million and $100 million

Time-to-market in months for new or enhanced IT services for investments between $1 million and $100 million

Time-to-market in months for new or enhanced IT services for investments between $100,000 and $250,000




Time-to-market in months for new or enhanced IT services for investments between $500,000 and $1 million

Time-to-market in months for new or enhanced IT services for investments between $500,000 and $1 million

Number of FTEs that perform IT development and maintenance per $1 billion revenue

(((Percentage of FTEs who perform the function "manage information technology" perform the process group "manage enterprise information"+Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and maintain information technology solutions") * 0.01) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)



FTEs

FTEs

Number of FTEs that perform IT operations per $1 billion revenue

(((Percentage of FTEs who perform the function "manage information technology" perform the process group "deploy IT solutions"+Percentage of FTEs who perform the function "manage information technology" perform the process group "deliver and support IT services") * 0.01) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)

Number of FTEs that perform IT planning and management per $1 billion revenue

(((Percentage of FTEs who perform the function "manage information technology" perform the process group "manage the business of information technology"+Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and manage IT customer relationships"+Percentage of FTEs who perform the function "manage information technology" perform the process group "manage business resiliency and risk"+Percentage of FTEs who perform the function "manage information technology" perform the process group "manage IT knowledge") * 0.01) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)

Number of FTEs that perform IT processes per $1 billion revenue

Number of FTEs who perform the function "manage information technology" / (Total business entity revenue * 0.000000001)



Number of IT customers serviced per IT FTE customers serviced

percent

percent

percent

percent

Number of employees performing IT processes per $1 billion revenue

Number of employees who perform the function "manage information technology" / (Total business entity revenue * 0.000000001)

Number of customers serviced by the function "manage information technology" / Number of FTEs who perform the function "manage information technology"

Percentage of FTEs who perform the function "manage information technology" who are external service providers

Percentage of FTEs who perform the function "manage information technology" who are external service providers

Percentage of total IT cost allocated for IT operations

(Percentage of IT cost allocated to the process group "deploy IT solutions"+Percentage of IT cost allocated to the process group "deliver and support IT services")

Percentage of total IT cost allocated for IT planning and management

(Percentage of IT cost allocated to the process group "manage the business of information technology"+Percentage of IT cost allocated to the process group "develop and manage IT customer relationships"+Percentage of IT cost allocated to the process group "manage business resiliency and risk"+Percentage of IT cost for the process group "manage IT knowledge")

Percentage of total IT cost allocated for IT development and maintenance

(Percentage of IT cost allocated to the process group "manage enterprise information"+Percentage of IT cost allocated to the process group "develop and maintain information technology solutions")



percent

percent

percent

dollars

dollars

dollars

dollars

dollars

dollars

dollars

Number of external service provider FTEs per $1 billion revenue

((Percentage of FTEs who perform the function "manage information technology" who are external service providers/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)

Percentage of total IT cost allocated for operating/maintaining the business

Percentage of IT cost allocated to operating the business

Percentage of total IT cost allocated for growth/transformation of the business

Percentage of IT cost allocated to growing and transforming the business

Percentage of your organization's revenue growth over the past three years due to acquisitions

Percentage of your organization's revenue growth over the past three years due to acquisitions

Other cost of the process "generate new product/service ideas" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to generate new product/service ideas / (Total business entity revenue * 0.0010)

Outsourced cost of the process "generate new product/service ideas" per $1,000 revenue

Outsourced cost to generate new product/service ideas / (Total business entity revenue * 0.0010)

Overhead cost of the process "generate new product/service ideas" per $1,000 revenue

Overhead cost to generate new product/service ideas / (Total business entity revenue * 0.0010)

Personnel cost of the process "generate new product/service ideas" per $1,000 revenue

Personnel cost to generate new product/service ideas / (Total business entity revenue * 0.0010)

Systems cost of the process "generate new product/service ideas" per $100,000 revenue

Systems cost to generate new product/service ideas / (Total business entity revenue * 0.000010)

Total cost of the process "generate new product/service ideas" per $1,000 revenue

Total cost to generate new product/service ideas / (Total business entity revenue * 0.0010)

Total cost of the process "generate new product/service ideas" per concept (pre-design phase)

Total cost to generate new product/service ideas / Total number of concepts in the pre-design phase



dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

Number of FTEs for the process "generate new product/service ideas" per $1 billion revenue

Number of FTEs who generate new product/service ideas / (Total business entity revenue * 0.000000001)

Other cost to design and develop products/services per project that enters the test market products/services phase

Costs other than personnel, systems, overhead, and outsourced to design and develop products/services / Number of projects that enter the test market products/services phase

Other cost of the process "design and develop product/service" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to design and develop products/services / (Total business entity revenue * 0.0010)

Outsourced cost to design and develop products/services per project that enters the test market products/services phase

Outsourced cost to design and develop products/services / Number of projects that enter the test market products/services phase

Outsourced cost of the process "design and develop product/service" per $1,000 revenue

Outsourced cost to design and develop products/services / (Total business entity revenue * 0.0010)

Overhead cost of the process "design and develop product/service" per $1,000 revenue

Overhead cost to design and develop products/services / (Total business entity revenue * 0.0010)

Overhead cost to design and develop products/services per projects that enters the test market products/services phase

Overhead cost to design and develop products/services / Number of projects that enter the test market products/services phase

Personnel cost to design and develop products/services per project that enters the test market products/services phase

Personnel cost to design and develop products/services / Number of projects that enter the test market products/services phase

Personnel cost of the process "design and develop product/service" per $1,000 revenue

Personnel cost to design and develop products/services / (Total business entity revenue * 0.0010)

Systems cost of the process "design and develop product/service" per $100,000 revenue

Systems cost to design and develop products/services / (Total business entity revenue * 0.000010)



dollars

dollars

FTEs

dollars

dollars

dollars

dollars

Systems cost to design and develop products/services per project that enters the test market products/services phase

Systems cost to design and develop products/services / Number of projects that enter the test market products/services phase

Total cost of the process "design and develop product/service" per $1,000 revenue

Total cost to design and develop products/services / (Total business entity revenue * 0.0010)

Total cost to design and develop products/services per project that enters the test market products/services phase

Total cost to design and develop products/services / Number of projects that enter the test market products/services phase

Number of FTEs for the process "design and develop product/service" per $1 billion revenue

Number of FTEs who design and develop products/services / (Total business entity revenue * 0.000000001)

Other cost to support product manufacturing or service delivery per project that exits or completes the test market products/services phase

Costs other than personnel, systems, overhead, and outsourced to support product manufacturing or service delivery / Number of projects that exit or complete the test market products/services phase

Other cost of the process "test market for new or revised products and services" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to test market products/services / (Total business entity revenue * 0.0010)

Other cost to test market products/services per project that exits or completes the test market products/services phase

Costs other than personnel, systems, overhead, and outsourced to test market products/services / Number of projects that exit or complete the test market products/services phase

Outsourced cost to support product manufacturing or service delivery per project that exits or completes the test market products/services phase

Outsourced cost to support product manufacturing or service delivery / Number of projects that exit or complete the test market products/services phase



dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

dollars

Outsourced cost to test market products/services per project that exits or completes the test market products/services phase

Outsourced cost to test market products/services / Number of projects that exit or complete the test market products/services phase

Outsourced cost of the process "test market for new or revised products and services" per $1,000 revenue

Outsourced cost to test market products/services / (Total business entity revenue * 0.0010)

Overhead cost to support product manufacturing or service delivery per project that exits or completes the test market products/services phase

Overhead cost to support product manufacturing or service delivery / Number of projects that exit or complete the test market products/services phase

Overhead cost of the process "test market for new or revised products and services" per $1,000 revenue

Overhead cost to test market products/services / (Total business entity revenue * 0.0010)

Overhead cost to test market products/services per project that exits or completes the test market products/services phase

Overhead cost to test market products/services / Number of projects that exit or complete the test market products/services phase

Personnel cost to support product manufacturing or service delivery project that exits or completes the test market products/services phase

Personnel cost to support product manufacturing or service delivery / Number of projects that exit or complete the test market products/services phase

Personnel cost of the process "test market for new or revised products and services" per $1,000 revenue

Personnel cost to test market products/services / (Total business entity revenue * 0.0010)

Personnel cost to test market products/services per project that exits or completes the test market products/services phase

Personnel cost to test market products/services / Number of projects that exit or complete the test market products/services phase

Systems cost of the process "test market for new or revised products and services" per $100,000 revenue

Systems cost to test market products/services / (Total business entity revenue * 0.000010)

Systems cost to test market products/services per projects that exits or completes the test market products/services phase

Systems cost to test market products/services / Number of projects that exit or complete the test market products/services phase



dollars

FTEs

percent

percent

percent

percent

percent

percent

percent

Total cost of the process "test market for new or revised products and services" per $1,000 revenue

Total cost to test market products/services / (Total business entity revenue * 0.0010)

Total cost to test market products/services per project that exits or completes the test market products/services phase

Total cost to test market products/services / Number of projects that exit or complete the test market products/services phase

Number of FTEs for the process "test market for new or revised products and services" per $1 billion revenue

Number of FTEs who test market products/services / (Total business entity revenue * 0.000000001)

Percentage of customers using your business entity's website for information gathering on your business entity's products/services

Percentage of your customers uses your website (your company name.com) for information gathering or research on your products/services

Percentage of customers using social media for information gathering on your business entity's products/services

Percentage of your customers uses social media (interactions via social platforms external to your company website) for information gathering or research on your products/services

Percentage of customers using mobile applications for information gathering on your business entity's products/services

Percentage of your customers uses mobile applications for information gathering or research on your products/services

Percentage of customers using traditional face-to-face contact for information gathering on your business entity's products/services

Percentage of your customers uses traditional face-to-face contact for information gathering or research on your products/services

Percentage of customers using indirect marketing for information gathering on your business entity's products/services

Percentage of your customers uses indirect marketing such as billboards, print, broadcasting (radio/TV) for information gathering or research on your products/services

Average monthly sales forecast error within a product family

Average monthly product family sales forecast error

Sales FTEs as a percentage of total business entity FTEs

(Number of FTEs who perform the sales function/Number of business entity FTEs)*100



percent

percent

percent

percent

percent

Budget for marketing as a percentage of revenue percent

Marketing budget per marketing FTE dollars

days

Number of direct marketing campaigns executed campaigns

percent

percent

Average return on investment on website channel marketing/sales campaigns

Average return on investment for marketing/sales campaigns for the website channel

Average return on investment on mobile application channel marketing/sales campaigns

Average return on investment for marketing/sales campaigns for the mobile application channel

Average return on investment on search engine marketing channel marketing/sales campaigns

Average return on investment for marketing/sales campaigns for the search engine marketing channel

Average return on investment on social media marketing channel marketing/sales campaigns

Average return on investment for marketing/sales campaigns for the social media channel

Average return on investment on traditional face-to-face channel marketing/sales campaigns

Average return on investment for marketing/sales campaigns for the face-to-face channel

Average return on investment on indirect marketing channel marketing/sales campaigns

Average return on investment for marketing/sales campaigns for the indirect marketing channel

(Budget for marketing / Total business entity revenue) * 100Budget for marketing / Number of FTEs who perform the marketing function

Average cycle time to develop a direct marketing campaign

Cycle time in days to develop a direct marketing campaign

Total number of direct marketing campaigns executedTotal annual cost incurred to execute direct marketing campaigns as a percentage of revenue generated by direct marketing campaigns

(Total cost from direct marketing campaigns/Revenue from direct marketing campaigns)*100

Percentage of business entity's growth in revenues from the top twenty percent of customers

Percentage of revenue growth for the top 20 percent of customers



days

percent

percent

Number of active customers per sales FTE customers

Percentage of active customers who are profitable Percentage of active customers that are profitable percent

percent

dollars

dollars

dollars

dollars

dollars

Percentage of active customers who are repeat customers

Percentage of active customers who are repeat customers

Average sales cycle time in calendar days from the time the lead/opportunity is identified and the sale is closed

Cycle time in days from when a sales lead/opportunity is identified to when IT is closed

Percentage of order inquiry contacts received through new (such as digital/electric) channels

Percentage of order inquiry contacts received through new (such as digital/electric) channels

Percentage of qualified leads where the sale is closed

Percentage of qualified leads where the sale is closedTotal number of active customers/Number of FTEs who perform the sales function

Percentage of annual net sales revenue attributable to repeat customers

Percentage of net sales revenue attributable to repeat customers

Average cost per sales order for orders received through new channels

Average cost per sales order received through new (such as digital/electric) channels

Average cost per sales order for orders received through traditional channels

Average cost per sales order received through traditional channels

Average cost to resolve a service-after-sales request for contact centers or similar remote assistance channel

Average cost to resolve a service-after-sales request for contact centers or similar remote assistance channel

Average cost to resolve a service-after-sales request for the customer self-service channel

Average cost to resolve a service-after-sales request for the customer self-service channel

Average cost to resolve a service-after-sales request for on-site visits

Average cost to resolve a service-after-sales request for on-site visits


Metric name Formula UnitspercentCombined personnel and systems costs of the

customer order management function as a percentage of the total cost the function

((Personnel cost to perform the process "develop customer care/customer service strategy" + Systems cost to perform the process "develop customer care/customer service strategy" + Personnel cost to perform the process "manage sales orders" + Systems cost to perform the process "manage sales orders" + Personnel cost to perform the process "service customers" + Systems cost to perform the process "service customers" + Personnel cost to perform the process "manage returns; manage reverse logistics" + Systems cost to perform the process "manage returns; manage reverse logistics") / (Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics")) * 100.0



dollars

percent

Other cost of the customer order management function as a percentage of the total cost of the function

((Costs other than personnel, systems, overhead, and outsourced to perform the process "develop customer care/customer service strategy" + Costs other than personnel, systems, overhead, and outsourced to perform the process "manage sales orders" + Costs other than personnel, systems, overhead, and outsourced to perform the process "service customers" + Costs other than personnel, systems, overhead, and outsourced to perform the process "manage returns; manage reverse logistics") / (Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics")) * 100.0

Other cost of the process "manage sales orders" per $1,000 revenue

Total annual cost for the process "manage sales orders" for the category "Other cost" / (Total business entity revenue * 0.0010)

Other cost to perform the process "manage sales orders" as a percentage of total cost of the process

(Total annual cost for the process "manage sales orders" for the category "Other cost" / Total annual cost for the process "manage sales orders" for the category "Total cost") * 100.0



dollars

percent

dollars

Outsourced cost of the customer order management function as a percentage of the total cost of the function

((Outsourced cost to perform the process "develop customer care/customer service strategy" + Outsourced cost to perform the process "manage sales orders" + Outsourced cost to perform the process "service customers" + Outsourced cost to perform the process "manage returns; manage reverse logistics") / (Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics")) * 100.0

Outsourced cost of the process "manage sales orders" per $1,000 revenue

Total annual cost for the process "manage sales orders" for the category "Outsourced cost" / (Total business entity revenue * 0.0010)

Outsourced cost to perform the process "manage sales orders" as a percentage of the total cost to perform the process

(Total annual cost for the process "manage sales orders" for the category "Outsourced cost" / Total annual cost for the process "manage sales orders" for the category "Total cost") * 100.0

Outsourced cost to perform the process "manage sales orders", "manage customer requests/inquiries", and "manage customer complaints" per call contact

(Total annual cost for the process "manage sales orders" for the category "Outsourced cost" + Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of inbound calls received through a live agent



dollars

percent

dollars

Overhead cost of the customer order management function as a percentage of the total cost of the function

((Overhead cost to perform the process "develop customer care/customer service strategy" + Overhead cost to perform the process "manage sales orders" + Overhead cost to perform the process "service customers" + Overhead cost to perform the process "manage returns; manage reverse logistics") / (Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics")) * 100.0

Overhead cost of the process "manage sales orders" per $1,000 revenue

Total annual cost for the process "manage sales orders" for the category "Overhead cost (direct and/or allocated to the business entity)" / (Total business entity revenue * 0.0010)

Overhead cost to perform the process "manage sales orders" as a percentage of the total cost to perform the process

(Total annual cost for the process "manage sales orders" for the category "Overhead cost (direct and/or allocated to the business entity)" / Total annual cost for the process "manage sales orders" for the category "Total cost") * 100.0

Overhead cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact

(Total annual cost for the process "manage sales orders" for the category "Overhead cost (direct and/or allocated to the business entity)" + Overhead cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts



dollars

percent

dollars

Overhead/other cost of the process "Manage sales orders" per $100,000 revenue

(Percentage of total cost of the process "Manage sales orders" allocated to internal cost * Percentage of internal cost of the process "Manage sales orders" allocated to overhead and other costs * Total cost to perform the process "manage sales orders" * .0001) / (Total business entity revenue * .00001)

Outsourced cost of the process "Manage sales orders" per $1,000 revenue

(Percentage of total cost of the process "Manage sales orders" allocated to external cost * Total cost to perform the process "manage sales orders" * .01) / (Total business entity revenue * .001)

Personnel cost of the customer order management function as a percentage of the total cost of the function

((Personnel cost to perform the process "develop customer care/customer service strategy" + Personnel cost to perform the process "manage sales orders" + Personnel cost to perform the process "service customers" + Personnel cost to perform the process "manage returns; manage reverse logistics") / (Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics")) * 100.0

Personnel cost to perform the process "manage sales orders" per $1,000 revenue

Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" / (Total business entity revenue * 0.0010)



dollars

dollars

dollars

dollars

Personnel cost to perform the process "manage sales orders" as a percentage of the total cost to perform the process

(Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" / Total annual cost for the process "manage sales orders" for the category "Total cost") * 100.0

Personnel cost to perform the process "manage sales orders" per process agent FTE

Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" / Number of FTEs for the process "Manage sales orders"

Systems cost to perform the process "manage sales orders" per $100,000 revenue

(Percentage of total cost of the process "Manage sales orders" allocated to internal cost * Percentage of internal cost of the process "Manage sales orders" allocated to systems cost * Total cost to perform the process "manage sales orders" * .0001) / (Total business entity revenue * .00001)

Total cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per active customer

(Total annual cost for the process "manage sales orders" for the category "Total cost" + Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active

Total cost of to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact

(Total annual cost for the process "manage sales orders" for the category "Total cost" + Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts



dollars

dollars

Total cost of the customer order management function per $1,000 revenue

(Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics") / (Total business entity revenue * 0.0010)

Total cost of the customer order management function per function FTE

(Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics") / (Number of FTEs who perform the process group "develop customer care/customer service strategy" + Number of FTEs who perform the process "manage sales orders" + Number of FTEs who perform the process "service customers" + Number of FTEs who perform the process "manage returns; manage reverse logistics")

Total cost of the customer order management function per sales order

(Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics") / Number of sales orders placed



dollars

dollars

dollars

dollars

dollars

Total revenue per sales order dollars

hours

Total cost of the customer order management function per sales order line item

(Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics") / Number of sales order line items

Total cost of the process "manage sales orders" per process FTE

Total annual cost for the process "manage sales orders" for the category "Total cost" / Number of FTEs for the process "Manage sales orders"

Total cost to perform the process "manage sales orders" per $1,000 revenue

Total annual cost for the process "manage sales orders" for the category "Total cost" / (Total business entity revenue * 0.0010)

Total cost to perform the process "manage sales orders" per sales order placed

Total annual cost for the process "manage sales orders" for the category "Total cost" / Total annual number of sales orders placed

Total cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per business entity FTE

(Total annual cost for the process "manage sales orders" for the category "Total cost" + Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of FTEs for the process "Manage sales orders" and the function "Manage customer service"

Total cost to perform the process "manage sales orders" per sales order line item

Total cost to perform the process "manage sales orders" / Number of sales order line itemsTotal business entity revenue / Total annual number of sales orders placed

Cycle time in hours from the time a sales order is received until the time manufacturing/logistics is notified

Cycle time in hours from the time a sales order is received until the time manufacturing/logistics is notified



percent

FTEs

FTEs

percent

percent

percent

percent

Percentage of sales orders transacted via a portal Percentage of sales orders transacted via portal percent

Number of FTEs who perform order entry/order processing as a percentage of total FTEs for the "manage sales orders" process

(Number of FTEs who perform the process "manage sales orders" who perform order entry/order processing / Number of FTEs for the process "Manage sales orders") * 100.0

Number of FTEs who perform order inquiry as a percentage of total FTEs for the "manage sales orders" process

(Number of FTEs who perform the process "manage sales orders" who perform order inquiry / Number of FTEs for the process "Manage sales orders") * 100.0

Number of FTEs that perform the customer order management function per $1 billion revenue

(Number of FTEs who perform the process group "develop customer care/customer service strategy" + Number of FTEs who perform the process "manage sales orders" + Number of FTEs who perform the process "service customers" + Number of FTEs who perform the process "manage returns; manage reverse logistics") / (Total business entity revenue * 0.000000001)

Number of FTEs that perform the process "manage sales orders" per $1 billion revenue

Number of FTEs who perform the process "manage sales orders" / (Total business entity revenue * .000000001)

Percentage of sales orders requiring no human intervention to create, modify, or fulfill

Percentage of sales orders requiring no manual intervention to create, modify, or fulfill

Inbound calls for the process "manage sales orders" as a percentage of total inbound calls

(Number of inbound calls for the process "manage sales orders" / Number of inbound calls) * 100.0

Percentage of sales order line items delivered on time

(Sales order line items delivered on time as scheduled / Number of sales order line items) * 100.0

Percentage of sales order line items requiring no human intervention to create, modify, or fulfill

Percentage of sales order line items requiring no manual intervention to create, modify, or fulfill



percent

percent

percent

percent

Cross-sell/up-sell close rate percent

percent

sales orders

percent

percent

Percentage of sales orders received through new (such as digital/electric) channels

Percentage of sales orders received through new (such as digital/electric) channels

First contact resolution rate for inquiries on existing orders and service-after-sales requests

First contact resolution rate for inquiries on existing orders and service-after-sales requests

Percentage of total sales order line items placed through EDI

(Sales order line items received by EDI / Number of sales order line items) * 100.0

Percentage of sales orders delivered on time over the past three reporting periods

Percentage of sales orders delivered on time over the past three reporting periods

Value of sales order line items not fulfilled due to production capacity or stockouts as a percentage of revenue

Value of sales order line items not fulfilled due to production capacity or stockouts as a percentage of revenue

Percentage of inbound contacts that completed an additional cross-sell or up-sell

Percentage of the sales force that made their quotas/targets in the last 12-month reporting period


Number of sales order line items per FTE that performs the process "manage sales orders"

Number of sales order line items / Number of FTEs who perform the process "manage sales orders"

sales order line items

Number of sales orders per FTE that performs the process "manage sales orders"

Total annual number of sales orders placed / Number of FTEs for the process "Manage sales orders"

Percentage of finance function FTEs allocated to the process "manage sales orders"

(Number of FTEs who perform the process "manage sales orders" / Number of FTEs who perform the function "manage financial resources") * 100

Percentage of sales order line items changed after initial order placement through direct connection to the system

(Number of sales order line items changed after initial order placement through direct connection to the system / Number of sales order line items changed by the customer after the initial order placement) * 100.0



percent

percent

percent

percent

percent

Percentage of sales order line items changed after initial order placement through electronic data interchange (EDI)

(Number of sales order line items changed after initial order placement through EDI / Number of sales order line items changed by the customer after the initial order placement) * 100.0

Percentage of sales order line items changed after initial order placement through e-mail

(Number of sales order line items changed after initial order placement through e-mail / Number of sales order line items changed by the customer after the initial order placement) * 100.0

Percentage of sales order line items changed after initial order placement through fax and mail

(Number of sales order line items changed after initial order placement through fax and mail / Number of sales order line items changed by the customer after the initial order placement) * 100.0

Percentage of sales order line items changed after initial order placement through other methods

(Number of sales order line items changed after initial order changed through methods other than the internet, WAP, EDI, direct connection to the system, e-mail, fax and mail, and the telephone / Number of sales order line items changed by the customer after the initial order placement) * 100.0

Percentage of sales order line items changed after initial order placement through telephone

(Number of sales order line items changed after initial order placement through telephone / Number of sales order line items changed by the customer after the initial order placement) * 100.0

Percentage of sales order line items changed after initial order placement through the internet

(Number of sales order line items changed after initial order placement through the internet / Number of sales order line items changed by the customer after the initial order placement) * 100.0



percent

percent

percent

percent

percent

percent

percent

percent

percent

percent

percent

percent

Percentage of sales order line items changed after initial order placement through WAP

(Number of sales order line items changed after initial order placement through WAP / Number of sales order line items changed by the customer after the initial order placement) * 100.0

Percentage of revenue attributed to indirect sources three reporting periods ago

Percentage of revenue attributed to indirect sources three reporting periods ago

Percentage of revenue attributed to indirect sources for the current period

Percentage of revenue attributed to indirect sources for the current period

Percentage of sales orders changed by the customer after the initial order placement

Percentage of sales orders changed by the customer after the initial order placement

Percentage of total sales order line items not fulfilled due to lack of production capacity/stockouts

(Number of sales orders line items not fulfilled due to lack of production capacity/stockouts / Number of sales order line items) * 100.0

Percentage of sales orders not fulfilled due to lack of production capacity/stockouts

Percentage of sales orders not fulfilled due to lack of production capacity/stockouts

Percentage of revenue attributed to direct sources for the current period

Percentage of revenue attributed to direct sources for the current period

Percentage of revenue attributed to direct sources three reporting periods ago

Percentage of revenue attributed to direct sources over the past three reporting periods

Percentage of revenue attributed to e-commerce for the current period

Percentage of revenue attributed to e-commerce for the current period

Percentage of revenue attributed to e-commerce three reporting periods ago

Percentage of revenue attributed to e-commerce over the past three reporting periods

Percentage of total annual sales revenue attributable to sales completed on your business entity's website

Percentage of total annual sales revenue attributable to your website channel

Percentage of total annual sales revenue attributable to sales completed on social media

Percentage of total annual sales revenue attributable to social media

Percentage of total annual sales revenue attributable to sales completed on mobile applications

Percentage of total annual sales revenue attributable to mobile applications



percent

percent

percent

percent

percent

percent

percent

Percentage of total annual sales revenue attributable to sales completed through traditional face-to-face channels

Percentage of total annual sales revenue attributable to the face-to-face channel

Percentage of total annual sales revenue attributable to sales completed through human-assisted channels other than face-to-face contact

Percentage of total annual sales revenue attributable to a human-assisted sales method other than face-to-face contact

Percentage of total annual sales revenue attributable to sales completed through digital channels other than social media, website, or mobile applications

Percentage of total annual sales revenue attributable to a digital channel other than your website, social media, or mobile applications

Personnel cost of the process "Manage sales orders" as a percentage of total process cost

Percentage of internal cost of the process "Manage sales orders" allocated to personnel cost * Percentage of total cost of the process "Manage sales orders" allocated to internal cost * .01

Systems cost of the process "Manage sales orders" as a percentage of total process cost

Percentage of internal cost of the process "Manage sales orders" allocated to systems cost * Percentage of total cost of the process "Manage sales orders" allocated to internal cost * .01

Overhead/other cost of the process "Manage sales orders" as a percentage of total process cost

Percentage of internal cost of the process "Manage sales orders" allocated to overhead and other costs * Percentage of total cost of the process "Manage sales orders" allocated to internal cost * .01

Outsourced cost of the process "Manage sales orders" as a percentage of total process cost

Percentage of total cost of the process "Manage sales orders" allocated to external cost

Percentage of sales order line items changed by the customer following initial order entry

(Number of sales order line items changed by the customer after the initial order placement / Number of sales order line items) * 100.0



percent

Sales force turnover rate Sales force turnover percentInventory carrying cost per $1,000 revenue dollars

dollars

dollars

Total cost of quality per $100,000 revenue dollars

percent

dollars

dollars

Inbound contacts for the process "manage sales orders" as a percentage of total inbound contacts

Percentage of inbound contacts from all channels related to the process "manage inbound sales orders"

Percentage of sellers who made their quotas/targets last year


Value of inventory carrying costs / (Total business entity revenue * 0.0010)

Demand/supply planning costs per $1,000 revenue

Demand/Supply planning cost / (Total business entity revenue * 0.0010)

Supply chain management costs per $1,000 revenue

Supply chain management costs / (Total business entity revenue * .001)Total cost of quality / (Total business entity revenue * 0.000010)

Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources"

Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources"

Total cost of the process group "Plan for and align supply chain resources" per $1,000 revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * .01) / (Total business entity revenue * .001)

Total cost of the process group "Plan for and align supply chain resources" per $1 billion revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * .01) / (Total business entity revenue * .000000001)



dollars

dollars

Total cost to perform the process group "Plan for and align supply chain resources" per process group FTE

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * .01) / Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)"

Personnel cost to perform the process group "Plan for and align supply chain resources" per process group FTE

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * Percentage of total cost of the process group "Plan for and align supply chain resources" allocated to internal costs * Percentage of internal cost of the process group "Plan for and align supply chain resources" allocated to personnel costs * .000001) / Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)"

Personnel cost to perform the process group "Plan for and align supply chain resources" per $1,000 revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * Percentage of total cost of the process group "Plan for and align supply chain resources" allocated to internal costs * Percentage of internal cost of the process group "Plan for and align supply chain resources" allocated to personnel costs * .000001) / (Total business entity revenue * .001)



dollars

dollars

percent

Systems cost to perform the process group "Plan for and align supply chain resources" per $100,000 revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * Percentage of total cost of the process group "Plan for and align supply chain resources" allocated to internal costs * Percentage of internal cost of the process group "Plan for and align supply chain resources" allocated to systems costs * .000001) / (Total business entity revenue * .00001)

Overhead and other costs to perform the process group "Plan for and align supply chain resources" per $100,000 revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * Percentage of total cost of the process group "Plan for and align supply chain resources" allocated to internal costs * Percentage of internal cost of the process group "Plan for and align supply chain resources" allocated to overhead/other costs * .000001) / (Total business entity revenue * .00001)

Outsourced cost to perform the process group "Plan for and align supply chain resources" per $1,000 revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * Percentage of total cost of the process group "Plan for and align supply chain resources" allocated to external costs * .0001) / (Total business entity revenue * .001)

Forecast accuracy one planning period prior to production run

Forecast accuracy one planning period prior to production run



percent

Value added productivity per employee dollars

FTEs

Employee retention rate Employee retention rate percent

percent

percent

percent

Value of forecast accuracy as a percentage of value shipped

Value of forecast accuracy as a percentage of value shipped

Forecast accuracy as a percentage of units shipped

Forecast accuracy as a percentage of units shippedValue added productivity per employee in revenue value

Number of FTEs for the process group "Plan for and align supply chain resources" per $1 billion revenue

Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)" / (Total business entity revenue * .000000001)

Systems cost of the procurement process group as a percentage of total cost of the process group

((Systems cost to perform the process "develop sourcing strategies" + Systems cost to perform the process "select suppliers and develop/maintain contracts" + Systems cost to perform the process "order materials and services" + Systems cost to perform the process "appraise and develop suppliers") / (Total cost to perform the process "develop sourcing strategies" + Total cost to perform the process "select suppliers and develop/maintain contracts" + Total cost to perform the process group "order materials and services" + Total cost to perform the process "appraise and develop suppliers")) * 100.0

Total cost to perform the procurement process group as a percentage of cost of goods sold (COGS)

Total cost to perform the process group "procure materials and services" /Cost of goods sold (COGS) * 100

Total cost to perform the procurement process group as a percentage of revenue

(Total cost to perform the process group "procure materials and services" / Total business entity revenue) * 100



dollars

dollars

dollars

dollars

percent

dollars

Procure to pay cycle time in days days

Total cost of the process group "Procure materials and services" per $1,000 revenue

Total cost to perform the process group "procure materials and services" / (Total business entity revenue * .001)

Total cost to perform the procurement process group per $1,000 purchases

Total cost to perform the process group "procure materials and services" / (Value of all materials and services purchased* .001)

Total cost to perform the procurement process group per process group FTE

Total cost to perform the process group "procure materials and services" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services"+ Number of FTEs who perform the process "appraise and develop suppliers")

Total cost to perform the procurement process group per purchase order

Total cost to perform the process group "procure materials and services" / Number of purchase orders placed

Total cost to perform the procurement process group per purchase order line item

Total cost to perform the process group "procure materials and services" / Number of purchase order line items processed

Percentage of the total cost of the supply chain function allocated to the process group "Procure materials and services"

Percentage of the total cost of the supply chain function allocated to the process group "Procure materials and services"

Total cost of the process group "Procure materials and services" per $1 billion revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Procure materials and services" * .01) / (Total business entity revenue * .000000001)

Time in days required to pay suppliers from purchase order placement until payment complete


Metric name Formula UnitsDays payable Days payable outstanding days

days

Transaction amount per purchase order Average transaction amount per purchase order dollars

FTEs

percent

percent

percent

percent

percent

percent

Percentage of purchase orders received complete percent

Average supplier lead time on purchased materials

Average supplier lead time on purchased materials

Number of FTEs for the procurement process group per $1 billion purchases

(Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers") / (Value of all materials and services purchased* .000000001)

Percentage of total value of goods and services purchased from top ten suppliers

Percentage of the total value of goods and services purchased from your top 10 suppliers

Percentage of purchase value from certified vendors

Percentage of purchase value from certified vendors

Percentage of purchase order line items received complete

Percentage of purchase order line items received with all items complete

Percentage of purchase order line items received damage free

(Purchase order line items received damage free / Number of purchase order line items processed) * 100.0

Percentage of purchase order line items transacted using e-procurement enabled catalogue suppliers

Percentage of purchase order line items transacted using e-procurement enabled catalogue suppliers

Percentage of purchase orders approved electronically

Percentage of purchase orders approved electronicallyPercentage of purchase orders received with all items complete



percent

percent

percent

percent

FTEs

active vendors

percent

Percentage of purchase value transacted via an electronic marketplace

(Percentage of purchases by currency volume transacted electronically via private online trade exchange + Percentage of purchases by currency volume transacted electronically via public online trade exchange)

Percentage of purchase value transacted via a private electronic marketplace

Percentage of purchases by currency volume transacted electronically via private online trade exchange

Percentage of purchase value transacted via a public electronic marketplace

Percentage of purchases by currency volume transacted electronically via public online trade exchange

Percentage of supplier orders received by original request date (on time)

Percentage of supplier orders delivered by original request date

Strategic suppliers as a percentage of all active suppliers

(Number of active suppliers considered strategic suppliers / Number of active unique suppliers in vendor master file) * 100

Number of FTEs that perform the procurement process group per $1 billion revenue

(Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers") / (Total business entity revenue * .000000001)

Number of active vendors in the master file per $1 million purchases

Number of active unique suppliers in vendor master file / (Value of all materials and services purchased * .000001)

Percentage of total number of goods receipts received without item and quantity verification

(Number of goods receipts received without item and quantity verification / Number of parts and materials receipts received) * 100



percent

percent

active suppliers

purchase orders

Percentage of total number of items purchased and received failing inspection (incoming material quality)

(Items received that fail inspection / Number of items received) * 100.0

Percentage of total purchases procured via maverick buying

Percentage of total purchase value procured via maverick buying

Percentage of purchase orders received damage free

(Number of purchase orders received with all items damage free / Number of purchase orders placed) * 100

Number of active suppliers in vendor master file per procurement process group FTE

Number of active unique suppliers in vendor master file / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services"+ Number of FTEs who perform the process "appraise and develop suppliers")

Number of purchase orders processed per procurement process group FTE

Number of purchase orders placed / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services"+ Number of FTEs who perform the process "appraise and develop suppliers")



dollars

Ratio of Purchases to Revenue percent

percent

percent

percent

percent

percent

percent

Total purchase value (spend, in thousands of dollars) per procurement process group FTE

(Value of all materials and services purchased /(Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers")) * .001

Value of materials and services per $1,000 revenue

Value of all materials and services purchased / (Total business entity revenue * .001)(Value of all materials and services purchased/Total business entity revenue)*100

Percentage of total value of materials and services purchases included in total cost of ownership model

Percentage of materials and services purchase value that is included in a TCO model

Percentage of total value of purchases allocated among the following purchase arrangement type: other

(Value of purchases placed by other methods / Value of all materials and services purchased) * 100.0

Percentage of total value of purchases allocated among the following purchase arrangement type: replenishment/vendor management inventor

(Value of purchases placed by replenishment/vendor managed inventory / Value of all materials and services purchased) * 100.0

Percentage of total value of purchases allocated among the following submission method: electronic data interchange

(Value of purchase order line items submitted by EDI / Value of all materials and services purchased) * 100.0

Percentage of total value of purchases allocated among the following submission method: fax

(Value of purchase order line items submitted by fax / Value of all materials and services purchased) * 100.0

Percentage of total value of purchases allocated among the following submission method: internet

(Value of purchase order line items submitted by internet / Value of all materials and services purchased) * 100.0



percent

percent

percent

percent

percent

percent

percent

percent

percent

Percentage of total value of purchases allocated among the following submission method: mail

(Value of purchase order line items submitted by mail / Value of all materials and services purchased) * 100.0

Percentage of total value of purchases allocated among the following submission method: telephone

(Value of purchase order line items submitted by telephone / Value of all materials and services purchased) * 100.0

Percentage of total value of purchases allocated among the following submission method: wireless application protocol

(Value of purchase order line items submitted by WAP / Value of all materials and services purchased) * 100.0

Percentage of total value of direct materials and services purchased outside of country

Percentage of total value of direct materials and services purchased that is sourced outside of the country

Percentage of value of supplier certified purchased material

Percentage of total value of purchased material that is supplier certified

Percentage of the total value of purchases allocated among the following purchase arrangement type: procurement cards

(Value of purchases placed by procurement cards / Value of all materials and services purchased) * 100.0

Percentage of the total value of purchases allocated among the following purchase arrangement type: individual purchase orders

(Value of purchases placed by individual purchase orders / Value of all materials and services purchased) * 100.0

Percentage of the total value of purchases allocated among the following purchase arrangement type: blanket/contract orders

(Value of purchases placed by blanket/contract orders / Value of all materials and services purchased) * 100.0

Percentage of the total value of purchases allocated among the following submission method: other

(Value of purchase order line items submitted by other methods / Value of all materials and services purchased) * 100.0

Percentage of the total value of purchases placed by non-traditional submission methods (without a buyer or purchasing agent being involved to process the transaction)

((Value of purchase order line items submitted by internet + Value of purchase order line items submitted by WAP + Value of purchase order line items submitted by EDI) / Value of all materials and services purchased) * 100.0



percent

percent

percent

percent

percent

percent

percent

percent

percent

Percentage of purchase requisition line items allocated among the following request method: electronic request direct to internal purchasing department

(Number of purchase requisition line items by electronic request direct to internal purchasing department / Number of purchase requisition line items processed) * 100.0

Percentage of purchase requisition line items allocated among the following request method: other

(Number of purchase requisition line items by other request methods / Number of purchase requisition line items processed) * 100.0

Percentage of purchase requisition line items allocated among the following request method: paper

(Number of purchase requisition line items by paper request / Number of purchase requisition line items processed) * 100.0

Percentage of purchase requisition line items allocated among the following request method: telephone request direct to internal purchasing department

(Number of purchase requisition line items by telephone request direct to internal purchasing department / Number of purchase requisition line items processed) * 100.0

Percentage of purchase requisition line items allocated among the following request method: telephone request direct to vendor

(Number of purchase requisition line items by telephone request direct to vendor / Number of purchase requisition line items processed) * 100.0

Percentage of purchase requisition line items allocated among the following request method: electronic request direct to vendor

(Number of purchase requisition line items by electronic request direct to vendor / Number of purchase requisition line items processed) * 100.0

Percentage of purchase order line items transacted via a portal

Percentage of purchase order line items transacted via portal

Percentage of value of purchased material that is received from vendors that participate in vendor-managed inventory programs

Percentage of value of purchased materials from vendors that participate in vendor-managed programs

Percentage of procurement process group staff with formal training in negotiations

Percentage of procurement department staff with formal training in negotiations

Percentage of procurement process group staff with over three years of purchasing operations experience

Percentage of procurement department staff with over three years of purchasing operations experience



percent

percent

Percent

Percent

percent

Material cost as a percentage of cost of goods sold percent

percent

Labor costs as a percentage of cost of goods sold Labor cost as a percentage of cost of goods sold percent

Scrap and rework costs as a percentage of sales Scrap and rework costs as a percentage of sales percent

Total cost to manufacture per $1,000 revenue dollars

Percentage of procurement process group staff with over three years of strategic sourcing/commodity management experience

Percentage of procurement department staff with over three years of strategic sourcing/commodity management experience

Direct materials and services value as a percentage of total value of purchases

(Value of all direct materials and services purchased /Value of all materials and services purchased) * 100

Indirect materials and services value as a percentage of total value of purchases

(Value of all indirect materials and services purchased /Value of all materials and services purchased) * 100

Percentage of spend that is processed by the business entity’s EPC (Engineering, Procurement, and Construction) or EPCM (Engineering, Procurement, and Construction Management) partners

Percentage of spend processed by EPC or EPCM partners

Percentage of transactions that are processed by the business entity’s EPC (Engineering, Procurement, and Construction) or EPCM (Engineering, Procurement, and Construction Management) partners

Percentage of transactions processed by EPC or EPCM partners

Manufacturing controllable cost as a percentage of revenue

(Manufacturing controllable costs / Total business entity revenue) * 100.0

Material costs as a percentage of cost of goods soldOverhead costs as a percentage of cost of goods sold

Overhead cost as a percentage of cost of goods sold

Total cost to manufacture / (Total business entity revenue * .001)



dollars

dollars

hours

Engineering change order (ECO) cycle time Engineering change-order cycle time in days dayspercent

Asset turns Total asset turn rate turns

Direct labor availability percent

percent

Percentage of defective parts per million Percentage of defective parts per million percent

percent

percent

Percentage of the total cost of the supply chain function allocated to the process group "Produce/Manufacture/Deliver product"

Percentage of the total cost of the supply chain function allocated to the process group "Produce/Manufacture/Deliver product"

Total cost of the process group "Produce/Manufacture/Deliver product" per $1,000 revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Produce/Manufacture/Deliver product" * .01) / (Total business entity revenue * .001)

Total cost of the process group "Produce/Manufacture/Deliver product" per $1 billion revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Produce/Manufacture/Deliver product" * .01) / (Total business entity revenue * .000000001)

Maximum elapsed time it takes to engineer, select, and negotiate with suppliers and order materials for customized configuration of non-standard items (capability model engineer-to-order only)

Maximum elapsed time it takes to engineer, select, and negotiate with suppliers and order materials for customized configuration of non-standard items (capability model engineer-to-order only)

Inventory obsolescence as a percentage of total inventory

Value of inventory obsolescence as a percentage of total inventory value

Percentage of direct labor in manufacturing that is available for manufacturing activities

Personnel turnover rate as percentage of total work force for the most recent fiscal year

Personnel turnover rate as percentage of total work force for the most recent fiscal year

Percentage of total labor used in manufacturing classified as direct labor

Percentage of total labor used in manufacturing classified as direct labor

Costs of production material handling damage as a percentage of total material costs

Costs of production material handling damage as a percentage of total material costs


Metric name Formula UnitsWarranty costs as a percentage of sales percent

Value of plant shipments per employee dollars

percent

dollars

dollars

percent

dollars

dollars

Warranty costs (repair and replacement) as a percentage of sales

Most recent fiscal year's approximate currency value of plant shipments per employee

Percentage of the total cost of the supply chain function allocated to the process group "Deliver service to customer"

Percentage of the total cost of the supply chain function allocated to the process group "Deliver service to customer"

Total cost of the process group "Deliver service to customer" per $1,000 revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Deliver service to customer" * .01) / (Total business entity revenue * .001)

Total cost of the process group "Deliver service to customer" per $1 billion revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Deliver service to customer" * .01) / (Total business entity revenue * .000000001)

Total cost to perform the process group "manage logistics and warehousing" as a percentage of costs of goods sold

(Total cost to perform the process group "manage logistics and warehousing" / Cost of goods sold (COGS)) * 100

Total cost of the process group "Manage logistics and warehousing" per $1,000 revenue

Total cost to perform the process group "manage logistics and warehousing" /(Total business entity revenue * .001)

Total cost to perform the logistics process group "manage logistics and warehousing" per "define logistics strategy", "plan and manage inbound material flow", "operate warehousing", and "operate outbound transportation" process FTE

Total cost to perform the process group "manage logistics and warehousing" /(Number of FTEs who perform the process "operate outbound transportation" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "define logistics strategy")



Total logistics cost as a percentage of sales Total logistics cost as a percentage of sales percent

Total transportation cost per $1,000 revenue dollars

percent

percent

dollars

dollars

hours

percent

Turnover rate of logistics personnel Turnover rate of logistics personnel percent

Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent

Total cost to perform the process group "manage logistics and warehousing" per sales order fulfilled

Total cost to perform the process group "manage logistics and warehousing" /Number of sales orders fulfilled

Transportation cost / (Total business entity revenue * .001)

Percentage of the total cost of the supply chain function allocated to transportation

(Transportation cost / Total cost of the supply chain function ) * 100

Percentage of the total cost of the supply chain function allocated to the process group "Manage logistics and warehousing"

Percentage of the total cost of the supply chain function allocated to the process group "Manage logistics and warehousing"

Total cost of the process group "Manage logistics and warehousing" per $1 billion revenue

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Manage logistics and warehousing" * .01) / (Total business entity revenue * .000000001)

Total cost to perform the process group "Manage logistics and warehousing" per sales order

(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Manage logistics and warehousing" * .01) / Number of sales orders placed

Cycle time in hours from receiving a customer's order to completing the order's preparation

Cycle time in hours from receiving a customer's order to completing the order's preparation

Expedited costs as a percentage of total cost of the logistics process group "manage logistics and warehousing"

Percentage of total logistics costs that are expedited



percent

percent

percent

FTEs

percent

percent

percent

percent

Gross value of on-hand balance for typical parts that have sales or usage of 0 units as a percentage of total gross typical parts inventory value

(Gross value of on-hand balance for typical products that have zero sales or usage / Total gross value of on-hand balance for all typical products) * 100.0

Gross value of on-hand balance for typical parts that have sales or usage between 101 and 1,000 units as a percentage of total gross typical parts inventory value

Percentage of on-hand balance value for SKUs with sales between 101 and 1000

Gross value of on-hand balance for typical parts that have sales or usage between 1 and 100 units as a percentage of total gross typical parts inventory value

(Gross value of on-hand balance for typical products that have sales or usage between 1 and 100 units / Total gross value of on-hand balance for all typical products) * 100.0

Gross value of on-hand balance for typical parts that have sales or usage of more than 1,000 units as a percentage of total gross typical parts inventory value

Percentage of on-hand balance value for SKUs with sales greater than 1000

Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue

(Number of FTEs who perform the process "operate outbound transportation" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "define logistics strategy") / (Total business entity revenue * .000000001)

Percentage of business entity's total number of expedited orders caused by: documentation errors

Percentage of expedited orders resulting from documentation error

Percentage of annual expedited orders resulting from inaccurate demand forecasts

Percentage of expedited orders resulting from inaccurate demand forecasts

Percentage of annual expedited orders resulting from information technology/system failure

Percentage of expedited orders resulting from information technology/system failure

Percentage of annual expedited orders resulting from late delivery/loss in transit

Percentage of expedited orders resulting from late delivery/loss in transit



percent

percent

percent

percent

percent

percent

percent

percent

Percentage of orders expedited percent

percent

percent

Percentage of supplier on-time delivery Percentage of supplier on-time delivery percent

percent

percent

Percentage of annual expedited orders resulting from manufacturing equipment failure

Percentage of expedited orders resulting from manufacturing equipment failure

Percentage of annual expedited orders resulting from network stock re-balances

Percentage of expedited orders resulting from network stock re-balances

Percentage of annual expedited orders resulting from other issues

Percentage of expedited orders resulting from other issues

Percentage of annual expedited orders resulting from poor transportation planning

Percentage of expedited orders resulting from poor transportation planning

Percentage of annual expedited orders resulting from production schedule changes

Percentage of expedited orders resulting from production schedule changes

Percentage of annual expedited orders resulting from raw material shortages

Percentage of expedited orders resulting from raw material shortages

Percentage of annual expedited orders resulting from unavailable transport equipment

Percentage of expedited orders resulting from unavailable transport equipment

Percentage of annual expedited orders resulting from transportation equipment failure

Percentage of expedited orders resulting from transportation equipment failure

Direct labor as a percentage of total labor used in the process group "manage logistics and warehousing"

Percentage of labor used in process group "manage logistics and warehousing" that is direct labor

Percentage of total sales orders considered expedited

Percentage of sales orders filled completely from the primary sourcing location

Percentage of sales orders completely filled from the primary sourcing location

Percentage of ship from stock orders delivered in full within 24 hours of order receipt

Percentage of ship from stock orders delivered in full within 24 hours of order receipt

Number of SKUs for service/repair parts that have zero sales as a percentage of the total number of SKUs for service/repair parts

(Number of SKUs for service/repair parts that have zero sales / Total number of SKUs for service/repair parts) * 100.0

Number of SKUs for typical products that have zero sales as a percentage of the total number of SKUs for typical products

Percentage of SKUs for typical products with zero sales



percent

percent

percent

percent

percent

percent

percent

Number of SKUs for typical products that have sales between 101 and 1,000 as a percentage of the total number of SKUs for typical products

(Number of SKUs for typical products that have sales between 101 and 1,000 / Total number of SKUs for typical products) * 100.0

Number of SKUs for typical products that have sales between 1 and 100 as a percentage of the total number of SKUs for typical products

Percentage of SKUs for typical products with sales between 1 and 100

Number of SKUs for typical products that have sales greater than 1,000 as a percentage of the total number of SKUs for typical products

(Number of SKUs for typical products that have sales greater than 1,000 / Total number of SKUs for typical products) * 100.0

Number of SKUs for service/repair parts that have sales between 101 and 1,000 as a percentage of the total number of SKUs for service/repair parts

Percentage of total parts with sales between 101 and 1000

Number of SKUs for service/repair parts that have sales between 1 and 100 as a percentage of the total number of SKUs for service/repair parts

(Number of SKUs for service/repair parts that have sales between 1 and 100 / Total number of SKUs for service/repair parts) * 100.0

Number of SKUs for service/repair parts that have sales greater than 1,000 as a percentage of the total number of SKUs for service/repair parts

Percentage of total parts with sales greater than 1000

Gross value of on-hand balance for service/repair parts that have sales or usage of 0 units as a percentage of total gross service/repair parts inventory value

(Gross value of on-hand balance for service/repair products that have zero sales or usage / Total gross value of on-hand balance for all service/repair products) * 100.0

Gross value of on-hand balance for service/repair parts that have sales or usage between 101 and 1,000 units as a percentage of total gross service/repair parts inventory value

Percentage of on-hand balance value for parts with sales between 101 and 1000



percent

dollars

dollars

dollars

dollars

dollars

dollars

dollars

Gross value of on-hand balance for service/repair parts that have sales or usage between 1 and 100 units as a percentage of total gross service/repair parts inventory value

(Gross value of on-hand balance for service/repair products that have sales or usage between 1 and 100 units / Total gross value of on-hand balance for all service/repair products) * 100.0

Gross value of on-hand balance for service/repair parts that have sales or usage of more than 1,000 units as a percentage of total gross service/repair parts inventory value

Percentage of on-hand balance value for parts with sales greater than 1000

Personnel cost to perform the process "develop sourcing strategies" per $1,000 revenue

Personnel cost to perform the process "develop sourcing strategies" / (Total business entity revenue * 0.0010)

Personnel cost to perform the process "develop sourcing strategies" per $1,000 purchases

Personnel cost to perform the process "develop sourcing strategies" / (Value of all materials and services purchased * 0.0010)

Systems cost to perform the process "develop sourcing strategies" per $100,000 revenue

Systems cost to perform the process "develop sourcing strategies" / (Total business entity revenue * 0.000010)

Systems cost to perform the process "develop sourcing strategies" per $100,000 purchases

Systems cost to perform the process "develop sourcing strategies" / (Value of all materials and services purchased * 0.000010)

Total cost to perform the process "develop sourcing strategies" per $1,000 purchases

Total cost to perform the process "develop sourcing strategies" / (Value of all materials and services purchased * 0.0010)

Total cost to perform the process "develop sourcing strategies" per $1,000 revenue

Total cost to perform the process "develop sourcing strategies" / (Total business entity revenue * 0.0010)

Overhead cost of the process "develop sourcing strategies" per $1,000 revenue

Overhead cost to perform the process "develop sourcing strategies"/(Total business entity revenue*0.0010)



dollars

percent

FTEs

FTEs

dollars

dollars

Other cost of the process "develop sourcing strategies" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "develop sourcing strategies"/(Total business entity revenue*0.0010)

Outsourced cost of the process "develop sourcing strategies" per $1,000 revenue

Outsourced cost to perform the process "develop sourcing strategies"/(Total business entity revenue*0.0010)

"Develop sourcing strategies" FTEs as a percentage of procurement FTEs

(Number of FTEs who perform the process "develop sourcing strategies" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers")) *100

Number of FTEs that perform the process "develop sourcing strategies" per $1 billion purchases

Number of FTEs who perform the process "develop sourcing strategies" / (Value of all materials and services purchased * .000000001)

Number of FTEs that perform the process "develop sourcing strategies" per $1 billion revenue

Number of FTEs who perform the process "develop sourcing strategies"/ (Total business entity revenue * .000000001)

Systems cost to perform the process "select suppliers and develop/maintain contracts" per $100,000 purchases

Systems cost to perform the process "select suppliers and develop/maintain contracts" / (Value of all materials and services purchased * 0.000010)

Systems cost to perform the process "select suppliers and develop/maintain contracts" per $100,000 revenue

Systems cost to perform the process "select suppliers and develop/maintain contracts" / (Total business entity revenue * 0.000010)



dollars

dollars

dollars

dollars

dollars

dollars

Total cost to perform the process "select suppliers and develop/maintain contracts" per $1,000 revenue

Total cost to perform the process "select suppliers and develop/maintain contracts" / (Total business entity revenue * 0.0010)

Total cost to perform the process "select suppliers and develop/maintain contracts" per $1,000 purchases

Total cost to perform the process "select suppliers and develop/maintain contracts" / (Value of all materials and services purchased * 0.0010)

Overhead cost of the process "select suppliers and develop/maintain contracts" per $1,000 revenue

Overhead cost to perform the process "select suppliers and develop/maintain contracts"/(Total business entity revenue*0.0010)

Other cost of the process "select suppliers and develop/maintain contracts" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "select suppliers and develop/maintain contracts"/(Total business entity revenue*0.0010)

Outsourced cost of the process "select suppliers and develop/maintain contracts" per $1,000 revenue

Outsourced cost to perform the process "select suppliers and develop/maintain contracts"/(Total business entity revenue*0.0010)

Personnel cost to perform the process "select suppliers and develop/maintain contracts" per $1,000 purchases

Personnel cost to perform the process "select suppliers and develop/maintain contracts" / (Value of all materials and services purchased * 0.0010)

Personnel cost to perform the process "select suppliers and develop/maintain contracts" per $1,000 revenue

Personnel cost to perform the process "select suppliers and develop/maintain contracts" / (Total business entity revenue * 0.0010)



FTEs

FTEs

dollars

dollars

dollars

dollars

dollars

"Select suppliers and develop/maintain contracts" FTEs as a percentage of procurement FTEs

(Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers")) *100

Number of FTEs that perform the process "select suppliers and develop/maintain contracts" per $1 billion revenue

Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" / (Total business entity revenue * .000000001)

Number of FTEs that perform the process "select suppliers and develop/maintain contracts" per $1 billion purchases

Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" / (Value of all materials and services purchased * .000000001)

Personnel cost to perform the process "order materials and services" per $1,000 revenue

Personnel cost to perform the process "order materials and services" / (Total business entity revenue * .001)

Personnel cost to perform the process "order materials and services" per $1,000 purchases

Personnel cost to perform the process "order materials and services" / (Value of all materials and services purchased * .001)

Systems cost to perform the process "order materials and services" per $100,000 revenue

Systems cost to perform the process "order materials and services" / (Total business entity revenue * .00001)

Systems cost to perform the process "order materials and services" per $100,000 purchases

Systems cost to perform the process "order materials and services" / (Value of all materials and services purchased * .00001)

Total cost to perform the process "order materials and services" per $1,000 revenue

Total cost to perform the process group "order materials and services" / (Total business entity revenue * .001)



dollars

dollars

dollars

dollars

dollars

Cycle time in hours to place a purchase order hours

Days

Days

Total cost to perform the process "order materials and services" per $1,000 purchases

Total cost to perform the process group "order materials and services" / (Value of all materials and services purchased * .001)

Total cost to perform the process "order materials and services" per purchase order

Total cost to perform the process group "order materials and services" / Number of purchase orders placed

Total cost to perform the process "order materials and services" per purchase order line item

Total cost to perform the process group "order materials and services" / Number of purchase order line items processed

Overhead cost of the process "order materials and services" per $1,000 revenue

Overhead cost to perform the process "order materials and services"/(Total business entity revenue*0.0010)

Other cost of the process "order materials and services" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "order materials and services"/(Total business entity revenue*0.0010)

Outsourced cost of the process "order materials and services" per $1,000 revenue

Outsourced cost to perform the process "order materials and services"/(Total business entity revenue*0.0010)

Cycle time in hours from the receipt of a purchase requisition line item to the purchase order's transmission to the vendor/contractor

Average cycle time (in calendar days) from requisition creation to requisition approval

Cycle time from requisition creation to requisition approval

Average cycle time (in calendar days) from requisition approval date of purchase order approval date

Cycle time from requisition approval to purchase order approval



FTEs

FTEs

purchase orders

Percent

Percent

Percent

Percent

"Order materials/services" FTEs as a percentage of procurement FTEs

(Number of FTEs who perform the process group "order materials and services" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers")) *100

Number of FTEs that perform the process "order materials and services" per $1 billion purchases

Number of FTEs who perform the process group "order materials and services"/ (Value of all materials and services purchased * .000000001)

Number of FTEs that perform the process "order materials and services" per $1 billion revenue

Number of FTEs who perform the process group "order materials and services"/ (Total business entity revenue * .000000001)

Number of purchase order line items processed per "order materials and services" FTE

Number of purchase order line items processed / Number of FTEs who perform the process group "order materials and services"

purchase order line items

Number of purchase orders processed per "order materials and services" FTE

Number of purchase orders placed / Number of FTEs who perform the process group "order materials and services"

Purchases made through P-card as a percentage of total purchase value

Purchases made through P-card as a percentage of total purchase value

Purchases made through T&E card as a percentage of total purchase value

Purchases made through T&E card as a percentage of total purchase value

Purchases made through invoice only (non-purchase order) as a percentage of total purchase value

Purchases made through invoice only (non-PO) as a percentage of total purchase value

Purchases made through purchase order - internal catalog as a percentage of total purchase value

Purchases made through purchase order - internal catalog as a percentage of total purchase value


Metric name Formula UnitsPercent

Percent

Percent

Percent

Percent

Percent

Percent

Percent

Percent

Percent

Percent

Percent

Purchases made through purchase order - external catalog as a percentage of total purchase value

Purchases made through purchase order - external/punchout catalog as a percentage of total purchase value

Purchases made through purchase order - "hands on" as a percentage of total purchase value

Purchases made through purchase order - "Hands On" as a percentage of total purchase value

Purchases made through purchase order - free description as a percentage of total purchase value

Purchases made through purchase order - free description as a percentage of total purchase value

Purchases made through P-card as a percentage of total invoice volume

Purchases made through P-card as a percentage of total invoice volume

Purchases made through T&E card as a percentage of total invoice volume

Purchases made through T&E card as a percentage of total invoice volume

Purchases made through invoice only (non-purchase order) as a percentage of total invoice volume

Purchases made through invoice only (non-PO) as a percentage of total invoice volume

Purchases made through purchase order - internal catalog as a percentage of total invoice volume

Purchases made through purchase order - internal catalog as a percentage of total invoice volume

Purchases made through purchase order - external catalog as a percentage of total invoice volume

Purchases made through purchase order - external/punchout catalog as a percentage of total invoice volume

Purchases made through purchase order - "hands on" as a percentage of total invoice volume

Purchases made through purchase order - "Hands On" as a percentage of total invoice volume

Purchases made through purchase order - free description as a percentage of total invoice volume

Purchases made through purchase order - free description as a percentage of total invoice volume

Purchases made through other channels as a percentage of total invoice volume

Purchases made through other channels as a percentage of total invoice volume

Percentage of purchase orders that link directly to a contracted price loaded in the company's system or external catalog

Percentage of purchase orders linked directly to contracted price in company's system or external catalog



Percent

Percent

Percent

Percent

Percent

dollars

dollars

dollars

dollars

dollars

dollars

Percentage of purchase order line items that are systematically created with no manual involvement or intervention by a buyer

Percentage of purchase order line items systematically created

Percentage of purchase orders that go through a formal notification/acceptance process with supplier

Percentage of purchase orders that go through a formal notification/acceptance process with supplier

Value of materials purchases as a percentage of total purchases

Value of materials purchases as a percentage of total purchases

Value of services purchases as a percentage of total purchases

Value of services purchases as a percentage of total purchases

Value of EPC or EPCM purchases as a percentage of total purchases

Value of EPC or EPCM purchases as a percentage of total purchases

Value of other purchases as a percentage of total purchases

Value of other purchases as a percentage of total purchases

Personnel cost to perform the process "appraise and develop suppliers" per $1,000 purchases

Personnel cost to perform the process "appraise and develop suppliers" / (Value of all materials and services purchased * 0.0010)

Personnel cost to perform the process "appraise and develop suppliers" per $1,000 revenue

Personnel cost to perform the process "appraise and develop suppliers" / (Total business entity revenue * 0.0010)

Systems cost to perform the process "appraise and develop suppliers" per $100,000 purchases

Systems cost to perform the process "appraise and develop suppliers" / (Value of all materials and services purchased * 0.000010)

Systems cost to perform the process "appraise and develop suppliers" per $100,000 revenue

Systems cost to perform the process "appraise and develop suppliers" / (Total business entity revenue * 0.000010)

Total cost to perform the process "appraise and develop suppliers" per $1,000 purchases

Total cost to perform the process "appraise and develop suppliers" / (Value of all materials and services purchased * 0.0010)

Total cost to perform the process "appraise and develop suppliers" per $1,000 revenue

Total cost to perform the process "appraise and develop suppliers" / (Total business entity revenue * 0.0010)



dollars

dollars

Supplier first-pass quality yield S25320472QN0001 percent

percent

FTEs

FTEs

dollars

Overhead cost of the process "appraise and develop suppliers" per $1,000 revenue

Systems cost to perform the process "appraise and develop suppliers"/(Total business entity revenue*0.0010)

Other cost of the process "appraise and develop suppliers" per $1,000 revenue

Overhead cost to perform the process "appraise and develop suppliers"/(Total business entity revenue*0.0010)

Outsourced cost of the process "appraise and develop suppliers" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "appraise and develop suppliers"/(Total business entity revenue*0.0010)

"Appraise and develop suppliers" FTEs as a percentage of procurement FTEs

(Number of FTEs who perform the process "appraise and develop suppliers" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers")) *100

Number of FTEs that perform the process "appraise and develop suppliers" per $1 billion purchases

Number of FTEs who perform the process "appraise and develop suppliers" / (Value of all materials and services purchased * .000000001)

Number of FTEs that perform the process "appraise and develop suppliers" per $1 billion revenue

Number of FTEs who perform the process "appraise and develop suppliers" / (Total business entity revenue * .000000001)

Other cost to perform the process "define logistics strategy" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "define logistics strategy" / (Total business entity revenue * 0.0010)



dollars

dollars

dollars

dollars

dollars

percent

FTEs

Outsourced cost to perform the process "define logistics strategy" per $1,000 revenue

Outsourced cost to perform the process "define logistics strategy" / (Total business entity revenue * 0.0010)

Overhead cost to perform the process "define logistics strategy" per $1,000 revenue

Overhead cost to perform the process "define logistics strategy" / (Total business entity revenue * 0.0010)

Personnel cost to perform the process "define logistics strategy" per $1,000 revenue

Personnel cost to perform the process "define logistics strategy" / (Total business entity revenue * 0.0010)

Systems cost to perform the process "define logistics strategy" per $100,000 revenue

Systems cost to perform the process "define logistics strategy" / (Total business entity revenue * 0.000010)

Total cost to perform the process "define logistics strategy" per process FTE

Total cost to perform the process "define logistics strategy" / Number of FTEs who perform the process "define logistics strategy"

Total cost to perform the process "define logistics strategy" per $1,000 revenue

Total cost to perform the process "define logistics strategy" / (Total business entity revenue * 0.0010)

"Define logistics strategy" FTEs as a percentage of logistics FTEs

(Number of FTEs who perform the process "define logistics strategy" /(Number of FTEs who perform the process "define logistics strategy" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "operate outbound transportation")) *100

Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue

Number of FTEs who perform the process "define logistics strategy" /(Total business entity revenue * .000000001)



dollars

dollars

dollars

dollars

dollars

dollars

percent

Other cost to perform the process "plan and manage inbound material flow" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .001)

Outsourced cost to perform the process "plan and manage inbound material flow" per $1,000 revenue

Outsourced cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .001)

Overhead cost to perform the process "plan and manage inbound material flow" per $1,000 revenue

Overhead cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .001)

Personnel cost to perform the process "plan and manage inbound material flow" per $1,000 revenue

Personnel cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .001)

Systems cost to perform the process "plan and manage inbound material flow" per $100,000 revenue

Systems cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .00001)

Total cost to perform the process "plan and manage inbound material flow" per process FTE

Total cost to perform the process "plan and manage inbound material flow" /Number of FTEs who perform the process "plan and manage inbound material flow"

Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue

Total cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .001)

"Plan and manage inbound material flow" FTEs as a percentage of logistics FTEs

(Number of FTEs who perform the process "plan and manage inbound material flow" /(Number of FTEs who perform the process "define logistics strategy" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "operate outbound transportation")) *100



dollars

dollars

dollars

dollars

dollars

percent

dollars

dollars

dollars

hours

Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue

Number of FTEs who perform the process "plan and manage inbound material flow" /(Total business entity revenue * .000000001)

Personnel cost to perform the process "operate warehousing" per $1,000 revenue

Personnel cost to perform the process "operate warehousing" /(Total business entity revenue * .001)

Other cost to perform the process "operate warehousing" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "operate warehousing" /(Total business entity revenue * .001)

Outsourced cost to perform the process "operate warehousing" per $1,000 revenue

Outsourced cost to perform the process "operate warehousing" /(Total business entity revenue * .001)

Overhead cost to perform the process "operate warehousing" per $1,000 revenue

Overhead cost to perform the process "operate warehousing" /(Total business entity revenue * .001)

Systems cost to perform the process "operate warehousing" per $100,000 revenue

Systems cost to perform the process "operate warehousing" /(Total business entity revenue * .00001)

Total cost to perform the process "operate warehousing" as a percentage of cost of goods sold

(Total cost to perform the process "operate warehousing" /Cost of goods sold (COGS)) * 100

Total cost to perform the process "operate warehousing" per process FTE

Total cost to perform the process "operate warehousing" /Number of FTEs who perform the process "operate warehousing"

Total cost to perform the process "operate warehousing" per $1,000 revenue

Total cost to perform the process "operate warehousing" /(Total business entity revenue * .001)

Total cost to perform the process "operate warehousing" per sales order

Total cost to perform the process "operate warehousing" /Number of sales orders fulfilled

Pick-to-ship cycle time in hours for customer orders

Pick-to-ship cycle time in hours for customer orders



Field finished goods inventory days of supply Field finished goods inventory days of supply days

Inventory accuracy Inventory accuracy percent

Inventory value per $1,000 total revenue dollars

FTEs

percent

Order fill rate Order fill rate percent

Order line fill rate Order line fill rate percent

On-site finished goods inventory days of supply Finished goods inventory days of supply days

Percentage of SKUs tracked by radio frequency Percentage of SKUs tracked by radio frequency percent

Warehouse slot utilization Warehouse slot utilization percent

Unit fill rate Unit fill rate percent

Dock-to-stock cycle time in hours for supplier deliveries

Dock-to-stock cycle time for supplier deliveries in hours

Gross value of inventory /(Total business entity revenue * .001)

Number of FTEs that perform the process "operate warehousing" per $1 billion revenue

Number of FTEs who perform the process "operate warehousing" /(Total business entity revenue * .000000001)

"Operate warehousing" FTEs as a percentage of logistics FTEs

(Number of FTEs who perform the process "operate warehousing" /(Number of FTEs who perform the process "define logistics strategy" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "operate outbound transportation")) *100


Metric name Formula Units

sales orders

percent

percent

dollars

dollars

dollars

dollars

dollars

Number of sales order line items filled per "operate warehousing" FTE

Number of sales order line items / Number of FTEs who perform the process "operate warehousing"

sales order line items

Number of sales orders filled per "operate warehousing" FTE

Number of sales orders fulfilled /Number of FTEs who perform the process "operate warehousing"

Percentage of finished goods inventory requiring special handling or storage

Percentage of finished goods inventory requiring special handling or storage

Freight cost to perform the process "operate outbound transportation" as a percentage of the total logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" cost

(Freight cost to perform the process "operate outbound transportation" / (Total cost to perform the process "define logistics strategy" + Total cost to perform the process "plan and manage inbound material flow" + Total cost to perform the process "operate warehousing" + Total cost to perform the process "operate outbound transportation")) * 100.0

Freight cost to perform the process "operate outbound transportation" per $1,000 revenue

Freight cost to perform the process "operate outbound transportation" /(Total business entity revenue * .001)

Other cost to perform the process "operate outbound transportation" per $1,000 revenue

Costs other than personnel, systems, overhead, outsourced and freight to perform the process "operate outbound transportation" /(Total business entity revenue * .001)

Outsourced cost to perform the process "operate outbound transportation" per $1,000 revenue

Outsourced cost to perform the process "operate outbound transportation" /(Total business entity revenue * .001)

Overhead cost to perform the process "operate outbound transportation" per $1,000 revenue

Overhead cost to perform the process "operate outbound transportation" /(Total business entity revenue * .001)

Personnel cost to perform the process "operate outbound transportation" per $1,000 revenue

Personnel cost to perform the process "operate outbound transportation" /(Total business entity revenue * .001)



dollars

percent

dollars

dollars

dollars

Customer shipment to delivery cycle time in days days

percent

percent

Perfect condition rate Perfect condition rate percent

percent

percent

percent

Premium freight charges as a percentage of total freight charges

Premium freight charges as a percentage of total freight charges

Systems cost to perform the process "operate outbound transportation" per $100,000 revenue

Systems cost to perform the process "operate outbound transportation" /(Total business entity revenue * .00001)

Total cost to perform the process "operate outbound transportation" as a percentage of cost of goods sold

(Total cost to perform the process "operate outbound transportation" /Cost of goods sold (COGS)) * 100

Total cost to perform the process "operate outbound transportation" per process FTE

Total cost to perform the process "operate outbound transportation" /Number of FTEs who perform the process "operate outbound transportation"

Total cost to perform the process "operate outbound transportation" per $1,000 revenue

Total cost to perform the process "operate outbound transportation" /(Total business entity revenue * .001)

Total cost to perform the process "operate outbound transportation" per sales order

Total cost to perform the process "operate outbound transportation" /Number of sales orders fulfilled

Customer shipment to delivery cycle time in hours / 24

Percentage of sales orders shipped as part of full-load shipments

Percentage of total sales orders shipped in full-load shipments

Percentage of sales orders shipped on core carriers

Percentage of sales orders shipped on core carriers

Full trailer-load or full container-load capacity utilization

Full trailer-load or full container-load capacity utilization

Percentage of orders delivered complete and on time

Percentage of sales orders delivered complete and on time

Percentage of orders shipped complete and on time

Percentage of sales orders shipped complete and on time



Percentage of sales orders delivered on time Percentage of sales orders delivered on time percent

FTEs

percent

Accurate documentation rate Accurate documentation rate percent

percent

percent

dollars

dollars

Percentage of outbound transport containers with multiple-customer orders

Percentage of outbound transport containers with multiple-customer orders

Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue

Number of FTEs who perform the process "operate outbound transportation" /(Total business entity revenue * .000000001)

"Operate outbound transportation" FTEs as a percentage of logistics FTEs

(Number of FTEs who perform the process "operate outbound transportation" /(Number of FTEs who perform the process "define logistics strategy" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "operate outbound transportation")) *100

Percentage of sales orders scheduled to customer request

Percentage of total sales orders scheduled according to customer request

Approved preferred/core carriers for primary transportation as a percentage of total carriers used for primary transportation

(Number of approved preferred/core carriers for primary transportation mode / Number of carriers used for primary transportation mode in the last twelve months) * 100.0

Personnel cost to perform the process "manage returns; manage reverse logistics" per $1,000 revenue

Personnel cost to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.0010)

Systems cost to perform the process "manage returns; manage reverse logistics" per $100,000 revenue

Systems cost to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.000010)



dollars

dollars

dollars

dollars

dollars

dollars

Return processing cycle time in days Return processing cycle time in days dayspercent

percent

FTEs

Total cost to perform the process "manage returns; manage reverse logistics" per process FTE

Total cost to perform the process "manage returns; manage reverse logistics" / Number of FTEs who perform the process "manage returns; manage reverse logistics"

Total cost to perform the process "manage returns; manage reverse logistics" per $1,000 revenue

Total cost to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.0010)

Total cost to perform the process "manage returns; manage reverse logistics" per sales order

Total cost to perform the process "manage returns; manage reverse logistics" / Number of sales orders placed

Total cost to perform the process "manage returns; manage reverse logistics" per sales order line item

Total cost to perform the process "manage returns; manage reverse logistics" / Number of sales order line items

Other cost to perform the process "manage returns; manage reverse logistics" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.0010)

Outsourced cost to perform the process "manage returns; manage reverse logistics" per $1,000 revenue

Outsourced cost to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.0010)

Overhead cost to perform the process "manage returns; manage reverse logistics" per $1,000 revenue

Overhead cost to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.0010)

Percentage of returned product flowing through the same logistics network as primary products

Percentage of returned product flowing through the same logistics network as primary products

Value of returned products as a percentage of sales

Value of returned products as a percentage of sales

Number of FTEs that perform the process "manage returns; manage reverse logistics" per $1 billion revenue

Number of FTEs who perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.000000001)



percent

Percentage of returned goods that are donated Percentage of returned goods that are donated percent

percent

percent

Percentage of returned goods that are recycled percent

percent

percent

Percentage of returned goods that are resold as-is percent

percent

percent

percent

percent

percent

percent

Percentage of corrective actions for customer complaints that are completed within 15 days

Percentage of corrective actions for customer complaints that are completed within 15 days

Percentage of logistics costs associated with the physical transportation, storage, or handling of returned product

Percentage of logistics costs associated with the physical transportation, storage, or handling of returned product

Percentage of returned goods that are sent to a landfill

Percentage of returned goods that are sent to a landfill

Percentage of returned goods that are disposed of through other methods

Percentage of returned goods that are disposed of through other methods

Percentage of returned goods that are recycled (materials reclaimed, leased)Percentage of returned goods that are remanufactured and resold through a secondary channel

Percentage of returned goods that are remanufactured and resold

Percentage of returned goods that are repackaged and resold through a secondary channel

Percentage of returned goods that are repackaged and resold

Percentage of returned goods that are resold as-is through a secondary channelPercentage of returned goods that are sold as scrap

Percentage of returned goods that are sold as scrap

Percentage of total returns flow generated due to disposal requirements

Percentage of total returns flow generated due to disposal requirements

Percentage of total returns flow generated due to field service/corrective action

Percentage of total returns flow generated due to field service/corrective action

Percentage of total returns flow generated due to marketing returns

Percentage of total returns flow generated due to marketing returns

Percentage of total returns flow generated due to other events

Percentage of total returns flow generated due to other events

Percentage of total returns flow generated due to reclamation of leased products

Percentage of total returns flow generated due to reclamation of leased products



percent

percent

percent

dollars

dollars

dollars

dollars

dollars

dollars

Percentage of total returns flow generated due to reusable packaging

Percentage of total returns flow generated due to reusable packaging

Percentage of total returns flow generated due to stock-balancing/marketing returns

Percentage of total returns flow generated due to stock-balancing/marketing returns

Percentage of total returns flow generated due to transit damage

Percentage of total returns flow generated due to transit damage

Percentage of total returns flow generated due to warranty/end-of-life returns

Percentage of total returns flow generated due to warranty/end-of-life returns

Other cost of the process group "develop customer care/customer service strategy" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010)

Outsourced cost to perform the process "develop customer care/customer service strategy" per $1,000 revenue

Outsourced cost to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010)

Overhead cost to perform the process "develop customer care/customer service strategy" per $1,000 revenue

Overhead cost to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010)

Personnel cost to perform the process "develop customer care/customer service strategy" per $1,000 revenue

Personnel cost to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010)

Systems cost to perform the process "develop customer care/customer service strategy" per $100,000 revenue

Systems cost to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.000010)

Total cost to perform the process group "develop customer care/customer service strategy" per process FTE

Total cost to perform the process group "develop customer care/customer service strategy" / Number of FTEs who perform the process group "develop customer care/customer service strategy"



dollars

dollars

FTEs

Number of languages supported languages

dollars

dollars

Total cost to perform the process group "develop customer care/customer service strategy" per $1,000 revenue

Total cost to perform the process group "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010)

Total cost to perform the process group "develop customer care/customer service strategy" per sales order

Total cost to perform the process group "develop customer care/customer service strategy" / Number of sales orders placed

Total cost to perform the process group "develop customer care/customer service strategy" per sales order line item

Total cost to perform the process group "develop customer care/customer service strategy" / Number of sales order line items

Number of FTEs that perform the process group "develop customer care/customer service strategy" per $1 billion revenue

Number of FTEs who perform the process group "develop customer care/customer service strategy" / (Total business entity revenue * 0.000000001)

Number of languages supported at the business entityCentrally managed systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact

(Centrally managed systems cost to perform the process "manage sales orders" + Centrally managed systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts

Centrally managed systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per $1,000 revenue

(Centrally managed systems cost to perform the process "manage sales orders" + Centrally managed systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)



dollars

dollars

dollars

dollars

Centrally managed systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per active customer

(Centrally managed systems cost to perform the process "manage sales orders" + Centrally managed systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active

Contact center systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact

(Contact center systems cost to perform the process "manage sales orders" + Contact center systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts

Contact center systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per $1,000 revenue

(Contact center systems cost to perform the process "manage sales orders" + Contact center systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)

Contact center systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per active customer

(Contact center systems cost to perform the process "manage sales orders" + Contact center systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active

Other cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact

(Total annual cost for the process "manage sales orders" for the category "Other cost" + Costs other than personnel, systems, overhead, and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts



dollars

dollars

dollars

dollars

Other cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" as a percentage of the total cost to perform the processes

(Costs other than personnel, systems, overhead, and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100.0

Other cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0010)

Outsourced cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1,000 revenue

Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0010)

Outsourced cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per $1,000 revenue

(Total annual cost for the process "manage sales orders" for the category "Outsourced cost" + Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)

Outsourced cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per active customer

(Total annual cost for the process "manage sales orders" for the category "Outsourced cost" + Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active



percent

dollars

dollars

dollars

percent

Outsourced cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact

(Total annual cost for the process "manage sales orders" for the category "Outsourced cost" + Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts

Outsourced cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" as a percentage of the total cost of the processes

(Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100.0

Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" per inbound call received through IVR DTMF

Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Number of inbound calls received through IVR DTMF

Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" per call received through IVR speech

Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Number of inbound calls received through IVR speech

Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" per web transactions contact

Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Number of inbound contacts through web transactions

Overhead cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" as a percentage of the total cost to perform the processes

(Overhead cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100.0



percent

percent

Total revenue per inbound contact dollars

dollars

dollars

dollars

dollars

Overhead cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1,000 revenue

Overhead cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0010)

Business to business inbound calls as a percentage of total inbound calls

Percentage of inbound contacts from all channels considered "business to business"

Business to consumer inbound calls as a percentage of total inbound calls

Percentage of inbound contacts from all channels considered "business to consumer"Total business entity revenue / Total number of inbound contacts

Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" per web self-service contact

Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Inbound contacts received through web self-service

Total cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per customer service FTE

Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Number of FTEs who perform the customer service function

Total cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1,000 revenue

Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0010)

Personnel cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per business entity FTE

(Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" + Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of FTEs for the process "Manage sales orders" and the function "Manage customer service"



dollars

dollars

dollars

percent

Personnel cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per process FTE

Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Number of FTEs who perform the customer service function

Personnel cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per $1,000 revenue

(Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" + Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)

Personnel cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per active customer

(Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" + Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active

Personnel cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact

(Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" + Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts

Personnel cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" as a percentage of the total cost to perform the processes

(Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100.0



hours

hours

hours

seconds

Average contact handling time in seconds seconds

Average call handling time in seconds seconds

seconds

Bridge rate Bridge rate percent

Call agent availability rate Call agent availability rate percent

Call agent occupancy rate Call agent occupancy rate percent

Call agent utilization rate Call agent utilization rate percent

Average seat utilization Average seat utilization percent

Agent schedule adherence Average agent schedule adherence percent

Personnel cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1,000 revenue

Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0010)

Response time for inbound requests coming from e-mail

Average actual response time in minutes for contacts received through email, excluding automated acknowledgements of email receipt

Response time for inbound requests coming from fax

Average actual response time in minutes for contacts received through facsimile

Response time for inbound requests coming from postal mail

Average actual response time in minutes for contact type "Postal Mail" including outsourced and direct contacts

Average time in seconds to inbound calls abandoned

Average time in seconds to inbound calls abandonedAverage contact handling time in seconds, including after-contact work(Average after-call work time in seconds + Average talk time in seconds)

Average speed of answer in seconds for agent queue calls

Average speed of answer in seconds for agent queue calls


Metric name Formula UnitsFirst call resolution rate First call resolution rate percent

IVR speech recognition rate IVR speech recognition rate percent

seats

FTEs

percent

percent

percent

Average number of contact center seats per contact center

Number of seats / Number of contact centers included

Number of FTEs who perform the customer service function per $1 billion revenue

Number of FTEs who perform the customer service function / (Total business entity revenue * 0.000000001)

Percentage of inbound email contacts outsourced to a third-party provider

(Number of total annual inbound contacts outsourced to a third-party provider for receipt method "Email" / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls, IVR speech, IVR DTMF, fax, postal mail, web transactions, online chats, and other receipts) * 100.0

Percentage of inbound contacts through "other" channels outsourced to a third-party provider

(Inbound contacts received through channels other than phone, email, web self-service, web chat or instant messaging (including virtual agents), a dedicated mobile application, SMS, social media, or postal mail, from all outsourced providers / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls, IVR speech, IVR DTMF, fax, postal mail, web transactions, online chats, and other receipts) * 100.0

Percentage of inbound phone contacts outsourced to a third-party provider

(Inbound contacts received through telephone channels from all outsourced providers / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls, IVR speech, IVR DTMF, fax, postal mail, web transactions, online chats, and other receipts) * 100.0



Number of agent FTEs per direct supervisor FTE agent FTEs

Direct supervisors per agent FTE direct supervisors

percent

percent

Caller authentication rate for IVR Caller authentication rate for IVR percent

DTMF IVR self-service resolution rate DTMF IVR self-service resolution rate percent

IVR speech self-service resolution rate IVR speech self-service resolution rate percent

Web transactions self-service resolution rate Web transactions self-service resolution rate percent

percent

percent

Agent FTEs evaluated using sliding/interdependent agent targets as a percentage of all agent FTEs

Agent FTEs evaluated using sliding/interdependent agent targets as a percentage of all agent FTEs

Number of agent FTEs / (Number of general service FTEs employed to manage agents + Number of vital service FTEs employed to manage agents)

(Number of general service FTEs employed to manage agents + Number of vital service FTEs employed to manage agents) / Number of agent FTEs

Percentage of web chat or instant messaging contacts outsourced to a third-party provider

(Inbound contacts received through web chat or instant messaging, including virtual agents, from all outsourced providers / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls, IVR speech, IVR DTMF, fax, postal mail, web transactions, online chats, and other receipts) * 100.0

Percentage of inbound calls monitored by QAM and scored by supervisors

Percentage of inbound calls monitored by QAM and scored by supervisors

Percentage of active customers with active web accounts

Percentage of active customers with active web accounts

Transferred calls as a percentage of total inbound calls

Transferred calls as a percentage of total inbound calls



percent

percent

percent

percent

percent

percent

Inbound live agent calls per agent FTE calls

Inbound contacts per agent FTE contacts

Percentage of transferred calls that are misdirected

Percentage of transferred calls that are misdirected

Percentage of inbound postal mail contacts outsourced to a third-party provider

(Percentage of inbound contacts outsourced to third-party for postal mail / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls, IVR speech, IVR DTMF, fax, postal mail, web transactions, online chats, and other receipts) * 100.0

Percentage of inbound web transaction contacts outsourced to a third-party provider

(Inbound contacts received through web self-service from all outsourced providers / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls, IVR speech, IVR DTMF, fax, postal mail, web transactions, online chats, and other receipts) * 100.0

Percentage of contacts with CTI that have information pop up on the agent's desktop

Percentage of contacts with CTI that have information pop up on the agent’s desktop

Percentage of active customers with service level based on customer segmentation

Percentage of active customers with service level based on customer segmentation

Calls routed to a live agent as a percentage of total inbound calls

Calls routed to a live agent as a percentage of total inbound calls

Calls abandoned in the agent queue as a percentage of total inbound calls

Calls abandoned in the agent queue as a percentage of total inbound callsNumber of inbound calls received through a live agent / Number of agent FTEsTotal number of inbound contacts / Number of agent FTEs



percent

percent

percent

Africa contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in Africa/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

Australia and New Zealand contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in Australia or New Zealand/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

Central Europe contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in Central Europe/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

Central/South America contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in Central or South America/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100



percent

percent

percent

percent

percent

percent

China, Russia, and Central Asia contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in China, Russia, or Central Asia/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

East Asia contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in East Asia/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

Eastern Europe contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in Eastern Europe/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

Inbound contacts related to billing as a percentage of total inbound contacts

Percentage of inbound contacts from all channels related to billing

Inbound contacts related to complaints as a percentage of total inbound contacts

Percentage of inbound contacts from all channels related to complaints

Inbound contacts related to new orders as a percentage of total inbound contacts

Percentage of inbound contacts from all channels related to new orders

Inbound contacts related to order modification or inquiry as a percentage of total inbound contacts

Percentage of inbound contacts from all channels related to order modification or inquiry



percent

percent

percent

Middle East contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in the Middle East/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

Nordic countries contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in Nordic countries/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

South Asia contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in South Asia/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

Southeast Asia contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in Southeast Asia/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100



percent

percent

percent

percent

percent

percent

Southern Europe contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in Southern Europe/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

US contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in the United States or Canada/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

Western Europe contact center employees as a percentage of total contact center employees

( Percentage of your organization's IT headcount in Western Europe/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100

Inbound contacts received via phone as a percentage of total inbound contacts

(Number of inbound contacts through calls / Total number of inbound contacts) * 100.0

Inbound contacts received via email as a percentage of total inbound contacts

(Number of inbound contacts through email / Total number of inbound contacts) * 100.0

Inbound contacts received via fax as a percentage of total inbound contacts

(Number of inbound contacts through fax / Number of inbound contacts) * 100.0

Inbound contacts received via web chat or instant messaging as a percentage of total inbound contacts

(Number of inbound contacts through online chat / Total number of inbound contacts) * 100.0



percent

percent

percent

percent

percent

percent

percent

percent

percent

percent

percent

Number of inbound contacts through channels other than phone, email, web self-service, web chat or instant messaging, dedicated mobile apps, SMS, social media, or postal mail as a percentage of total inbound contacts

(Inbound contacts received through channels other than phone, email, web self-service, web chat or instant messaging (including virtual agents), a dedicated mobile application, SMS, social media, or postal mail / Total number of inbound contacts) * 100.0

Inbound contacts received via postal mail as a percentage of total inbound contacts

(Number of inbound contacts through postal mail / Total number of inbound contacts) * 100.0

Inbound contacts received via web self-service as a percentage of total inbound contacts

(Inbound contacts received through web self-service / Total number of inbound contacts) * 100.0

Number of inbound calls received through a live agent as a percentage of total inbound calls

(Number of inbound calls received through a live agent / Number of inbound calls) * 100.0

Number of inbound calls received through IVR speech as a percentage of total inbound calls

(Number of inbound calls received through IVR speech / Number of inbound calls) * 100.0

Number of inbound calls received through IVR DTMF as a percentage of total inbound calls

(Number of inbound calls received through IVR DTMF / Number of inbound calls) * 100.0

Inbound calls related to billing as a percentage of total inbound calls

(Number of inbound calls for billing / Number of inbound calls) * 100.0

Inbound calls related to complaints as a percentage of total inbound calls

(Number of inbound calls for complaints / Number of inbound calls) * 100.0

Inbound calls related to new orders as a percentage of total inbound calls

(Number of inbound calls for new orders / Number of inbound calls) * 100.0

Inbound calls related to order modification or inquiry as a percentage of total inbound calls

(Number of inbound calls for order modification or inquiry / Number of inbound calls) * 100.0

Number of inbound calls for requirements other than new orders, order modifications or inquiry, billing, complaints, or technical support as a percentage of total inbound calls

Percentage of inbound contacts from all channels related to matters other than new orders, order modification or inquiry, billing, complaints, or technical support

Inbound contacts related to technical support as a percentage of total inbound contacts

Percentage of inbound contacts from all channels related to technical support



percent

percent

percent

percent

percent

Customer attrition (or churn) rate Customer attrition rate percent

Call service level Service level seconds

Forecast accuracy for long-term planning Long-term forecast accuracy percent

Forecast accuracy for short-term planning Short-term forecast accuracy percent

dollars

dollars

dollars

Number of inbound calls for the customer service function as a percentage of total inbound calls

(Number of inbound calls for the customer service function / Number of inbound calls) * 100.0

Percentage of inbound contacts through "other" channels outsourced to a third-party provider

Percentage of inbound contacts outsourced to third-party for other receipt

Percentage of inbound fax contacts outsourced to a third-party provider

Percentage of inbound contacts outsourced to third-party for fax

Percentage of inbound IVR DTMF contacts outsourced to a third-party provider

Percentage of inbound contacts outsourced to third-party for IVR DTMF

Percentage of inbound IVR speech contacts outsourced to a third-party provider

Percentage of inbound contacts outsourced to third-party for IVR speech

Percentage of inbound live agent call contacts outsourced to third-party provider

Percentage of inbound contacts outsourced to third-party for live agent calls

Total cost to perform the process group "recruit, source, and select employees" per $1,000 revenue

Total cost to perform the process group "recruit, source, and select" / (Total business entity revenue * 0.001)

Total cost to perform the process group "recruit, source, and select employees" per business entity employee

Total cost to perform the process group "recruit, source, and select" / Number of business entity employees

Total cost to perform the process group "recruit, source, and select employees" per new hire

Total cost to perform the process group "recruit, source, and select" / Total number of new hires



dollars

dollars

dollars

Personnel cost to perform the process group "recruit, source, and select employees" per $1,000 revenue

(Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to personnel cost * Percentage of total cost of the process group "Recruit, source, and select employees" allocated to internal cost * 0.0001 * Total cost to perform the process group "recruit, source, and select") / (Total business entity revenue * 0.001)

Personnel cost to perform the process group "recruit, source, and select employees" per new hire

(Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to personnel cost * Percentage of total cost of the process group "Recruit, source, and select employees" allocated to internal cost * 0.0001 * Total cost to perform the process group "recruit, source, and select") / Total number of new hires

Personnel cost to perform the process group "recruit, source, and select employees" per business entity employee

(Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to personnel cost * Percentage of total cost of the process group "Recruit, source, and select employees" allocated to internal cost * 0.0001 * Total cost to perform the process group "recruit, source, and select") / Number of business entity employees

Systems cost to perform process group "recruit, source, and select employees" per $1,000 revenue

(Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to systems cost * Percentage of total cost of the process group "Recruit, source, and select employees" allocated to internal cost * 0.0001 * Total cost to perform the process group "recruit, source, and select") / (Total business entity revenue * 0.001)



hours

days

days

percent

FTEs

percent

percent

percent

percent

new hires

Response time in hours for non-routine "recruit, source, and select employees" inquiries

Response time in hours for a non-routine inquiry for the process group "recruit, source, and select employees"

Response time in hours for routine "recruit, source, and select employees" inquiries

Response time in hours for a routine inquiry for the process group "recruit, source, and select employees"

Cycle time in days from approval of job requisition to acceptance of job offer

Cycle time in days from approval of job requisition to acceptance of job offer

Cycle time in days from identifying the need to hire a new employee to approval of the job requisition

Cycle time in days from identifying the need to hire a new employee to approval of job requisition

New hire satisfaction rate for the recruiting process

Latest captured satisfaction rate of new hires with the recruiting experience

Number of FTEs that perform process group "recruit, source, and select employees" per $1 billion revenue

Number of FTEs who perform the process group "recruit, source, and select employees" / (Total business entity revenue * .000000001)

Percentage of job offers made to middle management/specialist candidates that are ultimately accepted

Number of hours invested by the hiring manager per middle management/specialist new hire

Percentage of job offers made to senior management/executive candidates that are ultimately accepted

Number of hours invested by the hiring manager per senior management/executive new hire

Percentage of job offers made to operational worker/office staff candidates that are ultimately accepted

Number of hours invested by the hiring manager per operational worker/office staff new hire

Percentage of senior management/executive positions filled by internal promotion for the past 3 years

Percentage of management positions filled by internal promotion versus external recruitment for senior management/executive employees for the past three years

Number of new hires per "recruit, source, and select employees" FTE

Total number of new hires / Number of FTEs who perform the process group "recruit, source, and select employees"



percent

percent

percent

percent

percent

percent

percent

Number of business entity employees per FTE that performs the process group "Recruit, source, and select employees"

Number of business entity employees / Number of FTEs who perform the process group "recruit, source, and select employees"

Middle management/specialists new hires as a percentage of total new hires

Middle management/specialist new hires percentage

Operational workers/office staff new hires as a percentage of total new hires

Operational workers/office workers new hires percentage

Senior management/executives new hires as a percentage of total new hires

Senior management/executive new hires percentage

Percentage of "recruit, source, and select employees" inquiries received that are non-routine

(Number of non-routine inquiries received monthly for the process group "recruit, source, and select employees" / (Number of routine inquiries received monthly for the process group "recruit, source, and select employees" + Number of non-routine inquiries received monthly for the process group "recruit, source, and select employees")) * 100.0

Percentage of "recruit, source, and select employees" inquiries received that are routine

Number of routine inquiries received monthly for the process group "recruit, source, and select employees"/(Number of routine inquiries received monthly for the process group "recruit, source, and select employees"+Number of non-routine inquiries received monthly for the process group "recruit, source, and select employees")*100

Percentage of "recruit, source, and select employees" inquiries received via digital communication channels

Percentage of inquiries received for the process group "recruit, source and select employees" through digital communication channels

Percentage of "recruit, source, and select employees" inquiries received via e-mail

Percentage of the total inquiries received monthly for the process group "recruit, source, and select employees" via e-mail



percent

percent

percent

percent

percent

percent

percent

percent

Percentage of "recruit, source, and select employees" inquiries received via channels other than e-mail, phone, and face-to-face

Percentage of inquiries received monthly for the process group "recruit, source, and select employees" via channels other than e-mail, phone, and face-to-face interaction

Percentage of "recruit, source, and select employees" inquiries received via face-to-face

Percentage of inquiries received monthly for the process group "recruit, source, and select employees" via face-to-face interaction

Percentage of "recruit, source, and select employees" inquiries received via non-digital communication channels

Percentage of inquiries received for the process group "recruit, source and select employees" through non-digital communication channels

Percentage of "recruit, source, and select employees" inquiries received via phone

Percentage of inquiries received monthly for the process group "recruit, source, and select employees" via phone

Percentage of "reward and retain employees" inquiries received via digital communication channels

Percentage of inquiries received for the process group "reward and retain employees" through digital communication channels

Percentage of "reward and retain employees" inquiries received via non-digital communication channels

Percentage of inquiries received for the process group "reward and retain employees" through non-digital communication channels

Percentage of new hires that originated from employee referrals

Percentage of new hires from internal employee referrals

Percentage of middle management/specialist positions filled by internal promotion for the past 3 years

Percentage of management positions filled by internal promotion versus external recruitment for middle management/specialist employees for the past three years

Other cost to perform the process group "recruit, source, and select employees" as a percentage of total cost to perform the process

(Percentage of internal cost to perform the process group "recruit, source, and select" allocated to costs other than personnel, systems, and overhead*Internal cost to perform the process group "recruit, source, and select")/Total cost to perform the process group "recruit, source, and select"



percent

percent

inquiries

inquiries

percent

percent

percent

Overhead cost to perform the process group "recruit, source, and select employees" as a percentage of the total cost to perform the process group

(Percentage of internal cost to perform the process group "recruit, source, and select" allocated to overhead*Internal cost to perform the process group "recruit, source, and select")/Total cost to perform the process group "recruit, source, and select"

Personnel cost to perform the process group "recruit, source, and select employees" as a percentage of the total cost to perform the process group

Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to personnel cost * Percentage of total cost of the process group "Recruit, source, and select employees" allocated to internal cost * 0.01

Systems cost to perform the process group "recruit, source, and select employees" as a percentage of the total cost to perform the process group

Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to systems cost * Percentage of total cost of the process group "Recruit, source, and select employees" allocated to internal cost * 0.01

Number of monthly non-routine "recruit, source, and select employees" inquiries per business entity employee

Number of non-routine inquiries received monthly for the process group "recruit, source, and select employees" / Number of business entity employees

Number of monthly routine "recruit, source, and select employees" inquiries per business entity employee

Number of routine inquiries received monthly for the process group "recruit, source, and select employees" / Number of business entity employees

Outsourced cost of the process group "recruit, source, and select employees" as a percentage of the total cost to perform the process group

Percentage of total cost of the process group "Recruit, source, and select employees" allocated to external cost

Permanent full-time new hires as a percentage of total new hires

Permanent full-time positions as a percentage of total new hires

Permanent part-time new hires as a percentage of total new hires

Permanent part-time positions as a percentage of total new hires



percent

Percentage of new hire retention after 12 months percent

dollars

dollars

dollars

Contingent new hires as a percentage of total new hires

Contingent positions as a percentage of total new hires

Overhead and other costs of the process group "Recruit, source, and select employees" as a percentage of the total cost to perform the process group

Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to overhead and other costs * Percentage of total cost of the process group "Recruit, source, and select employees" allocated to internal cost * 0.01

(Percentage of middle management/specialist employees who joined in the past 12 months that are still within your business entity + Percentage of operational worker/office staff employees who joined in the past 12 months who are still within your business entity + Percentage of senior management/executive employees who joined in the past 12 months that are still within your business entity)/3

Learning management system consultancy/third-party cost per employee attending classroom or e-learning training

Consultancy/third-party costs associated with ownership for your LMS / (Number of employees who attend e-learning training + Number of employees who attend classroom training)

Learning management system hardware cost per employee attending classroom or e-learning training

Hardware costs associated with ownership for your LMS / (Number of employees who attend e-learning training + Number of employees who attend classroom training)

Learning management system software cost per employee attending classroom or e-learning training

Software costs associated with ownership for your LMS / (Number of employees who attend e-learning training + Number of employees who attend classroom training)



dollars

dollars

percent

dollars

dollars

Learning management system upgrade and maintenance cost per employee attending classroom or e-learning training

Upgrade and maintenance costs associated with ownership for your LMS / (Number of employees who attend e-learning training + Number of employees who attend classroom training)

Cost to maintain and support the learning management system per employee dedicated to the activity

Labor cost for full or part-time employees to maintain and support LMS / Number of full or part-time employees required to maintain and support LMS

Cost to maintain and support the learning management system per temporary staff/contractor dedicated to the activity

Labor cost for temporary or contract employees to maintain and support LMS / Number of temporary or contract employees required to maintain and support LMS

Total cost for the learning management system as a percentage of the system cost to perform the processes "manage employee development" and "develop and train employees"

((Hardware costs associated with ownership for your LMS + Software costs associated with ownership for your LMS + Upgrade and maintenance costs associated with ownership for your LMS + Consultancy/third-party costs associated with ownership for your LMS) / Systems cost to perform the process group "develop and counsel-learning only" ) * 100

Total cost for the learning management system per employee attending classroom or e-learning training

(Hardware costs associated with ownership for your LMS + Software costs associated with ownership for your LMS + Upgrade and maintenance costs associated with ownership for your LMS + Consultancy/third-party costs associated with ownership for your LMS) / (Number of employees who attend e-learning training + Number of employees who attend classroom training)

Total cost to perform the process group "develop and counsel employees" per $1,000 revenue

Total cost to perform the process group "Develop and counsel employees" / (Total business entity revenue * .001)



dollars

dollars

dollars

dollars

dollars

dollars

Total cost to perform the processes "manage employee development" and "develop and train employees" per $1,000 revenue

Total cost to perform the process group "develop and counsel-learning only" / (Total business entity revenue * .001)

Total cost to perform the processes "manage employee development" and "develop and train employees" per business entity employee

Total cost to perform the process group "develop and counsel-performance and employee relations" / Number of business entity employees

Total cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" per $1,000 revenue

Total cost to perform the process group "develop and counsel-performance and employee relations" / (Total business entity revenue * .001)

Total cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" per business entity employee

Total cost to perform the process group "develop and counsel-performance and employee relations" / Number of business entity employees

Total cost to perform the process group "develop and counsel employees" per business entity employee

(Total cost to perform the process group "develop and counsel-learning only" + Total cost to perform the process group "develop and counsel-performance and employee relations") / Number of business entity employees

Personnel cost to perform the processes "manage employee development" and "develop and train employees" per $1,000 revenue

((Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to personnel/100) * Total internal cost to perform the process group "develop and counsel-learning only") / (Total business entity revenue * .001)

Personnel cost to perform the processes "manage employee development" and "develop and train employees" per business entity employee

((Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to personnel/100) * Total internal cost to perform the process group "develop and counsel-learning only") / Number of business entity employees



dollars

dollars

dollars

hours

Personnel cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" per $1,000 revenue

((Percentage of internal cost to perform the process group "develop and counsel employees" allocated to personnel/100) * Internal cost to perform the process group "develop and counsel-performance and employee relations") / (Total business entity revenue * .001)

Personnel cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" per business entity employee

((Percentage of internal cost to perform the process group "develop and counsel employees" allocated to personnel/100) * Internal cost to perform the process group "develop and counsel-performance and employee relations") / Number of business entity employees

Personnel cost to perform the process group "Develop and counsel employees" per $1,000 revenue

(Percentage of internal cost of the process group "Develop and counsel employees" allocated to personnel cost * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost * 0.0001 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0.001)

Personnel cost to perform the process group "Develop and counsel employees" per business entity employee

(Percentage of internal cost of the process group "Develop and counsel employees" allocated to personnel cost * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost * 0.0001 * Total cost to perform the process group "Develop and counsel employees" ) / Number of business entity employees

Response time in hours for non-routine "develop and counsel employees" inquiries

Response time in hours for a non-routine inquiry for the process group "develop and counsel employees"



FTEs

FTEs

FTEs

employees

employees

employees

percent

Response time in hours for routine "develop and counsel employees" inquiries

Response time in hours for a routine inquiry for the process group "develop and counsel employees"

Number of FTEs that perform process group "develop and counsel employees" per $1 billion revenue

(Number of FTEs who perform the process group "develop and counsel employees" + Number of FTEs who perform the process group "develop and counsel-learning only") / (Total business entity revenue * .000000001)

Number of FTEs that perform processes "manage employee development" and "develop and train employees" per $1 billion revenue

Number of FTEs who perform the process group "develop and counsel-learning only" / (Total business entity revenue * .000000001)

Number of FTEs that perform processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" per $1 billion revenue

Number of FTEs who perform the process group "develop and counsel employees" / (Total business entity revenue * .000000001)

Number of business entity employees per FTE that performs the process group "Develop and counsel employees"

Number of business entity employees / (Number of FTEs who perform the process group "develop and counsel employees" + Number of FTEs who perform the process group "develop and counsel-learning only")

Number of business entity employees per "manage employee development" and "develop and train business entity employees" FTE

Number of business entity employees / Number of FTEs who perform the process group "develop and counsel-learning only"

Number of business entity employees per "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" FTE

Number of business entity employees / Number of FTEs who perform the process group "develop and counsel employees"

Outsourced cost of the processes "manage employee development" and "develop and train employees" as a percentage of the total cost to perform the processes

(Outsourced cost to perform the process group "develop and counsel-learning only"/Total cost to perform the process group "develop and counsel-learning only")*100



percent

percent

percent

percent

percent

percent

percent

Outsourced cost of the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" as a percentage of the total cost to perform the processes

(Outsourced cost of the process group "develop and counsel-performance and employee relations"/Total cost to perform the process group "develop and counsel-performance and employee relations")*100

Percentage of "develop and counsel employees" inquiries received that are routine

Number of routine inquiries received monthly for the process group "develop and counsel"/(Number of routine inquiries received monthly for the process group "develop and counsel"+Number of non-routine inquiries received monthly for the process group "develop and counsel")*100

Percentage of "develop and counsel employees" inquiries received via channels other than e-mail, phone, and face-to-face

Percentage of inquiries received monthly for the process group "develop and counsel employees" via channels other than e-mail, phone, and face-to-face interaction

Percentage of "develop and counsel employees" inquiries received via digital communication channels

Percentage of inquiries received for the process group "develop and counsel employees" employees" through digital communication channels

Percentage of "develop and counsel employees" inquiries received via e-mail

Percentage of inquiries received monthly for the process group "develop and counsel" via e-mail

Percentage of "develop and counsel employees" inquiries received via face-to-face

Percentage of inquiries received monthly for the process group "develop and counsel employees" via face-to-face interaction

Percentage of "develop and counsel employees" inquiries received via non-digital communication channels

Percentage of inquiries received for the process group "develop and counsel employees" employees" through non-digital communication channels

Percentage of "develop and counsel employees" inquiries received via phone

Percentage of inquiries received monthly for the process group "develop and counsel" via phone



percent

percent

percent

percent

Percentage of "develop and counsel employees" inquiries received that are non-routine

Number of non-routine inquiries received monthly for the process group "develop and counsel"/(Number of routine inquiries received monthly for the process group "develop and counsel"+Number of non-routine inquiries received monthly for the process group "develop and counsel")*100

Personnel cost to perform the process group "Develop and counsel employees" as a percentage of the total cost to perform the process group

Percentage of internal cost of the process group "Develop and counsel employees" allocated to personnel cost * 0.01 * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost

Systems cost to perform the process group "Develop and counsel employees" as a percentage of the total cost to perform the process group

Percentage of internal cost of the process group "Develop and counsel employees" allocated to systems cost * 0.01 * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost

Overhead and other costs to perform the process group "Develop and counsel employees" as a percentage of the total cost to perform the process group

Percentage of internal cost of the process group "Develop and counsel employees" allocated to overhead and other costs * 0.01 * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost

Outsourced cost of the process group "Develop and counsel employees" as a percentage of the total cost to perform the process group

Percentage of total cost of the process group "Develop and counsel employees" allocated to external cost



percent

percent

percent

Other cost to perform the processes "manage employee development" and "develop and train employees" as a percentage of total cost to perform the processes

(Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to costs other than personnel, systems, and overhead*Total internal cost to perform the process group "develop and counsel-learning only")/Total cost to perform the process group "develop and counsel-learning only"

Other cost of the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" as a percentage of total cost to perform the processes

(Percentage of internal cost to perform the process group "develop and counsel-performance and employee relations" allocated to costs other than personnel, systems, overhead, and outsourced*Internal cost to perform the process group "develop and counsel-performance and employee relations")/Total cost to perform the process group "develop and counsel-performance and employee relations"

Overhead cost to perform the processes "manage employee development" and "develop and train employees" as a percentage of the total cost to perform the processes

(Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to overhead*Total internal cost to perform the process group "develop and counsel-learning only")/Total cost to perform the process group "develop and counsel-learning only"

Overhead cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" as a percentage of the total cost to perform the processes

(Percentage of internal cost to perform the process group "develop and counsel employees" allocated to overhead*Internal cost to perform the process group "develop and counsel-performance and employee relations")/Total cost to perform the process group "develop and counsel-performance and employee relations"



percent

percent

percent

Personnel cost to perform the processes "manage employee development" and "develop and train employees" as a percentage of the total cost to perform the processes

(Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to personnel*Total internal cost to perform the process group "develop and counsel-learning only")/Total cost to perform the process group "develop and counsel-learning only"

Personnel cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" as a percentage of the total cost to perform the processes

(Percentage of internal cost to perform the process group "develop and counsel employees" allocated to personnel*Internal cost to perform the process group "develop and counsel-performance and employee relations")/Total cost to perform the process group "develop and counsel-performance and employee relations"

Systems cost to perform the processes "manage employee development" and "develop and train employees" as a percentage of the total cost to perform the processes

(Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to systems*Total internal cost to perform the process group "develop and counsel-learning only")/Total cost to perform the process group "develop and counsel-learning only"

Systems cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" as a percentage of the total cost to perform the processes

(Percentage of internal cost to perform the process group "develop and counsel employees" allocated to systems*Internal cost to perform the process group "develop and counsel-performance and employee relations")/Total cost to perform the process group "develop and counsel-performance and employee relations"


Metric name Formula Unitsinquiries

inquiries

dollars

dollars

dollars

dollars

dollars

Number of monthly non-routine "develop and counsel employees" inquiries per business entity employee

Number of non-routine inquiries received monthly for the process group "develop and counsel" / Number of business entity employees

Number of monthly routine "develop and counsel employees" inquiries per business entity employee

Number of routine inquiries received monthly for the process group "develop and counsel" / Number of business entity employees

Total cost to perform the process group "reward and retain employees" per $1,000 revenue

Total cost to perform the process group "reward and retain employees" / (Total business entity revenue * .001)

Total cost to perform the process group "reward and retain employees" per business entity employee

Total cost to perform the process group "reward and retain employees" / Number of business entity employees

Personnel cost to perform the process group "reward and retain employees" per business entity employee

((Percentage of internal cost to perform the process group "reward and retain employees" allocated to personnel * Internal cost to perform the process group "reward and retain employees") / 100) / Number of business entity employees

Personnel cost to perform the process group "reward and retain employees" per $1,000 revenue

((Percentage of internal cost to perform the process group "reward and retain employees" allocated to personnel * Internal cost to perform the process group "reward and retain employees") / 100) / (Total business entity revenue * .001)

Average salary including base, overtime, and variable pay for middle management or specialists

(Total base pay for middle management/specialist employees + Total overtime pay for middle management/specialist employees + Total variable pay for middle management/specialist employees) / Number of middle management/specialist employees



dollars

hours

hours

months

FTEs

employees

days

days

Average salary including base, overtime, and variable pay for operational workers or office staff

(Total base pay for operational worker/office staff employees + Total overtime pay for operational worker/office staff employees + Total variable pay for operational worker/office staff employees) / Number of operational worker/office staff employees

Average salary including base, overtime, and variable pay for senior management or executives

(Total base pay for senior management/executive employees + Total overtime pay for senior management/executive employees + Total variable pay for senior management/executive employees) / Number of senior management/executive employees

Response time in hours for non-routine "reward and retain employees" inquiries

Response time in hours for a non-routine inquiry for the process group "reward and retain employees"

Response time in hours for routine "reward and retain employees" inquiries

Response time in hours for a routine inquiry for the process group "reward and retain employees"

Average tenure in months for business entity agents

Average tenure in months for business entity agents

Number of FTEs that perform process group "Reward and retain employees" per $1 billion revenue

Number of FTEs who perform the process group "reward and retain employees" / (Total business entity revenue * .000000001)

Number of business entity employees per FTE that performs the process group "Reward and retain employees"

Number of business entity employees / Number of FTEs who perform the process group "reward and retain employees"

Number of days absent per employee excluding maternity and paternity leave

Number of days absent due to sickness excluding maternity and paternity leave per employee

Number of days absent per employee including maternity and paternity leave

Number of days absent due to sickness, maternity, and paternity leave per employee



inquiries

percent

percent

percent

percent

percent

Number of monthly non-routine "reward and retain employees" inquiries per business entity employee

Number of non-routine inquiries received monthly for the process group "reward and retain employees" / Number of business entity employees

Number of monthly routine "reward and retain employees" inquiries per business entity employee

Number of routine inquiries received monthly for the process group "reward and retain employees" / Number of business entity employees

Outsourced cost of the process group "reward and retain employees" as a percentage of the total cost to perform the process group

Outsourced cost to perform the process group "reward and retain employees"/Total cost to perform the process group "reward and retain employees"*100

Percentage of "reward and retain employees" inquiries received via face-to-face

Percentage of inquiries received monthly for the process group "reward and retain employees" via face-to-face interaction

Percentage of "reward and retain employees" inquiries received that are non-routine

Number of non-routine inquiries received monthly for the process group "reward and retain employees"/(Number of routine inquiries received monthly for the process group "reward and retain employees"+Number of non-routine inquiries received monthly for the process group "reward and retain employees")*100

Percentage of "reward and retain employees" inquiries received that are routine

Number of routine inquiries received monthly for the process group "reward and retain employees" / (Number of routine inquiries received monthly for the process group "reward and retain employees" + Number of non-routine inquiries received monthly for the process group "reward and retain employees") * 100

Percentage of "reward and retain employees" inquiries received via channels other than e-mail, phone, and face-to-face

Percentage of inquiries received monthly for the process group "reward and retain employees" via channels other than e-mail, phone, and face-to-face interaction



percent

percent

percent

percent

percent

percent

Percentage of "reward and retain employees" inquiries received via e-mail

Percentage of inquiries received monthly for the process group "reward and retain employees" via e-mail

Percentage of "reward and retain employees" inquiries received via phone

Percentage of inquiries received monthly for the process group "reward and retain employees" via phone

Overhead and other costs of the process group "reward and retain employees" as a percentage of the total cost to perform the process group

(Percentage of internal cost of the process group "Reward and retain employees" allocated to overhead and other costs * Percentage of total cost of the process group "Reward and retain employees" allocated to internal cost * 0.01)

Senior management or executive overtime pay as a percentage of total pay

(Total overtime pay for senior management/executive employees/Total pay for senior management/executive employees)*100

Middle management or specialist overtime pay as a percentage of total pay (including cost of benefits)

(Total overtime pay for middle management/specialist employees/Total pay for middle management/specialist employees)*100

Operational workers or office staff overtime pay as a percentage of total pay (including cost of benefits)

(Total overtime pay for operational worker/office staff employees/Total pay for operational worker/office staff employees)*100

Other cost to perform the process group "reward and retain employees" as a percentage of total cost to perform the process

(Percentage of internal cost to perform the process group "reward and retain employees" allocated to costs other than personnel, systems, and overhead*Internal cost to perform the process group "reward and retain employees")/Total cost to perform the process group "reward and retain employees"



percent

percent

dollars

dollars

dollars

Number of vacation days per year per employee Number of vacation days per year per employee days

dollars

Overhead cost to perform the process group "reward and retain employees" as a percentage of the total cost to perform the process group

(Percentage of internal cost to perform the process group "reward and retain employees" allocated to overhead*Internal cost to perform the process group "reward and retain employees")/Total cost to perform the process group "reward and retain employees"

Personnel cost to perform the process group "reward and retain employees" as a percentage of the total cost to perform the process group

(Percentage of internal cost to perform the process group "reward and retain employees" allocated to personnel*Internal cost to perform the process group "reward and retain employees")/Total cost to perform the process group "reward and retain employees"

Systems cost to perform the process group "reward and retain employees" as a percentage of the total cost to perform the process group

(Percentage of internal cost to perform the process group "reward and retain employees" allocated to systems*Internal cost to perform the process group "reward and retain employees")/Total cost to perform the process group "reward and retain employees"

Base pay per middle management or specialist employee

Total base pay for middle management/specialist employees / Number of middle management/specialist employees

Base pay per operational worker or office staff employee

Total base pay for operational worker/office staff employees / Number of operational worker/office staff employees

Base pay per senior management or executive employee

Total base pay for senior management/executive employees / Number of senior management/executive employees

Total cost to perform the process group "redeploy and retire employees" per $1,000 revenue

Total cost to perform the process group "redeploy and retire employees" / (Total business entity revenue * .001)



dollars

dollars

hours

hours

FTEs

internal hires

employees

Total cost to perform the process group "redeploy and retire employees" per business entity employee

Total cost to perform the process group "redeploy and retire employees" / Number of business entity employees

Personnel cost to perform the process group "redeploy and retire employees" per $1,000 revenue

((Percentage of internal cost to perform the process group "redeploy and retire employees" allocated to personnel * Internal cost to perform the process group "redeploy and retire employees") / 100) / (Total business entity revenue * .001)

Personnel cost to perform the process group "redeploy and retire employees" per business entity employee

((Percentage of internal cost to perform the process group "redeploy and retire employees" allocated to personnel * Internal cost to perform the process group "redeploy and retire employees")/ 100) / Number of business entity employees

Response time in hours for non-routine "redeploy and retire employees" inquiries

Response time in hours for a non-routine inquiry for the process group "redeploy and retire employees"

Response time in hours for routine "redeploy and retire employees" inquiries

Response time in hours for a routine inquiry for the process group "redeploy and retire employees"

Number of FTEs that perform process group "redeploy and retire employees" per $1 billion revenue

Number of FTEs who perform the process group "redeploy and retire employees" / (Total business entity revenue * .000000001)

Number of internal hires per "redeploy and retire employees" FTE

Number of vacancies filled by internal candidates / Number of FTEs who perform the process group "redeploy and retire employees"

Number of business entity employees per FTE that performs the process group "Redeploy and retire employees"

Number of business entity employees / Number of FTEs who perform the process group "redeploy and retire employees"



percent

percent

percent

percent

Overhead and other cost to perform the process group "Redeploy and retire employees" as a percentage of the total cost to perform the process group

(Percentage of total cost of the process group "Redeploy and retire employees" allocated to internal costs * Percentage of internal costs of the process group "Redeploy and retire employees" allocated to overhead and other costs) / 100

Other cost to perform the process group "redeploy and retire employees" as a percentage of the total cost to perform the process group

(Percentage of internal cost to perform the process group "redeploy and retire employees" allocated to costs other than personnel, systems, and overhead*Internal cost to perform the process group "redeploy and retire employees")/Total cost to perform the process group "redeploy and retire employees"

Overhead cost to perform the process group "redeploy and retire employees" as a percentage of the total cost to perform the process group

(Percentage of internal cost to perform the process group "redeploy and retire employees" allocated to overhead*Internal cost to perform the process group "redeploy and retire employees")/Total cost to perform the process group "redeploy and retire employees"

Personnel cost to perform the process group "redeploy and retire employees" as a percentage of the total cost to perform the process group

(Percentage of internal cost to perform the process group "redeploy and retire employees" allocated to personnel*Internal cost to perform the process group "redeploy and retire employees")/Total cost to perform the process group "redeploy and retire employees"

Systems cost to perform the process group "redeploy and retire employees" as a percentage of the total cost to perform the process group

(Percentage of internal cost to perform the process group "redeploy and retire employees" allocated to systems*Internal cost to perform the process group "redeploy and retire employees")/Total cost to perform the process group "redeploy and retire employees"



inquiries

percent

percent

percent

percent

Number of monthly non-routine "redeploy and retire employees" inquiries per business entity employee

Number of non-routine inquiries received monthly for the process group "redeploy and retire employees" / Number of business entity employees

Number of monthly routine "redeploy and retire employees" inquiries per business entity employee

Number of routine inquiries received monthly for the process group "redeploy and retire employees" / Number of business entity employees

Outsourced cost of the process group "redeploy and retire employees" as a percentage of the total cost to perform the process group

Outsourced cost to perform the process group "redeploy and retire employees"/Total cost to perform the process group "redeploy and retire employees"*100

Percentage of "redeploy and retire employees" inquiries received via digital communication channels

Percentage of inquiries received for the process group "redeploy and retire employees" employees" through digital communication channels

Percentage of "redeploy and retire employees" inquiries received via non-digital communication channels

Percentage of inquiries received for the process group "redeploy and retire employees" employees" through non-digital communication channels

Percentage of "redeploy and retire employees" inquiries received that are non-routine

Number of non-routine inquiries received monthly for the process group "redeploy and retire employees"/(Number of routine inquiries received monthly for the process group "redeploy and retire employees"+Number of non-routine inquiries received monthly for the process group "redeploy and retire employees")*100



percent

percent

percent

percent

days

days

percent

percent

Percentage of "redeploy and retire employees" inquiries received that are routine

Number of routine inquiries received monthly for the process group "redeploy and retire employees"/(Number of routine inquiries received monthly for the process group "redeploy and retire employees"+Number of non-routine inquiries received monthly for the process group "redeploy and retire employees")*100

Percentage of "redeploy and retire employees" inquiries received via face-to-face

Percentage of inquiries received monthly for the process group "redeploy and retire" via face-to-face interaction

Percentage of "redeploy and retire employees" process inquiries received via channels other than e-mail, phone, and face-to-face

Percentage of inquiries received monthly for the process group "redeploy and retire" via channels other than e-mail, phone, and face-to-face interaction

Percentage of "redeploy and retire employees" process inquiries received via e-mail

Percentage of inquiries received monthly for the process group "redeploy and retire" via e-mail

Percentage of "redeploy and retire employees" process inquiries received via phone

Percentage of inquiries received monthly for the process group "redeploy and retire" via phone

Cycle time in days from identifying the need to hire a new employee until new hire begins in the agreed position

Cycle time in days from identifying the need to hire a new employee to approval of job requisition + Cycle time in days from approval of job requisition to acceptance of job offer + Cycle time in days from job offer acceptance until new hire begins in the agreed position, including time for orientation and initial set-up

Cycle time in days from job acceptance until new hire begins in the agreed position

Cycle time in days from job offer acceptance until new hire begins in the agreed position, including time for orientation and initial set-up

Job offer acceptance rate for middle management/specialists

Job offer acceptance rate for middle management/specialist employees

Job offer acceptance rate for operational workers/office staff

Job offer acceptance rate for operational worker/office staff employees



percent

percent

percent

job requisitions

percent

percent

percent

dollars

Job offer acceptance rate for senior management/executives

Job offer acceptance rate for senior management/executive employees

Percentage of middle management/specialist new hire retention after 12 months

Percentage of middle management/specialist employees who joined in the past 12 months that are still within your business entity

Percentage of operational worker/office staff new hire retention after 12 months

Percentage of operational worker/office staff employees who joined in the past 12 months who are still within your business entity

Percentage of senior management/executive new hire retention after 12 months

Percentage of senior management/executive employees who joined in the past 12 months that are still within your business entity

Number of approved job requisitions per "Recruit, source, and select employees" FTE

Annual number of job requisitions/ Number of FTEs who perform the process group "recruit, source, and select employees"

Number of new hires as a percentage of approved job requisitions

(Total number of new hires / Annual number of job requisitions) * 100

Percentage of operational workers/office staff positions filled by internal promotion for the past 3 years

Percentage of management positions filled by internal promotion versus external recruitment for operational worker/office staff employees for the past three years

New employees as a percentage of total business entity employees

(Total number of new hires / Number of business entity employees) * 100

Total cost to perform the process "Manage employee orientation and deployment" per $1,000 revenue

(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee orientation and deployment" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0.001)



percent

dollars

dollars

days

days

Total cost to perform the process "Manage employee orientation and deployment" per business entity employee

(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee orientation and deployment" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / Number of business entity employees

Cost to perform the process "manage employee orientation and deployment" as a percentage of the total cost to perform the process group "develop and counsel employees"

Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee orientation and deployment"

Total cost to perform the process "Manage employee performance" per $1,000 revenue

(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee performance" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0.001)

Total cost to perform the process "Manage employee performance" per business entity employee

(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee performance" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / Number of business entity employees

Cycle time in days for the formal performance review process from start to finish for middle management/specialists

Cycle time in days from start to finish for a formal performance review for a middle management/specialist employee

Cycle time in days for the formal performance review process from start to finish for Operational workers/office staff

Cycle time in days from start to finish for a formal performance review for an operational worker/office staff employee


Metric name Formula Unitsdays

percent

percent

percent

percent

dollars

dollars

Cycle time in days for the formal performance review process from start to finish for senior management/executives

Cycle time in days from start to finish for a formal performance review for a senior management/executive employee

Percentage of middle management/specialists that receive a formal performance review

Percentage of middle management/specialist employees who receive a formal performance review

Percentage of operational workers/office staff that receive a formal performance review

Percentage of operational worker/office staff employees who receive a formal performance review

Percentage of senior management/executives that receive a formal performance review

Percentage of senior management/executive employees who receive a formal performance review

Cost to perform the process "manage employee performance" as a percentage of the total cost to perform the process group "develop and counsel employees"

Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee performance"

Total cost to perform the process "Manage employee development" per $1,000 revenue

(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee development" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0.001)

Total cost to perform the process "Manage employee development" per business entity employee

(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee development" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / Number of business entity employees



Learning budget per business entity employee dollars

dollars

dollars

dollars

dollars

dollars

dollars

Cost to perform the process "manage employee development" as a percentage of the total cost to perform the process group "develop and counsel employees"

Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee development"

Budget for learning for the process group "develop and counsel-learning only"/Number of business entity employees

Internal cost to perform learning administration activities per $1,000 revenue

Internal cost for learning administration / (Total business entity revenue * 0.0010)

Internal cost to perform learning administration activities per business entity employee

Internal cost for learning administration/ Number of business entity employees

Total cost to perform the process "Develop and train employees" per $1,000 revenue

Total cost to perform the process "Develop and train employees" / (Total business entity revenue * 0.001)

Total cost to perform the process "Develop and train employees" per business entity employee

Total cost to perform the process "Develop and train employees" / Number of business entity employees

Personnel cost to perform the process "Develop and train employees" per $1,000 revenue

(Percentage of internal cost of the process "Develop and train employees" allocated to personnel cost * Percentage of total cost of the process "Develop and train employees" allocated to internal cost * Total cost to perform the process "Develop and train employees" * 0.0001) / (Total business entity revenue * 0.001)

Personnel cost to perform the process "Develop and train employees" per business entity employee

(Percentage of internal cost of the process "Develop and train employees" allocated to personnel cost * Percentage of total cost of the process "Develop and train employees" allocated to internal cost * Total cost to perform the process "Develop and train employees" * 0.0001) / Number of business entity employees



days

days

days

FTEs

percent

percent

percent

percent

hours

hours

Average time in days to close an identified skill or capability gap through training for an employee

Number of calendar days per employee to close an identified skill or capability gap through training

Average time in days to close an identified skill or capability gap through training for an operational workers/office staff employee

Cycle time in days to close an identified skill or capability gap through training for an operational worker/office staff employee

Average time in days to close an identified skill or capability gap through training for a middle management/specialists employee

Cycle time in days to close an identified skill or capability gap through training for a middle management/specialist employee

Average time in days to close an identified skill or capability gap through training for a senior management/executives employee

Cycle time in days to close an identified skill or capability gap through training for a senior management/executive

Number of FTEs that perform learning administration activities per $1 billion revenue

Number of FTEs who perform learning administrative activities (exclude the activities for processing and distributing payments) / (Total business entity revenue*.000000001)

Percentage of CEO and senior leadership time spent on leadership development

Percentage of CEO and senior leadership time put toward leadership development

Percentage of middle management/specialists who attended management development programs

Percentage of middle management/specialists who attend management development programs

Percentage of operational staff/office staff who attended management development programs

Percentage of operational worker/office staff who attend management development programs

Percentage of senior management/executives who attend management development programs

Percentage of senior management/executives who attend management development programs

Hours spent developing new classroom training content per trainee

Number of hours for developing classroom training / Number of employees who attend classroom training

Hours spent developing new e-learning training content per trainee

Number of hours for developing e-learning training / Number of employees who attend e-learning training



employees

employees

percent

Number of learning days per employee days

days

days

days

percent

percent

Number of FTEs that perform the process "Develop and train employees" per $1 billion revenue

Number of FTEs who perform the process "Develop and train employees" / (Total business entity revenue * .000000001)

Number of business entity employees per "Develop and train employees" FTE

Number of business entity employees / Number of FTEs who perform the process "Develop and train employees"

Number of business entity employees per FTE in learning administration

Number of business entity employees / Number of FTEs who perform learning administrative activities (exclude the activities for processing and distributing payments)

Cost to perform the process "develop and train employees" as a percentage of the total cost to perform the process group "develop and counsel employees"

Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Develop and train employees"

Number of days dedicated to formal learning per employee

Number of learning days per middle management/specialists employee

Number of days dedicated to formal learning per middle management/specialist employee

Number of learning days per operational workers/office staff employee

Number of days dedicated to formal learning per operational worker/office staff employee

Number of learning days per senior management/executive employee

Number of days per employee dedicated to learning for senior management/executive employees

Personnel cost to perform the process "Develop and train employees" as a percentage of the total cost to perform the process

Percentage of internal cost of the process "Develop and train employees" allocated to personnel cost * 0.01 * Percentage of total cost of the process "Develop and train employees" allocated to internal cost

Systems cost to perform the process "Develop and train employees" as a percentage of the total cost to perform the process

Percentage of internal cost of the process "Develop and train employees" allocated to systems cost * 0.01 * Percentage of total cost of the process "Develop and train employees" allocated to internal cost



percent

percent

percent

percent

percent

percent

percent

percent

Percentage of learning days delivered using other percent

percent

percent

Overhead and other costs to perform the process "Develop and train employees" as a percentage of the total cost to perform the process

Percentage of internal cost of the process "Develop and train employees" allocated to overhead and other costs * 0.01 * Percentage of total cost of the process "Develop and train employees" allocated to internal cost

Outsourced cost of the process "Develop and train employees" as a percentage of the total cost to perform the process

Percentage of total cost of the process "Develop and train employees" allocated to external cost

Percentage of learning days delivered using classroom instruction provided by your organization

Percentage of learning days delivered through classroom instruction provided by your organization

Percentage of learning days delivered using computer-based training (self-instruction) installed from CD-ROM

Percentage of learning days delivered through computer-based training (self-instruction) installed from CD-ROM

Percentage of learning days delivered using computer-based training (self-instruction) delivered over the Web (either directly or downloaded)

Percentage of learning days delivered through a computer-based training (self-instruction) over the web (either directly or downloaded)

Percentage of learning days delivered using correspondence courses

Percentage of learning days delivered through correspondence courses

Percentage of learning days delivered using e-learning (interactive)

Percentage of learning days delivered through e-learning (interactive)

Percentage of learning days delivered using external classroom instruction

Percentage of learning days delivered through external classroom instruction

Percentage of learning days delivered using on-the-job training

Percentage of learning days delivered through on-the-job trainingPercentage of learning days delivered through other types of training methods

Percentage of learning days delivered using streaming video

Percentage of learning days delivered through streaming video

Percentage of learning days delivered using virtual, classroom-based training delivered online

Percentage of learning days delivered through a virtual or classroom-based training online



percent

percent

percent

percent

percent

percent

percent

percent

percent

dollars

dollars

Percentage of training programs developed externally

Percentage of training programs developed externally

Percentage of training programs developed internally

Percentage of training programs developed internally

Percentage of training programs developed through other channels

Percentage of training programs developed through other channels

Percentage of training programs developed through partnerships with external specialists

Percentage of training programs developed through partnerships with external specialists

Percentage of learning days delivered using computer based training

Percentage of per-employee learning days delivered using computer based training

Percentage of learning days delivered using correspondence courses and virtual, instructor-led classroom-based training delivered online

Percentage of per-employee learning days delivered using correspondence courses and or virtual, instructor-led classroom-based training delivered online

Percentage of learning days delivered using internal classroom instruction

Percentage of per-employee learning days delivered using classroom instruction provided by your organization

Percentage of learning days delivered using external classroom instruction

Percentage of per-employee learning days delivered using external classroom instruction

Percentage of learning days delivered using on-the-job training

Percentage of per-employee learning days delivered using on-the-job training

Percentage of learning days delivered using other methods

Percentage of per-employee learning days delivered using training methods other than computer based training, correspondence courses, virtual instructor led courses, internal and external classroom instruction, and on the job training

Internal cost to perform payroll administration activities per $1,000 revenue

Internal cost for payroll administration / (Total business entity revenue * 0.0010)

Internal cost to perform payroll administration activities per business entity employee

Internal cost for payroll administration/Number of business entity employees



employees

percent

percent

percent

days

days

days

days

Cycle time in days for the internal transfer process days

percent

percent

Number of FTEs that perform payroll administration activities per $1 billion revenue

Number of FTEs who perform payroll administrative activities (exclude the activities for processing and distributing payments) / (Total business entity revenue*.000000001)

Number of business entity employees per FTE in payroll administration

Number of business entity employees / Number of FTEs who perform payroll administrative activities (exclude the activities for processing and distributing payments)

Total relocation expenses as a percentage of total cost of continuing operations

(Total cost of relocation expenses paid to employees / Total costs of continuing operations)*100

Total expenditure for repatriation as a percentage of total cost of continuing operations

(Total expenditure for repatriation / Total costs of continuing operations)*100

Total expatriation cost as a percentage of total cost of continuing operations

(Total expenditure for expatriation / Total costs of continuing operations)*100

Cycle time in days for processing an employee's retirement

Cycle time in days to process an employee's retirement

Cycle time in days from identification of need for expatriation to date of transfer

Cycle time in days to process an expatriation from identification of need for expatriation to date of transfer

Cycle time in days from identification of need for repatriation to date of transfer

Cycle time in days to process a repatriation from identification of need for repatriation to date of transfer

Cycle time in days from receipt of leave of absence request to confirmation of approval/non-approval issued to employee

Cycle time in days from request for leave of absence to confirmation of absence to employee

Cycle time in days from request for internal transfer to completion of transferInvoluntary terminations as a percentage of total business entity employees

(Number of involuntary employee terminations / Number of business entity employees) * 100

Voluntary terminations as a percentage of total business entity employees

(Number of voluntary employee terminations/Number of business entity employees)*100



percent

percent

percent

Agent involuntary attrition rate Agent involuntary attrition rate percent

Agent voluntary attrition rate Agent voluntary attrition rate percent

Employee turnover rate percent

percent

percent

Percentage of business entity employees that were redeployed for reasons other than filling a vacancy

Percentage of employees redeployed for reasons other than filling a vacancy

Middle management/specialists involuntary terminations as a percentage of total involuntary terminations

(Number of involuntary employee terminations for middle management/specialist employees / Number of involuntary employee terminations)*100

Operational workers/office staff involuntary terminations as a percentage of total involuntary terminations

(Number of involuntary employee terminations for operational worker/office staff employees / Number of involuntary employee terminations)*100

Senior management/executives involuntary terminations as a percentage of total involuntary terminations

(Number of involuntary senior management/executive employee terminations / Number of involuntary employee terminations)*100

((Number of voluntary employee terminations+Number of involuntary employee terminations)/Number of business entity employees)*100

Employees relocated within a country as a percentage of total business entity employees

(Number of employees relocated within your country / Number of business entity employees)*100

Middle management/specialists voluntary terminations as a percentage of total voluntary terminations

(Number of voluntary employee terminations for middle management/specialist employees / Number of voluntary employee terminations)*100



percent

percent

percent

percent

Percentage of the work force that are expatriates percent

percent

hours

hours

days

Senior management/executives voluntary terminations as a percentage of total voluntary terminations

(Number of voluntary senior management/executive employee terminations / Number of voluntary employee terminations)*100

Percentage of vacancies filled by internal candidates for middle management/specialists

(Number of middle management/specialist employee vacancies filled by internal candidates / Number of vacancies filled by internal candidates)*100

Percentage of vacancies filled by internal candidates for operational workers/office staff

(Number of operational worker/office staff employee vacancies filled by internal candidates / Number of vacancies filled by internal candidates)*100

Percentage of vacancies filled by internal candidates for senior management/executives

(Number of senior management/executive employee vacancies filled by internal candidates / Number of vacancies filled by internal candidates)*100

Operational workers/office staff voluntary terminations as a percentage of total voluntary terminations

(Number of voluntary employee terminations for operational worker/office staff employees / Number of voluntary employee terminations)*100

Percentage of business entity's work force that are expatriates

Percentage of total vacancies filled by internal candidates

Percentage of vacancies at your business entity that are filled by internal candidates

Response time in hours for non-routine "manage employee information" inquiries

Response time in hours for a non-routine inquiry for the process group "manage employee information"

Response time in hours for routine "manage employee information" inquiries

Response time in hours for a routine inquiry for the process group "manage employee information"

Average time in days to fulfill an ad hoc information request

Cycle time in days for the function "develop and manage human capital" to fulfill an ad hoc information request



inquiries

percent

percent

percent

percent

Number of monthly non-routine "manage employee information" inquiries per business entity employee

Number of non-routine inquiries received monthly for the process group "manage employee information" / Number of business entity employees

Number of monthly routine "manage employee information" inquiries per business entity employee

Number of routine inquiries received monthly for the process group "manage employee information" / Number of business entity employees

Percentage of "manage employee information" inquiries received that are non-routine

Number of non-routine inquiries received monthly for the process group "manage employee information"/(Number of routine inquiries received monthly for the process group "manage employee information"+Number of non-routine inquiries received monthly for the process group "manage employee information")*100

Percentage of "manage employee information" inquiries received that are routine

Number of routine inquiries received monthly for the process group "manage employee information"/(Number of routine inquiries received monthly for the process group "manage employee information"+Number of non-routine inquiries received monthly for the process group "manage employee information")*100

Percentage of "manage employee information" inquiries received via channels other than e-mail, phone, and face-to-face

Percentage of inquiries received monthly for the process group "manage employee information" via channels other than e-mail, phone, and face-to-face interaction

Percentage of "manage employee information" inquiries received via digital communication channels

Percentage of inquiries received for the process group "manage employee information" employees" through digital communication channels



percent

percent

percent

dollars

dollars

dollars

dollars

dollars

dollars

Percentage of "manage employee information" inquiries received via e-mail

Percentage of inquiries received monthly for the process group "manage employee information" via e-mail

Percentage of "manage employee information" inquiries received via face-to-face

Percentage of inquiries received monthly for the process group "manage employee information" via face-to-face interaction

Percentage of "manage employee information" inquiries received via non-digital communication channels

Percentage of inquiries received for the process group "manage employee information" employees" through non-digital communication channels

Percentage of "manage employee information" inquiries received via phone

Percentage of inquiries received monthly for the process group "manage employee information" via phone

Other cost of the process group "manage the business of information technology" per $100,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process group "manage the business of IT" / (Total business entity revenue * 0.000010)

Outsourced cost of the process group "manage the business of information technology" per $100,000 revenue

Outsourced cost to perform the process group "manage the business of IT" / (Total business entity revenue * 0.000010)

Overhead cost of the process group "manage the business of information technology" per $100,000 revenue

Overhead cost to perform the process group "manage the business of IT" / (Total business entity revenue * 0.000010)

Personnel cost of the process group "manage the business of information technology" per $1,000 revenue

Personnel cost to perform the process group "manage the business of IT" / (Total business entity revenue * 0.0010)

Systems cost of the process group "manage the business of information technology" per $100,000 revenue

Systems cost to perform the process group "manage the business of IT" / (Total business entity revenue * 0.000010)

Total cost of the process "manage the business of IT" per $1,000 revenue

((Percentage of IT cost allocated to the process group "manage the business of information technology"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)



weeks

years

FTEs

hours per year

percent

percent

percent

Percentage of IT work force to retire within 1 year percent

percent

percent

Time in months to respond to major business shifts

Time in months to respond to a major business shift

Time in weeks to close an identified IT skill or capability gap

Time in weeks to close an identified IT skill or capability gap

Level of FTE experience in years for the process group "manage the business of information technology"

Average level of experience in years for FTEs who perform the process group "manage the business of IT"

Number of IT FTEs for the process group "manage the business of information technology" per $1 billion revenue

((Percentage of FTEs who perform the function "manage information technology" perform the process group "manage the business of information technology"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)

Average number of hours per year of technical training per IT (or service line) employee supporting product development

Hours of training per employee supporting product development

Percentage of IT budget for process group "manage the business of information technology"

(IT budget allocated to the process group "manage the business of information technology" / IT budget for the past year) * 100.0

Percentage of IT work force to be newly hired within 1 year

Percentage of IT workforce expected to be newly hired within 1 year

Percentage of IT work force to be replaced for other reasons within 1 year

Percentage of IT workforce expected to be replaced for other reasons within 1 yearPercentage of IT workforce expected to retire within 1 year

Percentage of total IT costs for process group "manage the business of information technology"

Percentage of IT cost allocated to the process group "manage the business of information technology"

Percentage of business entity IT FTEs who perform the process group "manage the business of information technology"

Percentage of FTEs who perform the function "manage information technology" perform the process group "manage the business of information technology"



dollars

dollars

dollars

dollars

dollars

years

Other cost of the process group "develop and manage information technology customer relationships" per $100,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.000010)

Outsourced cost of the process group "develop and manage information technology customer relationships" per $100,000 revenue

Outsourced cost to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.000010)

Overhead cost of the process group "develop and manage IT customer relationships" per $100,000 revenue

Overhead cost to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.000010)

Personnel cost of the process group "develop and manage IT customer relationships" per $1,000 revenue

Personnel cost to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.0010)

Systems cost of the process group "develop and manage IT customer relationships" per $100,000 revenue

Systems cost to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.000010)

Total cost of the process group "develop and manage IT customer relationships" per $1,000 revenue

((Percentage of IT cost allocated to the process group "develop and manage IT customer relationships"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)

Level of FTE experience in years for the process group "develop and manage information technology customer relationships"

Average level of experience in years for FTEs who perform the process group "develop and manage IT customer relationships"



percent

percent

percent

dollars

weeks

weeks

weeks

weeks

Number of IT FTEs for the process group "develop and manage information technology customer relationships" per $1 billion revenue

((Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and manage IT customer relationships"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)

Percentage of IT budget for process group "develop and manage IT customer relationships"

(IT budget allocated to the process group "develop and manage IT customer relationships" / IT budget for the past year) * 100.0

Percentage of total IT costs for process group "develop and manage IT customer relationships"

Percentage of IT cost allocated to the process group "develop and manage IT customer relationships"

Percentage of business entity IT FTEs who perform the process group "develop and manage it customer relationships"

Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and manage IT customer relationships"

Total cost of the process group "manage enterprise information" per $1,000 revenue

((Percentage of IT cost allocated to the process group "manage enterprise information"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)

Time in weeks to report on compliance status of the information architecture

Time in weeks to report on compliance status of the information architecture

Average time in weeks to create the enterprise information management strategic plan

Average time in weeks to create the enterprise information management strategic plan

Average time in weeks to set up a complex technical interface for a user of a defined data content source

Average time in weeks to set up a complex technical interface

Average time in weeks to set up a medium technical interface for a user of a defined data content source

Average time in weeks to set up a medium complex technical interface


Metric name Formula Unitsweeks

years

FTEs

percent

percent

percent

percent

percent

years

revisions

percent

percent

Average time in weeks to set up a simple technical interface for a user of a defined data content source

Average time in weeks to set up a simple technical interface

Length in years of information architecture planning horizon

Length in years of information architecture planning horizon

Number of IT FTEs for the process group "manage enterprise information" per $1 billion revenue

((Percentage of FTEs who perform the function "manage information technology" perform the process group "manage enterprise information"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)

Percentage of common data across all business units

Percentage of information assets that are common across all business units

Percentage of data assessed for compliance with information policies and standards

Percentage of data assessed for compliance with information policies and standards

Percentage of data managed centrally as enterprise information assets

Percentage of data managed centrally as enterprise information assets

Percentage of data that has defined policy, definition, and change control responsibility

Percentage of data that has defined policy, definition, and change control responsibility

Percentage of information elements with assigned and active data custodians

Percentage of information elements with assigned and active data custodians

Level of FTE experience in years for the process group "manage enterprise information"

Average level of experience in years for FTEs who perform the process group "manage enterprise information"

Total number of revisions to the published enterprise information architecture

Average number of revisions to the published enterprise information architecture

Average percentage change in detected exceptions to the information architecture per year

Percentage change in detected exceptions to the information architecture per year

Percentage of business entity IT FTEs who perform the process group "manage enterprise information"

Percentage of FTEs who perform the function "manage information technology" perform the process group "manage enterprise information"



percent

percent

dollars

dollars

dollars

dollars

dollars

dollars

months

Number of FTEs classified as IT architects per $1 billion revenue

Number of FTEs classified as IT architects / (Total business entity revenue * 0.000000001)

Percentage of IT budget for process group "manage enterprise information"

(IT budget allocated to the process group "manage enterprise information" / IT budget for the past year) * 100.0

Percentage of total IT costs for process group "manage enterprise information"

Percentage of IT cost allocated to the process group "manage enterprise information"

Other cost of the process group "develop and maintain information technology solutions" per $100,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.000010)

Outsourced cost of the process group "develop and maintain information technology solutions" per $100,000 revenue

Outsourced cost to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.000010)

Overhead cost of the process group "develop and maintain information technology solutions" per $100,000 revenue

Overhead cost to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.000010)

Systems cost of the process group "develop and maintain information technology solutions" per $100,000 revenue

Systems cost to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.000010)

Total cost of the process group "develop and maintain information technology solutions" per $1,000 revenue

((Percentage of IT cost allocated to the process group "develop and maintain information technology solutions"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)

Personnel cost of the process group "develop and maintain information technology solutions" per $1,000 revenue

Personnel cost to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.0010)

Time in months to fulfill a business need with relevant IT solutions for investments between $1 million and $100 million

Time in months to fulfill a business need with relevant IT solutions for investments between $ 1 million and $100 million



months

months

months

months

hours

hours

weeks

weeks

weeks

years

percent

Time in months to fulfill a business need with relevant IT solutions for investments between $100,000 and $250,000




Time in months to fulfill a business need with relevant IT solutions for investments between $500,000 and $1 million

Time in months to fulfill a business need with relevant IT solutions for investments between $500,000 and $1 million

Time in months to fulfill a business need with relevant IT solutions for investments greater than $100 million

Time in months to fulfill a business need with relevant IT solutions for investments greater than $100 million

Time in months to fulfill a business need with relevant IT solutions for investments less than $100,000

Time in months to fulfill a business need with relevant IT solutions for investments less than $100,000

Average time in hours to resolve highest priority problems for the current year

Average time in hours to resolve the highest priority problem

Average time in hours to respond to highest priority problem for the current year

Average time in hours to respond to the highest priority problem

Average time in weeks to fulfill a complex information need

Average time in weeks to fulfill a complex information need

Average time in weeks to fulfill a medium information need

Average time in weeks to fulfill a medium complex information need

Average time in weeks to fulfill a simple information need

Average time in weeks to fulfill a simple information need

Level of FTE experience in years for the process group "develop and maintain information technology solutions"

Average level of experience in years for FTEs who perform the process group "develop and maintain IT solutions"

Number of break/fix requests requiring rework as a percentage of average backlog for the current year

(Number of break or fix requests that require rework / Average backlog) * 100.0



services

percent

percent

percent

percent

percent

percent

percent

percent

Number of IT FTEs for the process group "develop and maintain information technology solutions" per $1 billion revenue

((Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and maintain information technology solutions"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)

Number of service oriented architecture services implemented

Number of services oriented architecture (SOA) services implemented in production

Percentage of initially planned functionality that is delivered for application development and maintenance projects in the most recent year

Percentage of initially planned functionality that is delivered for application development and maintenance projects in the most recent year

Percentage of IT budget allocated towards service oriented architecture (SOA)

Percentage of IT budget allocated towards service oriented architecture (SOA)

Percentage of application development and maintenance projects in the most recent year delivered on or below budget

Percentage of application development and maintenance projects in the most recent year delivered on or below budget

Percentage of application development and maintenance projects in the most recent year delivered on time or early

Percentage of application development and maintenance projects in the most recent year delivered on time or early

Percentage of planned return on investment (ROI) for application development and maintenance projects

Percentage of planned return on investment (ROI) for application development and maintenance projects in the most recent year

Percentage of business entity IT FTEs who perform the process group "develop and maintain information technology solutions"

Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and maintain information technology solutions"

Percentage of service oriented architecture services that are external

Percentage of service oriented architecture (SOA) services published or exposed externally

Percentage of total IT costs for process group "develop and maintain information technology solutions"

Percentage of IT cost allocated to the process group "develop and maintain information technology solutions"



percent

Average backlog for the current year Average backlog

dollars

dollars

Percentage of IT budget for process group "develop and maintain information technology solutions"

(IT budget allocated to the process group "develop and maintain information technology solutions" / IT budget for the past year) * 100.0

Percentage of service oriented architecture services that are internal

Percentage of service oriented architecture (SOA) services published or exposed internally

Number of development projects for the current year between $1 million and $100 million

Number of application development projects with values between $1 million and $100 million for the current year

development projects

Number of development projects for the current year between $100,000 and $250,000

Number of application development projects with values between $100,000 and $250,000 for the current year


Number of development projects for the current year between $250,000 and $500,000

Number of application development projects with values between $250,000 and $500,000 for the current year


Number of development projects for the current year between $500,000 and $1 million

Number of application development projects with values between $500,000 and $1 million for the current year


Number of development projects for the current year greater than $100 million

Number of application development projects with values greater than $100 million for the current year


Number of development projects for the current year less than $100,000

Number of application development projects with values less than $100,000 for the current year


number of break/fix requests

Other cost of the process group "deploy information technology solutions" per $100,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.000010)

Outsourced cost of the process group "deploy information technology solutions" per $100,000 revenue

Outsourced cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.000010)



dollars

dollars

dollars

weeks

weeks

years

FTEs

percent

percent

percent

Overhead cost of the process group "deploy information technology solutions" per $100,000 revenue

Overhead cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.000010)

Personnel cost of the process group "deploy information technology solutions" per $1,000 revenue

Personnel cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.0010)

Systems cost of the process group "deploy information technology solutions" per $100,000 revenue

Systems cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.000010)

Total cost of the process group "deploy information technology solutions" per $1,000 revenue

((Percentage of IT cost allocated to the process group "deploy IT solutions"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)

Average time in weeks to deploy a new release into the production environment

Time in weeks to deploy a new release into the production environment

Average time in weeks to make a change to the production environment

Time in weeks to make a change into the production environment

Level of FTE experience in years for the process group "deploy information technology solutions"

Average level of experience in years for FTEs who perform the process group "deploy IT solutions"

Number of IT FTEs for the process group "deploy information technology solutions" per $1 billion revenue

((Percentage of FTEs who perform the function "manage information technology" perform the process group "deploy IT solutions"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)

Percentage of unscheduled outages from change requests

Percentage of unscheduled outages related to or resulting from a change request

Percentage of unscheduled outages from release introductions

Percentage of unscheduled outages related to or resulting from a release introduction

Percentage of IT budget for process group "deploy information technology solutions"

(IT budget allocated to the process group "deploy IT solutions" / IT budget for the past year) * 100.0



percent

dollars

dollars

dollars

dollars

Annual fixed vs. variable cost ratio

IT Operating cost reduction target IT operating cost reduction target percent

dollars

dollars

dollars

Percentage of total IT costs for process group "deploy information technology solutions"

Percentage of IT cost allocated to the process group "deploy IT solutions"

Percentage of business entity IT FTEs who perform the process group "deploy it solutions"

Percentage of FTEs who perform the function "manage information technology" perform the process group "deploy IT solutions"

Other cost of the process group "deliver and support information technology services" per $100,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.000010)

Outsourced cost of the process group "deliver and support information technology services" per $100,000 revenue

Outsourced costs to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.000010)

Overhead cost of the process group "deliver and support information technology services" per $100,000 revenue

Overhead cost to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.000010)

Total cost for IT systems that support product development per user

IT budget dedicated to supporting product development / Users of IT systems supporting product development

Fixed-to-variable cost ratio for IT budget supporting product development

fixed to variable cost

Personnel cost of the process group "deliver and support information technology services" per $1,000 revenue

Personnel cost to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.0010)

Systems cost of the process group "deliver and support information technology services" per $100,000 revenue

Systems cost to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.000010)

Total cost of the process group "deliver and support information technology services" per $1,000 revenue

((Percentage of IT cost allocated to the process group "deliver and support IT services"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)



years

FTEs

percent

percent

percent

percent

percent

percent

Average time in hours to resolve a service commitment disruption

Time in hours to resolve a service commitment disruption

Level of FTE experience in years for the process group "deliver and support information technology services"

Average level of experience in years for FTEs who perform the process group "deliver and support IT services"

Number of IT FTEs for the process group "deliver and support information technology services" per $1 billion revenue

((Percentage of FTEs who perform the function "manage information technology" perform the process group "deliver and support IT services"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)

Tickets and transactions meeting agreed turn-around time as a percentage of total tickets and transactions for production support

(Number of production support tickets/transactions meeting agreed turn-around time / Number of production support tickets/transactions) * 100

Tickets and transactions meeting agreed quality as a percentage of total business process services tickets and transactions

(Number of business process service tickets/transactions meeting agreed quality / Number of business process service tickets/transactions * 100)

Tickets and transactions meeting agreed quality as a percentage of total ITIS tickets and transactions

(Number of ITIS tickets/transactions meeting agreed quality / Number of ITIS tickets/transactions * 100)

Tickets and transactions meeting agreed quality as a percentage of total production support tickets and transactions

(Number of production support tickets/transactions meeting agreed quality / Number of production support tickets/transactions * 100)

Tickets and transactions meeting agreed turn-around time as a percentage of total tickets and transactions for business process services

(Number of business process service tickets/transactions meeting agreed turn-around time / Number of business process service tickets/transactions) * 100

Tickets and transactions meeting agreed turn-around time as a percentage of total tickets and transactions for ITIS

(Number of ITIS tickets/transactions meeting agreed turn-around time / Number of ITIS tickets/transactions) * 100



percent

percent

Solutions planning horizon years

Average ROI for level-5 solutions percent

Average ROI for non-level-5 solutions percent

dollars

Average solution impact ratio for: Level 5 solutions Average IT solution impact for level-5 solutions benefit to cost

benefit to cost

FTEs

Percentage of total IT costs for process group "deliver and support information technology services"

Percentage of IT cost allocated to the process group "deliver and support IT services"

Percentage of business entity IT FTEs who perform the process group "deliver and support it services"

Percentage of FTEs who perform the function "manage information technology" perform the process group "deliver and support IT services"

Percentage of IT budget for process group "deliver and support information technology services"

(IT budget allocated to the process group "deliver and support IT services" / IT budget for the past year) * 100.0

Planning horizon in years for IT solutions aligned with organizational strategy

Average percentage of planned return on investment (ROI) that was achieved for: Level 5 solutions

Average percentage of planned return on investment (ROI) that was achieved for: all other solutions other than Level 5

Total cost to perform "Evaluate and communicate IT business value and performance" per $1,000 of revenue

(IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "evaluate and communicate IT business value and performance"*0.01) / (Total business entity revenue* 0.0010)

Average solution impact ratio for: all other solutions other than Level 5

Average IT solution impact for non-level-5 solutions

Number of IT FTEs for the process "Evaluate and communicate IT business value and performance" per $1 billion revenue

Number of IT FTEs supporting the process "evaluate and communicate IT business value and performance" / (Total business entity revenue * 0.000000001)



days

days

Solutions capture rate for: Level 5 solutions percent

percent

Percentage of solutions meeting IT strategy percent

Percentage of solutions for repeat customers percent

FTEs

dollars

Percent on-time performance for: Level 5 solutions percent

percent

Total cost to perform "Develop IT services and solutions strategy" per $1,000 of revenue

(IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "develop IT services and solutions strategy"*0.01) / (Total business entity revenue* 0.0010)

Average cycle time from identification of demand to disposition for: Level 5 solutions

Cycle time from lead identification to hand-off for level 5 solutions

Average cycle time from identification of demand to disposition for: all other Levels other than Level 5

Cycle time from lead identification to hand-off for non-level 5 solutions

Level 5 solutions provided for and accepted by the customer as a percentage of total potential solutions

Solutions capture rate for:all other solutions other than Level 5

Non-level 5 solutions provided for and accepted by the customer as a percentage of total potential solutions

Percentage of solutions provided that are directly meeting IT strategyPercentage of solutions provided that are for repeat customersNumber of IT FTEs for the process "Develop IT services and solutions strategy" per $1 billion revenue

Number of IT FTEs supporting the process "develop IT services and solutions strategy" / (Total business entity revenue * 0.000000001)

Total cost to perform "Manage IT customer satisfaction" per $1,000 of revenue

(IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "manage IT customer satisfaction"*0.01) / (Total business entity revenue* 0.0010)

Percentage of IT solutions meeting schedule for level-5 solutions

Percent on-time performance for: all other solutions other than Level 5

Percentage of IT solutions meeting schedule for non-level-5 solutions


Metric name Formula UnitsNet Promoter Score (NPS) NPS for IT solutions percent

FTEs

dollars

dollars

dollars

dollars

dollars

dollars

Number of IT FTEs for the process "Manage IT customer satisfaction" per $1 billion revenue

Number of IT FTEs supporting the process "manage IT customer satisfaction" / (Total business entity revenue * 0.000000001)

Other cost of the process "develop information and content management strategies" per $100,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.000010)

Outsourced cost of the process "develop information and content management strategies" per $100,000 revenue

Outsourced cost to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.000010)

Overhead cost of the process "develop information and content management strategies" per $100,000 revenue

Overhead cost to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.000010)

Personnel cost of the process "develop information and content management strategies" per $1,000 revenue

Personnel cost to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.0010)

Systems cost of the process "develop information and content management strategies" per $100,000 revenue

Systems cost to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.000010)

Total cost of the process "develop information and content management strategies" per $1,000 revenue

Total cost to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.0010)



percent

dollars

dollars

dollars

dollars

dollars

dollars

Number of IT FTEs for the process "develop information and content management strategies" per $1 billion revenue

Number of FTEs who perform the process group "manage enterprise information" who perform the process "develop information and content management strategies" / (Total business entity revenue * 0.000000001)

Percentage of budget for managing enterprise information used for the process "develop information and content management strategies"

(IT budget related to the process group "manage enterprise information" allocated to the process "develop information and content management strategies" / IT budget allocated to the process group "manage enterprise information") * 100.0

Other cost of the process "define enterprise information architecture" per $100,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000010)

Outsourced cost of the process "define enterprise information architecture" per $100,000 revenue

Outsourced cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000010)

Overhead cost of the process "define enterprise information architecture" per $100,000 revenue

Overhead cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000010)

Personnel cost of the process "define enterprise information architecture" per $1,000 revenue

Personnel cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.0010)

Systems cost of the process "define enterprise information architecture" per $100,000 revenue

Systems cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000010)

Total cost of the process "define enterprise information architecture" per $1,000 revenue

Total cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.0010)



percent

dollars

dollars

dollars

dollars

dollars

dollars

Number of IT FTEs for the process "define the enterprise information architecture" per $1 billion revenue

Number of FTEs who perform the process group "manage enterprise information" who perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000000001)

Percentage of budget for managing enterprise information used for the process "define enterprise information architecture"

(IT budget related to the process group "manage enterprise information" allocated to the process "define the enterprise information architecture" / IT budget allocated to the process group "manage enterprise information") * 100.0

Other cost of the process "manage information resources" per $100,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "manage information resources" / (Total business entity revenue * 0.000010)

Outsourced cost of the process "manage information resources" per $100,000 revenue

Outsourced cost to perform the process "manage information resources" / (Total business entity revenue * 0.000010)

Overhead cost of the process "manage information resources" per $100,000 revenue

Overhead cost to perform the process "manage information resources" / (Total business entity revenue * 0.000010)

Personnel cost of the process "manage information resources" per $1,000 revenue

Personnel cost to perform the process "manage information resources" / (Total business entity revenue * 0.0010)

Systems cost of the process "manage information resources" per $100,000 revenue

Systems cost to perform the process "manage information resources" / (Total business entity revenue * 0.000010)

Total cost of the process "manage information resources" per $1,000 revenue

Total cost to perform the process "manage information resources" / (Total business entity revenue * 0.0010)



percent

dollars

dollars

dollars

dollars

dollars

dollars

Number of IT FTEs for the process "manage information resources" per $1 billion revenue

Number of FTEs who perform the process group "manage enterprise information" who perform the process "manage information resources" / (Total business entity revenue * 0.000000001)

Percentage of budget for managing enterprise information used for the process "manage information resources"

(IT budget related to the process group "manage enterprise information" allocated to the process "manage information resources" / IT budget allocated to the process group "manage enterprise information") * 100.0

Personnel cost of the process "perform enterprise data and content management" per $1,000 revenue

Personnel cost to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.0010)

Systems cost of the process "perform enterprise data and content management" per $100,000 revenue

Systems cost to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.000010)

Total cost of the process "perform enterprise data and content management" per $1,000 revenue

Total cost to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.0010)

Other cost of the process "perform enterprise data and content management" per $100,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.000010)

Outsourced cost of the process "perform enterprise data and content management" per $100,000 revenue

Outsourced cost to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.000010)

Overhead cost of the process "perform enterprise data and content management" per $100,000 revenue

Overhead cost to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.000010)



percent

CPI

CPI

percent

percent

percent

Number of IT FTEs for the process "perform enterprise data and content management" per $1 billion revenue

Number of FTEs who perform the process group "manage enterprise information" who perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.000000001)

Percentage of budget for managing enterprise information used for the process "perform enterprise data and content management"

(IT budget related to the process group "manage enterprise information" allocated to the process "perform enterprise data and content management" / IT budget allocated to the process group "manage enterprise information") * 100.0

Average cost performance index (CPI) at completion of project/solution for: Level 5 solutions

Cost performance index at completion for level-5 solutions

Average cost performance index (CPI) at completion of project/solution for: all other solutions other than Level 5

Cost performance index at completion for non-level-5 solutions

Percentage of IT budget for product development that is to support: new platform/market completed or released to production during the survey year

Percentage of the IT budget supporting product development allocated to new platforms/or markets

Percentage of IT budget for product development that is to support: new product completed or released to production during the survey year

Percentage of IT budget supporting product development for NEW products released this year

Percentage of IT budget for product development that is to support: product upgrade completed or released to production during the survey year

Percentage of IT budget supporting product development for product UPGRADES released this year



work days

work days

percent

FTEs

hours

hours

hours

dollars

percent

percent

FTEs

Total cost to perform "Create IT services and solutions" per $1,000 of revenue

(IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "create IT services and solutions"*0.01) / (Total business entity revenue* 0.0010)

Average time from disposition to customer acceptance for: Level 5 solutions

Cycle time from disposition to customer acceptance for level 5 solutions

Average time from disposition to customer acceptance for: all other levels

Cycle time from disposition to customer acceptance for non-level-5 solutions

Defect removal effectiveness percentage (pre/post operations)

Ratio of post-operational defects to total-lifecycle defects

Number of IT FTEs for the process "Create IT services and solutions" per $1 billion revenue

Number of IT FTEs supporting the process "create IT services and solutions" / (Total business entity revenue * 0.000000001)

Mean time to resolution (MTTR) in hours: critical incidents

MTTR for critical incidents on IT systems supporting product development

Mean time to resolution (MTTR) in hours: high incidents

MTTR for high incidents on IT systems supporting product development

Mean time to resolution (MTTR) in hours: all other incidents

MTTR for routine incidents on IT systems supporting product development

Total cost to perform "Support IT services and solutions" per $1,000 of revenue

(IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "support IT services and solutions"*0.01) / (Total business entity revenue* 0.0010)

Annual uptime percentage for IT systems supporting product development

100-Average unplanned machine downtime for systems supporting product development

Avg. monthly percentage of issues resolved within SLA

Percentage of issues resolved within SLA (monthly)

Number of IT FTEs for the process "Support IT services and solutions" per $1 billion revenue

Number of IT FTEs supporting the process "support IT services and solutions" / (Total business entity revenue * 0.000000001)



FTEs

percent

dollars

FTEs

Outsourced cost to perform the processes "perform cost accounting and control" and "perform cost management" per $1,000 revenue

Outsourced cost to perform the processes "perform cost accounting and control" and "perform cost management" / (Total business entity revenue *.0010)

Number of FTEs for the process group "perform planning and management accounting" per $1 billion revenue

(Number of FTEs who perform the process "perform planning/budgeting/forecasting" + Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management" + Number of FTEs who perform the process "evaluate and manage financial performance") / (Total business entity revenue * .000000001)

Percentage of total finance function FTEs allocated to the process group "perform planning and management accounting"

((Number of FTEs who perform the process "perform planning/budgeting/forecasting" + Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management" + Number of FTEs who perform the process "evaluate and manage financial performance") / Number of FTEs who perform the function "manage financial resources") * 100

Total cost to perform the order to invoice processes per $1,000 revenue

(Total cost to perform the process "process customer credit" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "invoice customer") / (Total business entity revenue * .0010)

Number of FTEs for the processes "manage and process accounts receivable", "manage and process collections", and "manage and process adjustments/deductions" per $1 billion revenue

(Number of FTEs who perform the process "process accounts receivable (AR)" + Number of FTEs who perform the process "manage and process collections" + Number of FTEs who perform the process "manage and process adjustments/deductions") / (Total business entity revenue * .000000001)



dollars

percent

dollars

Percentage of total finance function FTEs allocated to the processes "manage sales orders", "process customer credit", and "invoice customer"

((Number of FTEs who perform the process "manage sales orders" + Number of FTEs who perform the process "process customer credit" + Number of FTEs who perform the process "invoice customer") / Number of FTEs who perform the function "manage financial resources") * 100

Total cost to perform the process group "Perform general accounting and reporting" (excluding fixed assets) per $1,000 revenue

(Total cost to perform the process "manage policies and procedures" + Total cost to perform the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / (Total business entity revenue * 0.001)

Total cost to perform the process group "Perform general accounting and reporting" (excluding fixed assets) as a percentage of revenue

((Total cost to perform the process "manage policies and procedures" + Total cost to perform the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / Total business entity revenue) * 100

Total cost to perform the process group "Perform general accounting and reporting" (excluding fixed assets) per $1 billion revenue

(Total cost to perform the process "manage policies and procedures" + Total cost to perform the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / (Total business entity revenue * .000000001)


Metric name Formula UnitsdollarsTotal cost to perform the process group "Perform

general accounting and reporting" (excluding fixed assets) per process group FTE

(Total cost to perform the process "manage policies and procedures" + Total cost to perform the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))


Metric name Formula UnitsdollarsPersonnel cost to perform the process group

"Perform general accounting and reporting" per process group FTE

((Total cost to perform the process "manage policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to personnel cost * .0001) + (Total cost to perform the process "perform general accounting" * Percentage of total cost of the process "Perform general accounting" allocated to internal cost * Percentage of internal cost of the process "Perform general accounting" allocated to personnel cost * .0001) + Personnel cost to perform the process "perform fixed asset accounting" + (Total cost to perform the process "perform financial reporting" * Percentage of total cost of the process "Perform financial reporting" allocated to internal cost * Percentage of internal cost of the process "Perform financial reporting" allocated to personnel cost * .0001)) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))



days

FTEs

Personnel cost to perform the process group "Perform general accounting and reporting" per $1,000 revenue

((Total cost to perform the process "manage policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to personnel cost * .0001) + (Total cost to perform the process "perform general accounting" * Percentage of total cost of the process "Perform general accounting" allocated to internal cost * Percentage of internal cost of the process "Perform general accounting" allocated to personnel cost * .0001) + Personnel cost to perform the process "perform fixed asset accounting" + (Total cost to perform the process "perform financial reporting" * Percentage of total cost of the process "Perform financial reporting" allocated to internal cost * Percentage of internal cost of the process "Perform financial reporting" allocated to personnel cost * .0001)) / (Total business entity revenue * .001)

Cycle time in days to perform annual close at the site level

Cycle time in calendar days between running trial balance to completing the consolidated financial statements

Number of FTEs who perform the process group "Perform general accounting and reporting" (excluding fixed assets) per $1 billion revenue

(Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) + Number of FTEs who perform the process "perform general accounting" + Number of FTEs who perform the process "perform financial reporting") / (Total business entity revenue * .000000001)



percent

FTEs

percent

Number of FTEs who perform the process group "Perform general accounting and reporting" per $1 billion revenue

(Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686)) / (Total business entity revenue * .000000001)

Percentage of total finance function FTEs allocated to the process group "perform general accounting and reporting" (excluding fixed asset accounting)

((Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) + Number of FTEs who perform the process "perform general accounting" + Number of FTEs who perform the process "perform financial reporting") / Number of FTEs who perform the function "manage financial resources") * 100

Number of FTEs for the process group "manage fixed-asset project accounting" per $1 billion revenue

(Number of FTEs who perform the process "perform capital planning and project approval" + Number of FTEs who perform the process "perform capital project accounting") / (Total business entity revenue * .000000001)

Percentage of total finance function FTEs allocated to the process group "manage fixed asset project accounting"

((Number of FTEs who perform the process "perform capital planning and project approval"+ Number of FTEs who perform the process "perform capital project accounting") / Number of FTEs who perform the function "manage financial resources") * 100



percent

dollars

dollars

dollars

dollars

Total cost to perform the process group "process payroll" as a percentage of revenue

((Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Total business entity revenue) * 100

Total cost the process group "process payroll" as a percentage of cost of continuing operations

((Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Total costs of continuing operations) * 100

Personnel cost to perform the process group "process payroll" per $1,000 revenue

(Personnel cost to perform the process "report time"+Personnel cost to perform the process "manage pay"+Personnel cost to perform the process "process payroll taxes")/(Total business entity revenue * .001)

Total cost to perform the process group "process payroll" per $1,000 revenue

(Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / (Total business entity revenue * 0.001)

Total cost to perform the process group "process payroll" per disbursement

(Total cost to perform the process "report time"+Total cost to perform the process "manage pay"+Total cost to perform the process "process payroll taxes")/Number of payroll disbursements

Total cost to perform the process group "process payroll" per employee paid

(Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Total number of employees paid



dollars

dollars

dollars

Cycle time in business days to process the payroll days

Total cost to perform the process group "process payroll" per manual check/payment

(Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Number of payroll disbursements that are manual checks

Total cost to perform the process group "process payroll" per payroll FTE

(Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / (Number of FTEs who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes")

Total cost to perform the process group "process payroll" per payroll inquiry

(Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Number of payroll inquiries received

Personnel cost of the process group "process payroll" per "process payroll" FTE

(Personnel cost to perform the process "report time"+Personnel cost to perform the process "manage pay"+Personnel cost to perform the process "process payroll taxes")/(Number of FTEs who perform the process "report time"+Number of FTEs who perform the process "manage pay"+Number of FTEs who perform the process "report payroll taxes")

Cycle time in business days to process payroll from HR/benefits system cut-off to payroll transmit date



FTEs

payroll inquiries

employees

percent

Number of FTEs for the process group "process payroll" per $1 billion revenue

(Number of FTEs who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes") / (Total business entity revenue * .000000001)

Number of FTEs for the process group "process payroll" per 1,000 employees paid

(Number of FTEs who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes") / (Total number of employees paid * 0.001)

Number of payroll inquiries per "process payroll" FTE

Number of payroll inquiries received / (Number of FTEs who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes")

Number of employees paid per "process payroll" FTE

Total number of employees paid / (Number of FTEs who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes")

Percentage of total finance function FTEs allocated to the process group "process payroll"

((Number of FTEs who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes") / Number of FTEs who perform the function "manage financial resources") * 100


Metric name Formula UnitspercentPersonnel cost of the process group "process

payroll" as a percentage of the total cost to perform the process group

(((Percentage of internal costs of the process "report time" allocated to personnel costs * Percentage of total cost of the process "report time" allocated to internal costs * 0.0001 * Total cost to perform the process "report time") + (Percentage of internal costs of the process "manage pay" allocated to personnel costs * Percentage of total cost of the process "manage pay" allocated to internal costs * 0.0001 * Total cost to perform the process "manage pay") + (Percentage of internal costs of the process "report payroll taxes" allocated to personnel costs * Percentage of total cost of the process "report payroll taxes" allocated to internal costs * 0.0001 * Total cost to perform the process "process payroll taxes")) / (Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes")) * 100


Metric name Formula UnitspercentSystems cost to perform the process group

"process payroll" as a percentage of the total cost of the process group

(((Percentage of internal cost of the process "Report time" allocated to systems costs * Percentage of total cost of the process "report time" allocated to internal costs * 0.0001 * Total cost to perform the process "report time") + (Percentage of internal cost of the process "Manage pay" allocated to systems costs * Percentage of total cost of the process "manage pay" allocated to internal costs * 0.0001 * Total cost to perform the process "manage pay") + (Percentage of internal cost of the process "Process payroll taxes" allocated to systems costs * Percentage of total cost of the process "report payroll taxes" allocated to internal costs * 0.0001 * Total cost to perform the process "process payroll taxes")) / (Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes")) * 100



dollars

Personnel cost to perform the process group "process accounts payable and expense reimbursements" per process group FTE

((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost *.0001) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost * .0001)) / (Number of FTEs who perform the process "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements")

Systems cost to perform the process group "process accounts payable and expense reimbursements" per $100,000 revenue

((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to systems cost *.0001) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to systems cost * .0001)) / (Total business entity revenue * 0.00001)



dollars

dollars

percent

Total cost to perform the process group "process accounts payable and expense reimbursements" per $1,000 revenue

(Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements") / (Total business entity revenue * 0.001)

Outsourced cost to perform the process group "process accounts payable and expense reimbursements" per $1,000 revenue

((Percentage of total cost of the process "Process accounts payable" allocated to external cost * Total cost to perform the process "process accounts payable" / 100) + (Percentage of total cost of the process "Process expense reimbursements" allocated to external cost * Total cost to perform the process "process expense reimbursements" / 100)) / (Total business entity revenue * 0.001)

Personnel cost to perform the process group "process accounts payable and expense reimbursements" per $1,000 revenue

(((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost) *.0001) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost * .0001)) / (Total business entity revenue * 0.001)

Total cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of revenue

((Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements") / Total business entity revenue ) * 100



dollars

FTEs

FTEs

percent

Total cost to perform the process group "process accounts payable and expense reimbursements" per $1 billion revenue

(Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements") / (Total business entity revenue * 0.000000001)

Total cost to perform the process group "process accounts payable and expense reimbursements" per process FTE

(Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements") / (Number of FTEs who perform the process "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements")

Number of FTEs performing the process group "process accounts payable and expense reimbursements" per $1 billion revenue

(Number of FTEs who perform the process "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements") / (Total business entity revenue * 0.000000001)

Number of FTEs for the process group "process accounts payable and expense reimbursements" per $1 billion revenue

(Number of FTEs who perform the process "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements") / (Total business entity revenue * .000000001)

Percentage of total finance function FTEs allocated to the process group "perform accounts payable and expense reimbursements"

((Number of FTEs who perform the process "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements") / Number of FTEs who perform the function "manage financial resources") * 100



percent

Outsourced cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of the total cost of the process group

(((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to external cost / 100) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to external cost / 100)) / (Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements")) * 100

Overhead and other cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of the total cost of the process group

(((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to overhead and other costs / 10000) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to overhead and other costs / 10000)) / (Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements")) * 100



percent

Personnel cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of the total cost of the process group

(((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost / 10000) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost / 10000)) / (Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements")) * 100

Systems cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of the total cost of the process group

(((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to systems cost / 10000) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to systems cost / 10000)) / (Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements")) * 100



dollars

dollars

Return on invested capital Return on invested capital percent

FTEs

bank accounts

entities

entities

Return on working capital Return on working capital percent

percent

Total cost of the process group "Manage treasury operations" per $1 billion revenue

Total cost to perform the process group "manage treasury operations" / (Total business entity revenue * .000000001)

Total cost of the process group "Manage treasury operations" per $1,000 revenue

Total cost to perform the process group "manage treasury operations" / (Total business entity revenue * .001)

Total cost of the process group "Manage treasury operations" per global legal entity supported

Total cost to perform the process group "manage treasury operations" / Number of global legal entities supported by treasury management operation

Number of FTEs that perform the process group "manage treasury operations" per $1 billion revenue

Number of FTEs who perform the process group "manage treasury operations" / (Total business entity revenue * .000000001)

Number of bank accounts per "manage treasury operations" FTE

Number of corporate bank accounts managed by this finance SSC / Number of FTEs who perform the process group "manage treasury operations"

Number of global legal entities supported per FTE that performs the process group "Manage treasury operations"

Number of global legal entities supported by treasury management operation / Number of FTEs who perform the process group "manage treasury operations"

Number of global legal entities supported per $1 billion revenue

Number of global legal entities supported by treasury management operation / (Total business entity revenue * .000000001)

Percentage of total finance function FTEs allocated to the process group "manage treasury operations"

(Number of FTEs who perform the process group "manage treasury operations" / Number of FTEs who perform the function "manage financial resources") * 100



dollars

percent

Personnel cost to perform the process group "manage internal controls" per $1,000 revenue

(Personnel cost to perform the process "establish internal controls, policies, and procedures" + Personnel cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" + Personnel cost to perform the process "report on internal controls compliance") / (Total business entity revenue * 0.0010)

Systems cost to perform the process group "manage internal controls" per $100,000 revenue

(Systems cost to perform the process "establish internal controls, policies, and procedures" + Systems cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" + Systems cost to perform the process "report on internal controls compliance") / (Total business entity revenue * 0.000010)

Total cost to perform the process group "manage internal controls" as a percentage of revenue

((Total cost to perform the process "establish internal controls, policies, and procedures" + Total cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" + Total cost to perform the process "report on internal controls compliance") / Total business entity revenue) * 100.0



dollars

dollars

Total cost to perform the process group "manage internal controls" per $1 billion revenue

(Total cost to perform the process "establish internal controls, policies, and procedures" + Total cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" + Total cost to perform the process "report on internal controls compliance") / (Total business entity revenue * 0.000000001)

Total cost to perform the process group "manage internal controls" per $1,000 revenue

(Total cost to perform the process "establish internal controls, policies, and procedures" + Total cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" + Total cost to perform the process "report on internal controls compliance") / (Total business entity revenue * 0.0010)

Total cost to perform the process group "manage internal controls" per process FTE

(Total cost to perform the process "establish internal controls, policies, and procedures" + Total cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" + Total cost to perform the process "report on internal controls compliance") / (Number of FTEs who perform the process "establish internal controls, policies, and procedures" + Number of FTEs who perform the process "operate controls and monitor compliance with internal controls policies and procedures" + Number of FTEs who perform the process "report on internal controls compliance")



percent

dollars

dollars

FTEs

percent

Number of FTEs that perform the process group "manage internal controls" per $1 billion revenue

(Number of FTEs who perform the process "establish internal controls, policies, and procedures" + Number of FTEs who perform the process "operate controls and monitor compliance with internal controls policies and procedures" + Number of FTEs who perform the process "report on internal controls compliance") / (Total business entity revenue * .000000001)

Percentage of total finance function FTEs allocated to the process group "manage internal controls"

((Number of FTEs who perform the process "establish internal controls, policies, and procedures" + Number of FTEs who perform the process "operate controls and monitor compliance with internal controls policies and procedures" + Number of FTEs who perform the process "report on internal controls compliance") / Number of FTEs who perform the function "manage financial resources") * 100

Total cost of the process group "Manage taxes" per $1 billion revenue

Total cost to perform the process group "manage taxes" / (Total business entity revenue * .000000001)

Total cost of the process group "Manage taxes" per $1,000 revenue

Total cost to perform the process group "manage taxes" / (Total business entity revenue * .001)

Number of FTEs that perform the process group "manage taxes" per $1 billion revenue

Number of FTEs who perform the process group "manage taxes" / (Total business entity revenue * .000000001)

Percentage of total finance function FTEs allocated to the process group "manage taxes"

(Number of FTEs who perform the process group "manage taxes" / Number of FTEs who perform the function "manage financial resources") * 100



dollars

dollars

dollars

percent

Outsourced cost to perform the process "perform planning/budgeting/forecasting" per $1,000 revenue

Outsourced cost to perform the process "perform planning/budgeting/forecasting" / (Total business entity revenue *.0010)

Personnel cost to perform the process "perform planning/budgeting/forecasting" per process FTE

(Percentage of internal costs of the process "planning, budgeting, and forecasting" allocated to personnel costs * Percentage of total cost of the process "planning, budgeting, and forecasting" allocated to internal costs * 0.0001 * Total cost to perform the process "perform planning/budgeting/forecasting") / Number of FTEs who perform the process "perform planning/budgeting/forecasting"

Personnel cost to perform the process "perform planning/budgeting/forecasting" per $1,000 revenue

(Percentage of internal costs of the process "planning, budgeting, and forecasting" allocated to personnel costs * Percentage of total cost of the process "planning, budgeting, and forecasting" allocated to internal costs * 0.0001 * Total cost to perform the process "perform planning/budgeting/forecasting") / (Total business entity revenue * 0.001)

Systems cost to perform the process "perform planning/budgeting/forecasting" per $100,000 revenue

(Percentage of internal costs of the process "planning, budgeting, and forecasting" allocated to systems costs * Percentage of total cost of the process "planning, budgeting, and forecasting" allocated to internal costs * 0.0001 * Total cost to perform the process "perform planning/budgeting/forecasting") / (Total business entity revenue * 0.00001)

Total cost to perform the process "perform planning/budgeting/forecasting" as a percentage of revenue

(Total cost to perform the process "perform planning/budgeting/forecasting" / Total business entity revenue) * 100



dollars

Cycle time in days to complete the annual budget Cycle time in days to complete the budget days

days

days

budget versions

FTEs

Percentage error for the inventory cost forecast Percentage error for the inventory cost forecast percent

Percentage error for the personnel cost forecast Percentage error for the personnel cost forecast percent

Percentage error for the total sales forecast Percentage error for the total sales forecast percent

percent

Total cost to perform the process "perform planning/budgeting/forecasting" per process FTE

Total cost to perform the process "perform planning/budgeting/forecasting" / Number of FTEs who perform the process "perform planning/budgeting/forecasting"

Total cost to perform the process "perform planning/budgeting/forecasting" per $1,000 revenue

Total cost to perform the process "perform planning/budgeting/forecasting" / (Total business entity revenue * 0.001)

Cycle time in days to prepare the financial forecast

Cycle time in days to prepare the financial forecast

Cycle time in days to update/revise the rolling forecast

Cycle time in days to update/revise the rolling forecast

Number of budget versions produced before final approval

Number of budget versions produced before final approval

Number of FTEs that perform the process "Perform planning/budgeting/forecasting" per $1 billion revenue

Number of FTEs who perform the process "perform planning/budgeting/forecasting" / (Total business entity revenue * .000000001)

Percentage of total finance function FTEs allocated to the process "perform planning/ budgeting/ forecasting"

(Number of FTEs who perform the process "perform planning/budgeting/forecasting" / Number of FTEs who perform the function "manage financial resources") * 100



dollars

dollars

dollars

Personnel cost to perform the processes "perform cost accounting and control" and "perform cost management" per process FTE

(Percentage of internal costs of the process "perform cost accounting and control" and "perform cost management" allocated to personnel costs * Percentage of total cost of the process "perform cost accounting and control" and "perform cost management" allocated to internal costs * 0.0001 * Total cost to perform the processes "perform cost accounting and control" and "perform cost management") / Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management"

Personnel cost to perform the processes "perform cost accounting and control" and "perform cost management" per $1,000 revenue

(Percentage of internal costs of the process "perform cost accounting and control" and "perform cost management" allocated to personnel costs * Percentage of total cost of the process "perform cost accounting and control" and "perform cost management" allocated to internal costs * 0.0001 * Total cost to perform the processes "perform cost accounting and control" and "perform cost management") / (Total business entity revenue * 0.001)

Total cost to perform the processes "perform cost accounting and control" and "perform cost management" per $1,000 revenue

Total cost to perform the processes "perform cost accounting and control" and "perform cost management" / (Total business entity revenue * 0.001)

Total cost to perform the processes "perform cost accounting and control" and "perform cost management" per process FTE

Total cost to perform the processes "perform cost accounting and control" and "perform cost management" / Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management"



percent

dollars

dollars

dollars

Number of FTEs for the processes "perform cost accounting and control" and "perform cost management" per $1 billion revenue

Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management" / (Total business entity revenue * 0.000000001)

Percentage of total finance function FTEs allocated to the processes "perform cost accounting and control" and "perform cost management"

(Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management" / Number of FTEs who perform the function "manage financial resources") * 100

Systems cost to perform the processes "perform cost accounting and control" and "perform cost management" per $100,000 revenue

(Percentage of internal cost of the process "Perform cost accounting and control" and "Perform cost management" allocated to systems costs * Percentage of total cost of the process "perform cost accounting and control" and "perform cost management" allocated to internal costs * 0.0001 * Total cost to perform the processes "perform cost accounting and control" and "perform cost management") / (Total business entity revenue * 0.00001)

Outsourced cost to perform the process "evaluate and manage financial performance" per $1,000 revenue

Outsourced cost to perform the process "evaluate and manage financial performance" / (Total business entity revenue *.0010)

Systems cost to perform the process "evaluate and manage financial performance" per $100,000 revenue

(Percentage of internal costs of the process "evaluate and manage financial performance" allocated to systems costs * Percentage of total cost of the process "evaluate and manage financial performance" allocated to internal costs* 0.0001* Total cost to perform the process "evaluate and manage financial performance") / (Total business entity revenue * 0.00001)



dollars

Total revenue per active customer dollars

dollars

dollars

days

days

Total cost to perform the process "evaluate and manage financial performance" per process FTE

Total cost to perform the process "evaluate and manage financial performance" / Number of FTEs who perform the process "evaluate and manage financial performance"

Total cost to perform the process "evaluate and manage financial performance" per $1,000 revenue

Total cost to perform the process "evaluate and manage financial performance" / (Total business entity revenue * 0.001)

Total business entity revenue / Number of total customers in customer master file that are active

Personnel cost to perform the process "evaluate and manage financial performance" per process FTE

(Percentage of internal costs of the process "evaluate and manage financial performance" allocated to personnel costs * Percentage of total cost of the process "evaluate and manage financial performance" allocated to internal costs * 0.0001 * Total cost to perform the process "evaluate and manage financial performance") / Number of FTEs who perform the process "evaluate and manage financial performance"

Personnel cost to perform the process "evaluate and manage financial performance" per $1,000 revenue

(Percentage of internal costs of the process "evaluate and manage financial performance" allocated to personnel costs * Percentage of total cost of the process "evaluate and manage financial performance" allocated to internal costs* 0.0001* Total cost to perform the process "evaluate and manage financial performance") / (Total business entity revenue * 0.001)

Cycle time in days to perform financial evaluation of new customers

Cycle time in days to perform financial evaluation of new customers

Cycle time in days to perform financial evaluation of new markets

Cycle time in days to perform financial evaluation of new markets



FTEs

dollars

EBITDA margin (current reporting period) percent

percent

percent

percent

percent

percent

Cycle time in days to perform financial evaluation of new products

Cycle time in days to perform financial evaluation of new products

Number of FTEs for the process "evaluate and manage financial performance" per $1 billion revenue

Number of FTEs who perform the process "evaluate and manage financial performance" / (Total business entity revenue * .000000001)

Revenue per employee for the current reporting period

Total business entity revenue / Number of business entity employees(Earnings before interest, taxes, depreciation and amortization for the current 12-month period / Total business entity revenue) * 100.0

Compounded annual growth rate in earnings before interest, tax, depreciation and amortization over the past three reporting periods

(((Earnings before interest, taxes, depreciation and amortization for the current 12-month period /Earnings before interest, taxes, depreciation and amortization over the past three reporting periods) ^ 0.3333) - 1) * 100.0

Compounded annual growth rate of revenue over the past three reporting periods

(((Total business entity revenue / Total revenue over the past three reporting periods) ^ 0.3333) - 1) * 100.0

Percentage growth in EBITDA over the past three reporting periods

((Earnings before interest, taxes, depreciation and amortization for the current 12-month period - Earnings before interest, taxes, depreciation and amortization over the past three reporting periods) / Earnings before interest, taxes, depreciation and amortization over the past three reporting periods) * 100.0

Percentage of employees with compensations affected by profit

(Number of employees with compensation affected by profit / Number of business entity employees) * 100.0

Percentage of employees with compensations affected by budget versus actual variances

(Number of employees with compensation affected by budget versus actual variances / Number of business entity employees) * 100.0



percent

dollars

percent

dollars

dollars

dollars

dollars

Cycle time in days for credit approval Cycle time in days for credit approval days

Percentage of total finance function FTEs allocated to the process "evaluate and manage financial performance"

(Number of FTEs who perform the process "evaluate and manage financial performance" / Number of FTEs who perform the function "manage financial resources") * 100

Revenue growth over the past three reporting periods

((Total business entity revenue - Total revenue over the past three reporting periods) / Total revenue over the past three reporting periods) * 100.0

Personnel cost to perform the process "process customer credit" per $1,000 revenue

(Percentage of total cost of the process "process customer credit" allocated to internal costs * Percentage of internal costs of the process "process customer credit" allocated to personnel costs * 0.0001 * Total cost to perform the process "process customer credit") / (Total business entity revenue * 0.001)

Total cost to perform the process "process customer credit" as a percentage of revenue

(Total cost to perform the process "process customer credit" / Total business entity revenue) * 100

Total cost to perform the process "process customer credit" per process FTE

Total cost to perform the process "process customer credit" / Number of FTEs who perform the process "process customer credit"

Total cost to perform the process "process customer credit" per $1 billion revenue

Total cost to perform the process "process customer credit" / (Total business entity revenue * .000000001)

Total cost to perform the process "process customer credit" per $1,000 revenue

Total cost to perform the process "process customer credit" / (Total business entity revenue * .001)

Outsourced cost to perform the process "process customer credit" per $1,000 revenue

Outsourced cost to perform the process "process customer credit" / (Total business entity revenue *.0010)



FTEs

active customers

credit reviews

percent

dollars

dollars

Number of FTEs for the order to invoice cycle per $1 billion revenue

(Number of FTEs who perform the process "manage sales orders" + Number of FTEs who perform the process "process customer credit" + Number of FTEs who perform the process "invoice customer") / (Total business entity revenue * 0.000000001)

Number of FTEs for the process "process customer credit" per $1 billion revenue

Number of FTEs who perform the process "process customer credit" / (Total business entity revenue * .000000001)

Number of active customers per "process customer credit" FTE

Number of active customers in business entity's customer master file / Number of FTEs who perform the process "process customer credit"

Number of credit reviews per "process customer credit" FTE

Credit reviews performed at account level by credit staff / Number of FTEs who perform the process "process customer credit"

Percentage of total finance function FTEs allocated to the process "process customer credit"

(Number of FTEs who perform the process "process customer credit" / Number of FTEs who perform the function "manage financial resources") * 100

Personnel cost to perform the process "invoice customer" per $1,000 revenue

(Percentage of total cost of the process "invoice customer" allocated to internal costs * Percentage of internal costs of the process "invoice customer" allocated to personnel costs * 0.0001 * Total cost to perform the process "invoice customer") / (Total business entity revenue * 0.001)

Systems cost to perform the process "invoice customer" per $100,000 revenue

(Percentage of total cost of the process "invoice customer" allocated to internal costs * Percentage of internal cost of the process "Invoice customer" allocated to systems costs * 0.0001 * Total cost to perform the process "invoice customer") / (Total business entity revenue * 0.00001)



percent

dollars

dollars

dollars

dollars

dollars

dollars

days

days

Systems cost to perform the process "process customer credit" per $100,000 revenue

(Percentage of total cost of the process "process customer credit" allocated to internal costs * Percentage of internal cost of the process "Process customer credit" allocated to systems costs * 0.0001 * Total cost to perform the process "process customer credit") / (Total business entity revenue * 0.00001)

Total cost to perform the process "invoice customer" as a percentage of revenue

(Total cost to perform the process "invoice customer" / Total business entity revenue) * 100.0

Total cost to perform the process "invoice customer" per process FTE

Total cost to perform the process "invoice customer" / Number of FTEs who perform the process "invoice customer"

Total cost to perform the process "invoice customer" per $1 billion revenue

Total cost to perform the process "invoice customer" / (Total business entity revenue * 0.000000001)

Total cost to perform the process "invoice customer" per $1,000 revenue

Total cost to perform the process "invoice customer" / (Total business entity revenue * .001)

Total cost to perform the process "invoice customer" per invoice line item processed

Total cost to perform the process "invoice customer" / Number of line items billed/invoiced

Total cost to perform the process "invoice customer" per invoice processed

Total cost to perform the process "invoice customer" / Number of invoices billed to customer

Outsourced cost to perform the process "invoice customer" per $1,000 revenue

Outsourced cost to perform the process "invoice customer" / (Total business entity revenue *.0010)

Cycle time in days between transmission of invoice and shipment of goods or delivery of services

Cycle time in calendar days from the transmission of an invoice/bill to shipping/providing the good/service

Cycle time in days to generate complete and correct billing data

Cycle time in days to generate complete and correct billing data



percent

percent

percent

invoice line items

invoices

percent

percent

percent

Average number of line items per invoice invoice line items

Average value per line item billed dollars

dollars

Number of FTEs that perform the process "Invoice customer" per $1 billion revenue

Number of FTEs who perform the process "invoice customer" / (Total business entity revenue * .000000001)

Percentage of invoice line items invoiced using electronic or automatic methods

Percentage of invoice line items invoiced using electronic or automatic methods

Percentage of invoice line items processed error free the first time

Percentage of invoice line items processed error free the first time

Percentage of invoices automatically generated based on event triggers

Percentage of invoices automatically generated based on event triggers

Number of invoice line items processed per "invoice customer" FTE

Number of line items billed/invoiced / Number of FTEs who perform the process "invoice customer"

Number of invoices processed per "invoice customer" FTE

Number of invoices billed to customer / Number of FTEs who perform the process "invoice customer"

Percentage of invoice line items that are denominated in a foreign currency

(Number of line items billed/invoiced in a foreign currency / Number of line items billed/invoiced) * 100

Percentage of billed/invoiced line items offering a discount

(Number of invoice line items billed/invoiced that offer a discount / Number of line items billed/invoiced) * 100

Percentage of total finance function FTEs allocated to the process "invoice customer"

(Number of FTEs who perform the process "invoice customer" / Number of FTEs who perform the function "manage financial resources") * 100

Number of line items billed/invoiced / Number of invoices billed to customerTotal value of line items billed/invoiced / Number of line items billed/invoiced

Outsourced cost to perform the process "process accounts receivable (AR)" per $1,000 revenue

Outsourced cost to perform the process "process accounts receivable (AR)" / (Total business entity revenue *.0010)



dollars

dollars

percent

dollars

Personnel cost to perform the process "process accounts receivable" per process FTE

(Percentage of internal costs of the process "process accounts receivable" allocated to personnel costs * Percentage of total cost of the process "process accounts receivable" allocated to internal costs * 0.0001 * Total cost to perform the process "process accounts receivable") / Number of FTEs who perform the process "process accounts receivable (AR)"

Personnel cost to perform the process "process accounts receivable" per $1,000 revenue

(Percentage of internal costs of the process "process accounts receivable" allocated to personnel costs * Percentage of total cost of the process "process accounts receivable" allocated to internal costs * 0.0001 * Total cost to perform the process "process accounts receivable") / (Total business entity revenue * .001)

Systems cost to perform the process "process accounts receivable" per $100,000 revenue

(Percentage of internal cost of the process "Process accounts receivable (AR)" allocated to systems costs * Percentage of total cost of the process "process accounts receivable" allocated to internal costs * 0.0001 * Total cost to perform the process "process accounts receivable") / (Total business entity revenue * .00001)

Total cost to perform the process "process accounts receivable" as a percentage of revenue

(Total cost to perform the process "process accounts receivable" / Total business entity revenue) * 100

Total cost to perform the process "process accounts receivable" per process FTE

Total cost to perform the process "process accounts receivable" / Number of FTEs who perform the process "process accounts receivable (AR)"



dollars

dollars

Days sales outstanding days

days

days

percent

percent

percent

percent

Percentage of manual receipts percent

percent

Total cost to perform the process "process accounts receivable" per $1 billion revenue

Total cost to perform the process "process accounts receivable" / (Total business entity revenue * .000000001)

Total cost to perform the process "process accounts receivable" per $1,000 revenue

Total cost to perform the process "process accounts receivable" / (Total business entity revenue * .001)

Total cost to perform the process "process accounts receivable" per customer receipt

Total cost to perform the process "process accounts receivable" / Number of receipts processed

Average days sales outstanding in accounts receivable

Cycle time in days from transmission of invoice to receipt of payment

Cycle time in calendar days from invoicing a customer to the receipt of payment

Outstanding payment days as a proportion of standard payment days

Average days sales outstanding in accounts receivable / Standard payment terms in calendar days for accounts receivable

Percentage of total receipts that are processed error free the first time

(Number of receipts processed error-free first time / Number of receipts processed) * 100

Percentage of receipts received electronically or automatically

Percentage of receipts received electronically or automatically

Percentage of invoice line items paid in full the first time

(Number of billed/invoiced line items that are paid in full the first time / Number of line items billed/invoiced) * 100

Percentage of line items billed/invoiced paid on time

(Number of billed/invoiced line items that are paid on time / Number of line items billed/invoiced) * 100.0

(Number of receipts processed that are received manually / Number of receipts processed) * 100.0

Percentage of receipts automatically matched to open items in the accounts receivable sub ledger

(Number of receipts that are automatically matched to open items in the accounts receivable sub ledger / Number of receipts processed) * 100



Accounts receivable per $1,000 revenue dollars

receipts

invoices

customer accounts

Number of invoice line items per receipt invoice line items

percent

percent

percent

Number of FTEs that perform the process "Process accounts receivable (AR)" per $1 billion revenue

Number of FTEs who perform the process "process accounts receivable (AR)" / (Total business entity revenue * .000000001)

Value of accounts receivable outstanding / (Total business entity revenue * 0.0010)

Number of receipts processed per "process accounts receivable" FTE

Number of receipts processed / Number of FTEs who perform the process "process accounts receivable (AR)"

Number of invoices per "process accounts receivable" FTE

Number of invoices billed to customer/Number of FTEs who perform the process "process accounts receivable (AR)"

Number of customer accounts per "process accounts receivable" FTE

Number of customers in the customer master file / Number of FTEs who perform the process "process accounts receivable (AR)"

Number of line items billed/invoiced / Number of receipts processed

Personnel cost to perform the process "process accounts receivable" as a percentage of the total cost for the process

Percentage of internal costs of the process "process accounts receivable" allocated to personnel costs * Percentage of total cost of the process "process accounts receivable" allocated to internal costs * 0.01

Percentage of total finance function FTEs allocated to the processes "process accounts receivable (AR)," "manage and process collections," and "manage and process adjustments/deductions"

((Number of FTEs who perform the process "process accounts receivable (AR)" + Number of FTEs who perform the process "manage and process collections" + Number of FTEs who perform the process "manage and process adjustments/deductions") / Number of FTEs who perform the function "manage financial resources") * 100

Percentage of total finance function FTEs allocated to the process "process accounts receivable (AR)"

(Number of FTEs who perform the process "process accounts receivable (AR)" / Number of FTEs who perform the function "manage financial resources") * 100



dollars

dollars

percent

dollars

dollars

Systems cost to perform the process "process accounts receivable" as a percentage of the total cost of the process

Percentage of internal cost of the process "Process accounts receivable (AR)" allocated to systems costs * Percentage of total cost of the process "process accounts receivable" allocated to internal costs * 0.01

Personnel cost to perform the process "manage and process collections" per $1,000 revenue

(Percentage of internal costs of the process "manage and process collections" allocated to personnel costs * Percentage of total cost of the process "manage and process collections" allocated to internal costs * 0.0001 * Total cost to perform the process "manage and process collections") / (Total business entity revenue * .001)

Systems cost to perform the process "manage and process collections" per $100,000 revenue

(Percentage of internal cost of the process "Manage and process collections" allocated to systems costs * Percentage of total cost of the process "manage and process collections" allocated to internal costs * 0.0001 * Total cost to perform the process "manage and process collections") / (Total business entity revenue * .00001)

Total cost to perform the process "manage and process collections" as a percentage of revenue

(Total cost to perform the process "manage and process collections" / Total business entity revenue) * 100

Total cost to perform the process "manage and process collections" per $1 billion revenue

Total cost to perform the process "manage and process collections" / (Total business entity revenue * .000000001)

Total cost to perform the process "manage and process collections" per $1,000 revenue

Total cost to perform the process "manage and process collections" / (Total business entity revenue * .001)



dollars

dollars

dollars

percent

percent

FTEs

customers

invoices

percent

Total cost to perform the process "manage and process collections" per active customer

Total cost to perform the process "manage and process collections" / Number of active customers in business entity's customer master file

Total cost to perform the process "manage and process collections" per process FTE

Total cost to perform the process "manage and process collections" / Number of FTEs who perform the process "manage and process collections"

Outsourced cost to perform the process "manage and process collections" per $1,000 revenue

Outsourced cost to perform the process "manage and process collections" / (Total business entity revenue *.0010)

Total cost to perform the process "manage and process collections" per customer receipt

(Total cost to perform the process "manage and process collections"/Number of receipts processed)

Percentage of invoice line items that are adjusted by the customer prior to payment

(Number of billed/invoiced line items that are adjusted prior to paying / Number of line items billed/invoiced) * 100

Total uncollectable balances as a percentage of revenue

(Total value of uncollectable balances / Total business entity revenue) * 100

Number of FTEs for the process "manage and process collections" per $1 billion revenue

Number of FTEs who perform the process "manage and process collections" / (Total business entity revenue * .000000001)

Number of active customers managed annually per "manage and process collections" FTE

Number of active customers in business entity's customer master file / Number of FTEs who perform the process "manage and process collections"

Number of invoices per "manage and process collections" FTE

Number of invoices billed to customer/Number of FTEs who perform the process "manage and process collections"

Percentage of total finance function FTEs allocated to the process "manage and process collections"

(Number of FTEs who perform the process "manage and process collections" / Number of FTEs who perform the function "manage financial resources") * 100



dollars

dollars

dollars

Cycle time in days to resolve adjustments days

FTEs

Outsourced cost to perform the process "manage and process adjustments/deductions" per $1,000 revenue

Outsourced cost to perform the process "manage and process adjustments/deductions" / (Total business entity revenue *.0010)

Personnel cost to perform the process "manage and process adjustments/deductions" per $1,000 revenue

(Percentage of internal costs of the process "manage and process adjustments/deductions" allocated to personnel costs * Percentage of total cost of the process "manage and process adjustments/deductions" allocated to internal costs * 0.0001 * Total cost to perform the process "manage and process adjustments/deductions") / (Total business entity revenue * .001)

Systems cost to perform the process "manage and process adjustments/deductions" per $100,000 revenue

(Percentage of internal cost of the process "Manage and process adjustments/deductions" allocated to systems costs * Percentage of total cost of the process "manage and process adjustments/deductions" allocated to internal costs * 0.0001 * Total cost to perform the process "manage and process adjustments/deductions") / (Total business entity revenue * .00001)

Total cost to perform the process "manage and process adjustments/deductions" per $1,000 revenue

Total cost to perform the process "manage and process adjustments/deductions" / (Total business entity revenue * .001)

Cycle time in calendar days from identifying an adjustment to fully resolving and reflecting it in the accounting records

Number of FTEs for the process "manage and process adjustments/deductions" per $1 billion revenue

Number of FTEs who perform the process "manage and process adjustments/deductions" / (Total business entity revenue * .000000001)

Number of adjustments and deductions per "manage and process adjustments/deductions" FTE

Number of adjustments/deductions / Number of FTEs who perform the process "manage and process adjustments/deductions"

adjustments and deductions



dollars

dollars

dollars

dollars

dollars

Percentage of total finance function FTEs allocated to the process "manage and process adjustments/deductions"

(Number of FTEs who perform the process "manage and process adjustments/deductions" / Number of FTEs who perform the function "manage financial resources") * 100

Outsourced cost to perform the process "manage policies and procedures" per $1,000 revenue

Outsourced cost to perform the process "manage policies and procedures" / (Total business entity revenue *.0010)

Personnel cost to perform the process "Manage financial policies and procedures" per $1,000 revenue

(Total cost to perform the process "manage policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to personnel cost * .0001) / (Total business entity revenue * 0.001)

Systems cost to perform the process "Manage financial policies and procedures" per $100,000 revenue

(Total cost to perform the process "manage policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to systems cost * .0001) / (Total business entity revenue * 0.00001)

Total cost to perform the process "Manage financial policies and procedures" per $1,000 revenue

Total cost to perform the process "manage policies and procedures" / (Total business entity revenue * 0.001)

Total cost to perform the process "Manage policies and procedures" per process FTE

Total cost to perform the process "manage policies and procedures" / Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683)



FTEs

percent

percent

Personnel cost to perform the process "Manage policies and procedures" per process FTE

(Total cost to perform the process "manage policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to personnel cost * .0001) / Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683)

Number of FTEs who perform the process "Manage financial policies and procedures" per $1 billion revenue

Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) / (Total business entity revenue * .000000001)

Percentage of FTEs who perform the process group "Perform general accounting and reporting" allocated to the process "Manage policies and procedures"

(Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) * 100) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))

Percentage of total finance function FTEs allocated to the process "manage policies and procedures"

(Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) / Number of FTEs who perform the function "manage financial resources") * 100



dollars

dollars

dollars

dollars

dollars

Outsourced cost to perform the process "perform general accounting" per $1,000 revenue

Outsourced cost to perform the process "perform general accounting" / (Total business entity revenue *.0010)

Personnel cost to perform the process "perform general accounting" per process FTE

(Total cost to perform the process "perform general accounting" * Percentage of total cost of the process "Perform general accounting" allocated to internal cost * Percentage of internal cost of the process "Perform general accounting" allocated to personnel cost * .0001) / Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684)

Systems cost to perform the process "perform general accounting" per $100,000 revenue

(Total cost to perform the process "perform general accounting" * Percentage of total cost of the process "Perform general accounting" allocated to internal cost * Percentage of internal cost of the process "Perform general accounting" allocated to systems cost * .0001) / (Total business entity revenue * 0.00001)

Total cost to perform the process "perform general accounting" per $1,000 revenue

Total cost to perform the process "perform general accounting" / (Total business entity revenue * 0.001)

Total cost to perform the process "perform general accounting" per journal entry line item

Total cost to perform the process "perform general accounting" / Number of journal entry line items processed

Total cost to perform the process "Perform general accounting" per process FTE

Total cost to perform the process "perform general accounting" / Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684)



days

days

Manual journal entry line item percentage percent

percent

percent

FTEs

accounts

Personnel cost to perform the process "perform general accounting" per $1,000 revenue

(Total cost to perform the process "perform general accounting" * Percentage of total cost of the process "Perform general accounting" allocated to internal cost * Percentage of internal cost of the process "Perform general accounting" allocated to personnel cost * .0001) / (Total business entity revenue * 0.001)

Cycle time in days to complete the monthly financial close

Cycle time in days to complete monthly financial close

Cycle time in days to produce period-end management reports

Cycle time in calendar days from running the initial trial balance to completing the period-end management report

Percentage of journal entry line items from a manual recurring source + Percentage of journal entry line items from a manual non-recurring source

Percentage change in business entity's gross margin over the past three years

Percentage change in business entity's gross margin over the past three years

Percentage of journal entry line items processed error free the first time

Percentage of journal entry line items processed error free the first time

Number of FTEs that perform the process "Perform general accounting" per $1 billion revenue

Number of FTEs who perform the process "perform general accounting" / (Total business entity revenue * .000000001)

Number of journal entry line items per FTE who performs the process "Perform general accounting"

Number of journal entry line items processed / Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684)

journal entry line items

Number of accounts per FTE who performs the process "Perform general accounting"

Number of accounts in the chart of accounts / Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684)



percent

percent

Number of accounts in the chart of accounts Number of accounts in the chart of accounts accounts

dollars

dollars

dollars

Percentage of accounts that are standard with the business units reporting to your site

(Number of standard accounts in chart of accounts / Number of accounts in the chart of accounts) * 100.0

Percentage of total finance function FTEs allocated to the process "perform general accounting"

(Number of FTEs who perform the process "perform general accounting" / Number of FTEs who perform the function "manage financial resources") * 100

Percentage of FTEs who perform the process group "Perform general accounting and reporting" allocated to the process "Perform general accounting"

(Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) * 100) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))

Total cost to perform the fixed assets cycle per $1,000 revenue

(Total cost to perform the process "perform capital planning and project approval" + Total cost to perform the process "perform capital project accounting" + Total cost to perform the process "perform fixed asset accounting") / (Total business entity revenue * 0.0010)

Outsourced cost to perform the process "perform fixed-asset accounting" per $1,000 revenue

Outsourced cost to perform the process "perform fixed asset accounting" / (Total business entity revenue *.0010)

Personnel cost to perform the process "Perform fixed-asset accounting" per $1,000 revenue

Personnel cost to perform the process "perform fixed asset accounting" / (Total business entity revenue * 0.001)



dollars

dollars

dollars

dollars

percent

dollars

Personnel cost to perform the process "perform fixed asset accounting" per fixed asset transaction

Personnel cost to perform the process "perform fixed asset accounting" / Number of fixed asset transactions

Systems cost of the fixed assets cycle per $100,000 revenue

(Systems cost to perform the process "perform capital planning and project approval" + Systems cost to perform the process "perform capital project accounting" + Systems cost to perform the process "perform fixed asset accounting") / (Total business entity revenue * 0.000010)

Systems cost of the process "perform fixed asset accounting" per $100,000 revenue

Systems cost to perform the process "perform fixed asset accounting" / (Total business entity revenue * 0.000010)

Total cost of repair and maintenance per $1,000 gross value of fixed assets

Cost to repair and maintain fixed assets / (Gross value of fixed assets * 0.0010)

Total cost of the depreciation expense per $1,000 revenue

Depreciation expense for fixed assets / (Total business entity revenue * 0.0010)

Total cost to perform the fixed assets cycle as percentage of revenue

((Total cost to perform the process "perform capital planning and project approval" + Total cost to perform the process "perform capital project accounting" + Total cost to perform the process "perform fixed asset accounting") / Total business entity revenue) * 100.0

Total cost to perform the fixed assets cycle per $1 billion revenue

(Total cost to perform the process "perform capital planning and project approval" + Total cost to perform the process "perform capital project accounting" + Total cost to perform the process "perform fixed asset accounting") / (Total business entity revenue * 0.000000001)



dollars

dollars

dollars

dollars

Total cost to perform the fixed assets cycle per fixed assets cycle FTE

(Total cost to perform the process "perform capital planning and project approval" + Total cost to perform the process "perform capital project accounting" + Total cost to perform the process "perform fixed asset accounting") / (Number of FTEs who perform the process "perform capital planning and project approval" + Number of FTEs who perform the process "perform capital project accounting" + Number of FTEs who perform the process "perform fixed-asset accounting")

Total cost to perform the process "perform fixed asset accounting" per $1,000 revenue

Total cost to perform the process "perform fixed asset accounting" / (Total business entity revenue * 0.0010)

Total cost to perform the process "perform fixed asset accounting" per fixed asset transaction

Total cost to perform the process "perform fixed asset accounting" / Number of fixed asset transactions

Total cost to perform the fixed assets cycle per cycle FTE

(Total cost to perform the process "perform capital planning and project approval"+Total cost to perform the process "perform capital project accounting"+Total cost to perform the process "perform fixed asset accounting")/(Number of FTEs who perform the process "perform capital planning and project approval"+Number of FTEs who perform the process "perform capital project accounting"+Number of FTEs who perform the process "perform fixed-asset accounting")

Personnel cost to perform the process "Perform fixed-asset accounting" per process FTE

Personnel cost to perform the process "perform fixed asset accounting" / Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685)



Cycle time in days to close a capital project Cycle time in days to close a capital project daysdays

Fixed asset turnover percent

percent

percent

Percentage of capital projects completed on time Percentage of capital projects completed on time percent

FTEs

FTEs

Return on fixed assets Return on fixed assets percent

Cycle time in days to capitalize a fixed asset purchase

Cycle time in calendar days to capitalize a fixed asset purchase

Cycle time in days to complete an approved capital expenditure plan

Cycle time in days to complete an approved capital expenditure planTotal business entity revenue / Net book value of fixed assets

Percentage of approved capital projects considered within or on budget for spending

Percentage of approved capital projects considered within or on budget for spending

Percentage of capital projects budgeted and approved in the capital expenditure plan

((Number of capital projects approved in the past 12 months - Approved and non-budgeted capital projects) / Number of capital projects approved in the past 12 months) * 100.0

Number of FTEs who perform the process "Perform fixed-asset accounting" per $1 billion revenue

Number of FTEs who perform the process "perform fixed-asset accounting" / (Total business entity revenue * .000000001)

Number of FTEs to perform the fixed assets cycle per $1 billion revenue

(Number of FTEs who perform the process "perform fixed-asset accounting" + Number of FTEs who perform the process "perform capital planning and project approval" + Number of FTEs who perform the process "perform capital project accounting") / (Total business entity revenue * .000000001)

Number of journal entry line items for fixed asset transactions per fixed asset accounting FTE

Number of journal entry line items processed to record fixed asset transactions / Number of FTEs who perform the process "perform fixed-asset accounting"

journal entry line items


Metric name Formula Unitsfixed assets

percent

percent

percent

percent

Number of fixed assets managed per "perform fixed asset accounting" FTE

Number of fixed assets managed / Number of FTEs who perform the process "perform fixed-asset accounting"

Number of fixed assets transactions per FTE who performs the process "Perform fixed-asset accounting"

Number of fixed asset transactions / Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685)

fixed asset transactions

Percentage of total finance function FTEs allocated to the process "perform fixed asset accounting"

(Number of FTEs who perform the process "perform fixed-asset accounting" / Number of FTEs who perform the function "manage financial resources") * 100

Percentage of total finance function FTEs allocated to the fixed assets cycle

((Number of FTEs who perform the process "perform fixed-asset accounting" + Number of FTEs who perform the process "perform capital planning and project approval" + Number of FTEs who perform the process "perform capital project accounting") / Number of FTEs who perform the function "manage financial resources") * 100

Net value of fixed assets as a percentage of gross value of fixed assets

(Net book value of fixed assets / Gross value of fixed assets) * 100.0

Fixed asset transactions resulting from physical inventories as a percentage of total fixed asset transactions

(Number of fixed asset transactions from physical inventories / Number of fixed asset transactions) * 100.0



dollars

dollars

dollars

dollars

Percentage of FTEs who perform the process group "Perform general accounting and reporting" allocated to the process "Perform fixed-asset accounting"

(Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) * 100) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))

Outsourced cost to perform the process "perform financial reporting" per $1,000 revenue

Outsourced cost to perform the process "perform financial reporting" / (Total business entity revenue *.0010)

Personnel cost to perform the process "perform financial reporting" per $1,000 revenue

(Total cost to perform the process "perform financial reporting" * Percentage of total cost of the process "Perform financial reporting" allocated to internal cost * Percentage of internal cost of the process "Perform financial reporting" allocated to personnel cost * .0001) / (Total business entity revenue * 0.001)

Systems cost to perform the process "Perform financial reporting" per $100,000 revenue

(Total cost to perform the process "perform financial reporting" * Percentage of total cost of the process "Perform financial reporting" allocated to internal cost * Percentage of internal cost of the process "Perform financial reporting" allocated to systems cost * .0001) / (Total business entity revenue * 0.00001)

Total cost to perform the process "Perform financial reporting" per $1,000 revenue

Total cost to perform the process "perform financial reporting" / (Total business entity revenue * 0.001)



dollars

days

days

days

days

days

FTEs

Total cost to perform the process "perform financial reporting" per process FTE

Total cost to perform the process "perform financial reporting" / Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686)

Personnel cost to perform the process "Perform financial reporting" per process FTE

(Total cost to perform the process "perform financial reporting" * Percentage of total cost of the process "Perform financial reporting" allocated to internal cost * Percentage of internal cost of the process "Perform financial reporting" allocated to personnel cost * .0001) / Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686)

Cycle time in days to complete the monthly consolidated financial statements

Cycle time in days to complete the monthly consolidated financial statements

Cycle time in days between completion of annual consolidated financial statements and the release of earnings

Cycle time in days between completion of consolidated financial statements and the release of earnings

Cycle time in days between completion of quarterly consolidated financial statements and the release of earnings

Cycle time in days between completion of quarterly consolidated financial statements and the release of earnings

Cycle time in days from producing annual flash reports to completing consolidated annual financial statements

Cycle time in calendar days from producing flash reports and completing the consolidated financial statements

Cycle time in calendar days from producing monthly flash reports to completing the monthly consolidated financial statements

Cycle time in calendar days from producing monthly flash reports and completing the monthly consolidated financial statements

Number of FTEs who perform the process "Perform financial reporting" per $1 billion revenue

Number of FTEs who perform the process "perform financial reporting" / (Total business entity revenue * .000000001)



percent

percent

percent

dollars

dollars

dollars

dollars

Percentage of total finance function FTEs allocated to the process "perform financial reporting"

(Number of FTEs who perform the process "perform financial reporting" / Number of FTEs who perform the function "manage financial resources") * 100

Percentage of FTEs who perform the process group "Perform general accounting and reporting" allocated to the process "Perform financial reporting"

(Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686) * 100) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))

Actual capital expenditure as a percentage of budgeted capital expenditures for one year prior

(Actual capital spending one year prior / Capital expenditure budget one year prior) * 100.0

Actual capital expenditure as a percentage of budgeted capital expenditures for two years prior

(Actual capital spending two years prior / Capital expenditure budget two years prior) * 100.0

Outsourced cost to perform the process "perform capital planning and project approval" per $1,000 revenue

Outsourced cost to perform the process "perform capital planning and project approval" / (Total business entity revenue *.0010)

Personnel cost to perform the process" perform capital planning and project approval" per $1,000 revenue

Personnel cost to perform the process "perform capital planning and project approval" / (Total business entity revenue * 0.001)

Systems cost to perform the process "perform capital planning and project approval" per $100,000 revenue

Systems cost to perform the process "perform capital planning and project approval" / (Total business entity revenue * 0.000010)

Total cost of the process "perform capital planning and project approval" per $1,000 revenue

Total cost to perform the process "perform capital planning and project approval" / (Total business entity revenue * 0.0010)


Metric name Formula UnitsCycle time in days to approve a capital project Cycle time in days to approve a capital project days

FTEs

percent

percent

dollars

dollars

dollars

dollars

dollars

dollars

percent

Number of FTEs for the process "perform capital planning and project approval" per $1 billion revenue

Number of FTEs who perform the process "perform capital planning and project approval" / (Total business entity revenue * .000000001)

Actual capital expenditure as a percentage of budgeted capital expenditures for the most recent year

(Actual capital spending for most recent year / Capital expenditure budget for most recent year) * 100.0

Percentage of total finance function FTEs allocated to the process "perform capital planning and project approval"

(Number of FTEs who perform the process "perform capital planning and project approval" / Number of FTEs who perform the function "manage financial resources") * 100

Outsourced cost to perform the process "perform capital project accounting" per $1,000 revenue

Outsourced cost to perform the process "perform capital project accounting" / (Total business entity revenue *.0010)

Personnel cost to perform the process "perform capital project accounting" per $1,000 revenue

Personnel cost to perform the process "perform capital project accounting" / (Total business entity revenue * 0.001)

Systems cost to perform the process "perform capital project accounting" per $100,000 revenue

Systems cost to perform the process "perform capital project accounting" / (Total business entity revenue * 0.000010)

Total cost to perform the process "perform capital project accounting" per $1,000 revenue

Total cost to perform the process "perform capital project accounting" / (Total business entity revenue * 0.0010)

Total cost of the process "perform capital project accounting" per approved capital project

Total cost to perform the process "perform capital project accounting" / Number of capital projects approved in the past 12 months

Total cost to perform the process "perform capital project accounting" per process FTE

(Total cost to perform the process "perform capital project accounting"/Number of FTEs who perform the process "perform capital project accounting")

Number of capital projects not budgeted as a percentage of approved projects

(Approved and non-budgeted capital projects / Number of capital projects approved in the past 12 months) * 100.0



percent

dollars

dollars

dollars

dollars

dollars

dollars

dollars

days

Number of FTEs who perform the process "Perform capital project accounting" per $1 billion revenue

Number of FTEs who perform the process "perform capital project accounting" / (Total business entity revenue * 0.000000001)

Percentage of total finance function FTEs allocated to the process "perform capital project accounting"

(Number of FTEs who perform the process "perform capital project accounting" / Number of FTEs who perform the function "manage financial resources") * 100

Personnel cost to perform the process "report time" per $1,000 revenue

Personnel cost to perform the process "report time" / (Total business entity revenue *.0010)

Personnel cost to perform the process "report time" per employee paid

(Percentage of internal costs of the process "report time" allocated to personnel costs * Percentage of total cost of the process "report time" allocated to internal costs * 0.0001 * Total cost to perform the process "report time") / Total number of employees paid

Systems cost to perform the process "report time" per employee paid

(Percentage of internal cost of the process "Report time" allocated to systems costs * Percentage of total cost of the process "report time" allocated to internal costs * 0.0001 * Total cost to perform the process "report time") / Total number of employees paid

Total cost to perform the process "report time" per $1,000 revenue

Total cost to perform the process "report time" / (Total business entity revenue * 0.001)

Total cost to perform the process "report time" per employee paid

Total cost to perform the process "report time" / Total number of employees paid

Total cost to perform the process "report time" per time record processed

Total cost to perform the process "report time" / Number of time records processed

Outsourced cost to perform the process "report time" per $1,000 revenue

Outsourced cost to perform the process "report time" / (Total business entity revenue *.0010)

Cycle time in business days to process time record data and enter into payroll system

Cycle time in business days from receiving the time record from the employee and entering the data into the payroll system



FTEs

percent

Percentage of time records entered manually percent

percent

percent

time records

percent

percent

dollars

dollars

Number of FTEs for the process "report time" per $1 billion revenue

Number of FTEs who perform the process "report time" / (Total business entity revenue * .000000001)

Number of FTEs for the process "report time" per 1,000 employees paid

Number of FTEs who perform the process "report time" / (Total number of employees paid * 0.001)

Percentage of time records that are submitted electronically

Percentage of time records submitted electronically

Percentage of time records that are entered manually into the payroll systemPercentage of time records that are processed first time error free

(Number of total time records processed error-free the first time / Number of time records processed) * 100

Percentage of time records that are returned to the employee/field for validation and/or correction

(Number of total time records returned to field/employee for validation and/or correction / Number of time records processed) * 100

Number of time records processed per "report time" FTE

Number of time records processed / Number of FTEs who perform the process "report time"

Percentage of total finance function FTEs allocated to the process "report time"

(Number of FTEs who perform the process "report time" / Number of FTEs who perform the function "manage financial resources") * 100

Percentage of total payroll FTEs performing the "report time" process

(Number of FTEs who perform the process "report time" /(Number of FTEs who perform the process "report time"+Number of FTEs who perform the process "manage pay"+Number of FTEs who perform the process "process payroll taxes") ) * 100

Outsourced cost to perform the process "manage pay" per $1,000 revenue

Outsourced cost to perform the process "manage pay" / (Total business entity revenue *.0010)

Personnel cost to perform the process "manage pay" per $1,000 revenue

Personnel cost to perform the process "manage pay" / (Total business entity revenue *.0010)



dollars

dollars

dollars

dollars

days

days

days

days

days

Personnel cost to perform the process "manage pay" per employee paid

(Percentage of internal costs of the process "manage pay" allocated to personnel costs * Percentage of total cost of the process "manage pay" allocated to internal costs * 0.0001 * Total cost to perform the process "manage pay" ) / Total number of employees paid

Systems cost to perform the process "manage pay" per employee paid

(Percentage of internal cost of the process "Manage pay" allocated to systems costs * Percentage of total cost of the process "manage pay" allocated to internal costs * 0.0001 * Total cost to perform the process "manage pay" ) / Total number of employees paid

Total cost to perform the process "manage pay" per $1,000 revenue

Total cost to perform the process "manage pay" / (Total business entity revenue * 0.001)

Total cost to perform the process "manage pay" per employee paid

Total cost to perform the process "manage pay" / Total number of employees paid

Total cost to perform the process "manage pay" per payroll disbursement

Total cost to perform the process "manage pay" / Number of payroll disbursements

Cycle time in business days between the time period cut-off for employees and the payroll transmit date

Cycle time in business days between the time period cut-off for employees and the payroll transmit date

Cycle time in business days from HR/benefits system cut-off until payroll system cut-off date

Cycle time in business days from HR/benefits system cut-off until payroll system cut-off date

Cycle time in business days from the payroll system cut-off date until payroll transmit date

Cycle time in business days from the payroll system cut-off date until payroll transmit date

Cycle time in business days to reflect a new employee in the payroll system

Cycle time in business days from the effective date of hire for a new employee until they are included in the payroll system

Cycle time in business days to remove a terminated employee from the payroll system

Cycle time in business days from the effective date that an employee is terminated until they are removed from the payroll system



FTEs

FTEs

percent

percent

percent

percent

percent

percent

manual cheques

disbursements

Cycle time in business days to resolve a payroll error

Cycle time in business days from when an error is identified/reported to when it is fully resolved and reflected in the accounting records

Number of FTEs for the process "manage pay" per $1 billion revenue

Number of FTEs who perform the process "manage pay" / (Total business entity revenue * .000000001)

Number of FTEs for the process "manage pay" per 1,000 employees paid

Number of FTEs who perform the process "manage pay" / (Total number of employees paid * 0.001)

Payment errors as a percentage of total payroll disbursements

(Number of payroll disbursements that have errors identified after distribution / Number of payroll disbursements) * 100

Percentage of employees receiving payroll disbursements via direct deposit

Percentage of employees receiving payroll disbursements via direct deposit

Number of payroll-related inquiries as a percentage of payroll disbursements

(Number of payroll inquiries received / Number of payroll disbursements) * 100

Number of voided checks/payments as a percentage of payroll disbursements

(Number of checks/payments voided during the year / Number of payroll disbursements) * 100

Percentage of payroll disbursements that are manual checks/payments

(Number of payroll disbursements that are manual checks / Number of payroll disbursements) * 100

Percentage of payroll disbursements that include retroactive pay adjustments

(Number of payroll disbursements for retroactive pay adjustments or included retroactive pay adjustments / Number of payroll disbursements) * 100

Number of manual checks/payments per "process payroll" FTE

Number of payroll disbursements that are manual checks / (Number of FTEs who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes")

Number of payroll disbursements processed per "manage pay" FTE

Number of payroll disbursements / Number of FTEs who perform the process "manage pay"



days

percent

dollars

dollars

dollars

dollars

Percentage of total finance function FTEs allocated to the process "manage pay"

(Number of FTEs who perform the process "manage pay" / Number of FTEs who perform the function "manage financial resources") * 100

Business days the HR/Benefits system is open for employee data changes, new hires and termination during payroll period

Number of business days HR/Benefit system is open for employee data changes, new hires, and terminations during payroll period

Percentage of total payroll FTEs performing the "manage pay" process

(Number of FTEs who perform the process "manage pay" / (Number of FTEs who perform the process "report time"+Number of FTEs who perform the process "manage pay"+Number of FTEs who perform the process "process payroll taxes")) * 100

Personnel cost to perform the process "process payroll taxes" per $1,000 revenue

Personnel cost to perform the process "process payroll taxes" / (Total business entity revenue *.0010)

Personnel cost to perform the process "process payroll taxes" per employee paid

(Percentage of internal costs of the process "report payroll taxes" allocated to personnel costs * Percentage of total cost of the process "report payroll taxes" allocated to internal costs * 0.0001 * Total cost to perform the process "process payroll taxes") / Total number of employees paid

Systems cost to perform the process "process payroll taxes" per employee paid

(Percentage of internal cost of the process "Process payroll taxes" allocated to systems costs * Percentage of total cost of the process "report payroll taxes" allocated to internal costs * 0.0001 * Total cost to perform the process "process payroll taxes") / Total number of employees paid

Total cost to perform the process "process payroll taxes" per $1,000 revenue

Total cost to perform the process "process payroll taxes" / (Total business entity revenue * 0.001)



dollars

days

FTEs

FTEs

percent

percent

dollars

dollars

Total cost to perform the process "process payroll taxes" per employee paid

Total cost to perform the process "process payroll taxes" / Total number of employees paid

Outsourced cost to perform the process "process payroll taxes" per $1,000 revenue

Outsourced cost to perform the process "process payroll taxes" / (Total business entity revenue *.0010)

Cycle time in business days from notification of required garnishment to the time the garnishment is processed in the payroll system and scheduled for withholding

Cycle time in business days from notification of required garnishment to the time the garnishment is processed in the payroll system and scheduled for withholding

Number of FTEs for the process "process payroll taxes" per $1 billion revenue

Number of FTEs who perform the process "process payroll taxes" / (Total business entity revenue * .000000001)

Number of FTEs for the process "process payroll taxes" per 1,000 employees paid

Number of FTEs who perform the process "process payroll taxes" / (Total number of employees paid * 0.001)

Percentage of total finance function FTEs allocated to the process "process payroll taxes"

(Number of FTEs who perform the process "process payroll taxes" / Number of FTEs who perform the function "manage financial resources") * 100

Percentage of total payroll FTEs performing the "process payroll taxes" process

(Number of FTEs who perform the process "process payroll taxes" / (Number of FTEs who perform the process "report time"+Number of FTEs who perform the process "manage pay"+Number of FTEs who perform the process "process payroll taxes")) * 100

Total cost to perform the process "Process accounts payable" per invoice processed

Total cost to perform the process "process accounts payable" / Number of invoices processed

Outsourced cost to perform the process "process accounts payable" per $1,000 revenue

(Percentage of total cost of the process "Process accounts payable" allocated to external cost * Total cost to perform the process "process accounts payable" / 100) / (Total business entity revenue * 0.001)



dollars

percent

dollars

dollars

dollars

dollars

Systems cost to perform the process "Process accounts payable" per $100,000 purchases

((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to systems cost) *.0001) / (Value of all materials and services purchased * 0.00001)

Systems cost to perform the process "Process accounts payable" per $100,000 revenue

((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to systems cost) *.0001) / (Total business entity revenue * 0.00001)

Total cost to perform the process "process accounts payable" as a percentage of revenue

(Total cost to perform the process "process accounts payable" / Total business entity revenue ) * 100

Total cost to perform the process "process accounts payable" per process FTE

Total cost to perform the process "process accounts payable" / Number of FTEs who perform the process "process accounts payable"

Total cost to perform the process "Process accounts payable" per $1 billion revenue

Total cost to perform the process "process accounts payable" / (Total business entity revenue * 0.000000001)

Total cost to perform the process "Process accounts payable" per $1,000 purchases

Total cost to perform the process "process accounts payable" / (Value of all materials and services purchased * 0.001)

Total cost to perform the process "process accounts payable" per $1,000 revenue

Total cost to perform the process "process accounts payable" / (Total business entity revenue * 0.001)



dollars

dollars

dollars

dollars

dollars

Total cost to perform the process "Process accounts payable" per disbursement/payment

Total cost to perform the process "process accounts payable" / Total number of disbursements excluding T&E disbursements

Total cost to perform the process "Process accounts payable" per invoice line item processed

Total cost to perform the process "process accounts payable" / Number of invoice line items processed

Value of purchases (in millions) per "process accounts payable" FTE

Value of all materials and services purchased / (Number of FTEs who perform the process "process accounts payable" * 1000000)

Personnel cost to perform the process "process accounts payable" per process FTE

((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost) *.0001) / Number of FTEs who perform the process "process accounts payable"

Personnel cost to perform the process "Process accounts payable" per $1,000 purchases

((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost) *.0001) / (Value of all materials and services purchased * 0.001)

Personnel cost to perform the process "Process accounts payable" per $1,000 revenue

((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost) *.0001) / (Total business entity revenue * 0.001)


Metric name Formula UnitsDays

days

Cycle time in days to resolve an invoice error days

hours

days

percent

Percentage of invoice line items paid on time Percentage of invoice line items paid on time percent

percent

percent

FTEs

Payables outstanding per $1,000 revenue dollars

percent

Percentage of discounts available that are taken percent

Average cycle time (in calendar days) from the first time an invoice is blocked/parked to the final time the invoice in unblocked/unparked

Average cycle time from the first time an invoice is blocked/parked until it is unblocked/unparked

Cycle time in days from receipt of invoice until payment is transmitted

Cycle time in calendar days from receipt of an invoice until payment is transmittedCycle time in calendar days from discovering an invoice error to its resolution

Cycle time in hours to enter invoice data into the system

Cycle time in hours from the receipt of an invoice to its entry into the accounts payable/invoicing system

Cycle time in days from receipt of invoice until approved and scheduled for payment

Cycle time in calendar days to process and approve a payment/disbursement from receipt of invoice to when it is approved and scheduled for payment

Percentage of invoice line items matched with a purchase order

Percentage of invoice line items that is matched with a purchase order

Percentage of invoice line items received electronically

Percentage of invoice line items received electronically

Percentage of invoice line items that are matched the first time

Percentage of invoice line items that is matched the first time

Number of FTEs that perform the process "Process accounts payable (AP)" per $1 billion revenue

Number of FTEs who perform the process "process accounts payable" / (Total business entity revenue * .000000001)

Value of accounts payable / (Total business entity revenue * 0.0010)

Percentage of disbursements that are first time error free

Percentage of disbursements that is processed error-free the first time(Number of invoice line items that are paid within the discount period / Number of invoice line items received that offer a discount) * 100



percent

FTEs

invoices

invoice line items

disbursements

invoice line items

percent

percent

percent

Percentage of invoices paid within the discount period

(Number of invoices paid within discount period / Number of invoices processed) * 100.0

Percentage of invoices which are manually keyed into the financial system

Percentage of invoice line items that is entered into the financial system by manual keying

Number of FTEs who perform the process "Process accounts payable" per $1 billion purchases

Number of FTEs who perform the process "process accounts payable" / (Value of all materials and services purchased * 0.000000001)

Number of invoices processed per "process accounts payable" FTE

Number of invoices processed / Number of FTEs who perform the process "process accounts payable"

Number of invoice line items processed per "process accounts payable" FTE

Number of invoice line items processed / Number of FTEs who perform the process "process accounts payable"

Number of disbursements per "process accounts payable" FTE

Total number of disbursements excluding T&E disbursements / Number of FTEs who perform the process "process accounts payable"

Number of invoiced line items per $1,000 purchases

Number of invoice line items processed / (Value of all materials and services purchased * 0.001)

Personnel cost to perform the process "Process accounts payable" as a percentage of total process cost

(Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost) *.01

Percentage of total finance function FTEs allocated to the process "process accounts payable"

(Number of FTEs who perform the process "process accounts payable" / Number of FTEs who perform the function "manage financial resources") * 100

Overhead and other cost to perform the process "Process accounts payable" as a percentage of the total cost of the process

(Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to overhead and other costs) *.01



Percentage of invoices paid on time Percentage of invoices paid on time Percent

Percent

Percent

Percent

Percent

Percent

Percent

percent

Outsourced cost to perform the process "Process accounts payable" as a percentage of the total cost of the process

Percentage of total cost of the process "Process accounts payable" allocated to external cost

Percentage of invoices processed through self-invoicing

Percentage of invoices processed through self-invoicing

Payments sent to vendors through electronic funds transfer (EFT) as a percentage of the total number of payments sent

Number of payments sent through electronic funds transfer (EFT) as a percentage of total payments sent

Payments sent to vendors through automated clearing house (ACH) as a percentage of the total number of payments sent

Number of payments sent through automated clearing house (ACH) as a percentage of total payments sent

Payments sent to vendors through paper check as a percentage of the total number of payments sent

Number of payments sent through paper check as a percentage of total payments sent

Payments sent to vendors through e-Payable as a percentage of the total number of payments sent

Number of payments sent through ePayable as a percentage of total payments sent

Payments sent to vendors through other methods as a percentage of the total number of payments sent

Number of payments sent through electronic funds transfer (EFT) as a percentage of total payments sent

Systems cost to perform the process "process accounts payable" as a percentage of the total cost of the process

(Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to systems cost) *.01



dollars

dollars

percent

dollars

Personnel cost to perform the process "Process expense reimbursements" per process FTE

(Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost * .0001) / Number of FTEs who perform the process "process expense reimbursements"

Personnel cost to perform process "Process expense reimbursements" per $1,000 revenue

(Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost * .0001) / (Total business entity revenue * 0.001)

Systems cost to perform the process "Process expense reimbursements" per $100,000 revenue

(Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to systems cost * .0001) / (Total business entity revenue * 0.00001)

Total cost to perform the process "process expense reimbursements" as a percentage of revenue

(Total cost to perform the process "process expense reimbursements" / Total business entity revenue ) * 100

Total cost to perform the process "process expense reimbursements" per process FTE

Total cost to perform the process "process expense reimbursements" / Number of FTEs who perform the process "process expense reimbursements"



dollars

dollars

dollars

dollars

dollars

dollars

Total cost to perform the process "process expense reimbursements" per $1 billion revenue

Total cost to perform the process "process expense reimbursements" / (Total business entity revenue * 0.000000001)

Total cost to perform the process "Process expense reimbursements" per $1,000 of T&E expenditures

Total cost to perform the process "process expense reimbursements" / (Total value of T&E expenditures * 0.001)

Total cost to perform the process "Process expense reimbursements" per $1,000 revenue

Total cost to perform the process "process expense reimbursements" / (Total business entity revenue * 0.001)

Total cost to perform the process "Process expense reimbursements" per T&E disbursement

Total cost to perform the process "process expense reimbursements" / Number of T&E disbursements

Personnel cost of the process "Process expense reimbursements" per $100,000 of T&E expenditures

(Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost * .0001) / (Total value of T&E expenditures * 0.00001)

Systems cost of the process "Process expense reimbursements" per $100,000 of T&E expenditures

(Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to systems cost * .0001) / (Total value of T&E expenditures * 0.00001)

Outsourced cost to perform the process "process expense reimbursements" per $1,000 revenue

(Percentage of total cost of the process "Process expense reimbursements" allocated to external cost * Total cost to perform the process "process expense reimbursements" / 100) / (Total business entity revenue * 0.001)



FTEs

FTEs

Percentage of expense report exception line items percent

percent

disbursements

percent

percent

Cycle time in days to approve and schedule T&E reimbursements

Cycle time in calendar days from the receipt of an expense report to its approval and scheduling for payment

Number of FTEs who perform the process "Process expense reimbursements" per $1 billion revenue

Number of FTEs who perform the process "process expense reimbursements" / (Total business entity revenue * .000000001)

Number of FTEs who perform the process "Process expense reimbursements" per $1 million T&E expenditures

Number of FTEs who perform the process "process expense reimbursements" / (Total value of T&E expenditures * 0.000001)

(Number of expense report line items with exceptions / Expense report line items) * 100

Percentage of total T&E expenditures made using cash advances

(Total value of cash advances / Total value of T&E expenditures) * 100.0

Number of T&E disbursements per "process expense reimbursements" FTE

Number of T&E disbursements / Number of FTEs who perform the process "process expense reimbursements"

Number of expense report line items per FTE who performs the process "Process expense reimbursements"

Expense report line items / Number of FTEs who perform the process "process expense reimbursements"

expense report line items

Number of expense report line items per $1,000 T&E expenditure

Expense report line items / (Total value of T&E expenditures * 0.001)

expense report line items

Personnel cost of the process "Process expense reimbursements" as a percentage of total cost for the process

(Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost) * .01

Systems cost to perform the process "Process expense reimbursements" as a percentage of the total cost of the process

(Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to systems cost) *.01



percent

percent

dollars

dollars

hours

hours

days

banks

Overhead and other cost to perform the process "Process expense reimbursements" as a percentage of the total cost of the process

(Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to overhead and other costs) *.01

Outsourced cost to perform the process "Process expense reimbursements" as a percentage of the total cost of the process

Percentage of total cost of the process "Process expense reimbursements" allocated to external cost

Percentage of total finance function FTEs allocated to the process "process expense reimbursements"

(Number of FTEs who perform the process "process expense reimbursements" / Number of FTEs who perform the function "manage financial resources") * 100

Total cost of the process group "Manage treasury operations" per bank used in cash collection network

Total cost to perform the process group "manage treasury operations" / Number of banks used in organization's cash collection network

Total cost of the process group "Manage treasury operations" per bank used in cash disbursement network

Total cost to perform the process group "manage treasury operations" / Number of banks used in organization's cash disbursement network

Cycle time in hours to initiate, approve, and dispatch a wire transfer

Cycle time in hours to initiate, approve, and dispatch a wire transfer

Cycle time in hours to reconcile a single bank account

Cycle time in days to reconcile a single bank account from bank account statement receipt through ending book balance reconciliation

Cycle time in days to refresh the cash flow forecast

Cycle time in calendar days to refresh cash flow forecast

Number of banks used in cash collection network per FTE that performs the process group "Manage treasury operations"

Number of banks used in organization's cash collection network / Number of FTEs who perform the process group "manage treasury operations"


Metric name Formula Unitsbanks

banks

banks

dollars

percent

dollars

dollars

dollars

FTEs

Number of banks used in cash disbursement network per FTE that performs the process group "Manage treasury operations"

Number of banks used in organization's cash disbursement network / Number of FTEs who perform the process group "manage treasury operations"

Number of banks used in cash collection network per $1 billion revenue

Number of banks used in organization's cash collection network / (Total business entity revenue * .000000001)

Number of banks used in cash disbursement network per $1 billion revenue

Number of banks used in organization's cash disbursement network / (Total business entity revenue * .000000001)

Personnel cost to perform the process "establish internal controls, policies, and procedures" per $1,000 revenue

Personnel cost to perform the process "establish internal controls, policies, and procedures" / (Total business entity revenue * 0.0010)

Risk assessment cost as a percentage of total cost to perform the process "establish internal controls, policies, and procedures"

Percentage of cost to perform the process "establish internal controls, policies, and procedures" allocated to risk assessment

Systems cost to perform the process "establish internal controls, policies, and procedures" per $100,000 revenue

Systems cost to perform the process "establish internal controls, policies, and procedures" / (Total business entity revenue * 0.000010)

Total cost to perform the process "establish internal controls, policies, and procedures" per $1,000 revenue

Total cost to perform the process "establish internal controls, policies, and procedures" / (Total business entity revenue * 0.0010)

Outsourced cost to perform the process "establish internal controls, policies, and procedures" per $1,000 revenue

Outsourced cost to perform the process "establish internal controls, policies, and procedures" / (Total business entity revenue *.0010)

Number of FTEs for the process "establish internal controls, policies, and procedures" per $1 billion revenue

Number of FTEs who perform the process "establish internal controls, policies, and procedures" / (Total business entity revenue * 0.000000001)



percent

percent

percent

percent

percent

Percentage of total finance function FTEs allocated to the process "establish internal controls, policies, and procedures"

(Number of FTEs who perform the process "establish internal controls, policies, and procedures" / Number of FTEs who perform the function "manage financial resources") * 100

Percentage of independent members on the audit committee

(Number of audit committee independent members / (Number of audit committee officers/employees + Number of other non-independent members on the audit committee + Number of audit committee independent members)) * 100.0

Percentage of independent members on the compensation committee

(Number of compensation committee independent members / (Number of compensation committee officers/employees + Number of other non-independent members on the compensation committee + Number of compensation committee independent members)) * 100.0

Percentage of independent members on the governance committee

(Number of governance committee independent members / (Number of governance committee officers/employees + Number of other non-independent members on the governance committee + Number of governance committee independent members)) * 100.0

Percentage of independent, outside directors on the board

(Number of independent or outside directors on the board / Number of directors on the board) * 100.0

Percentage of officers/employees on the audit committee

(Number of audit committee officers/employees / (Number of audit committee officers/employees + Number of other non-independent members on the audit committee + Number of audit committee independent members)) * 100.0



percent

percent

percent

Percentage of officers/employees on the compensation committee

(Number of compensation committee officers/employees / (Number of compensation committee officers/employees + Number of other non-independent members on the compensation committee + Number of compensation committee independent members)) * 100.0

Percentage of officers/employees on the governance committee

(Number of governance committee officers/employees / (Number of governance committee officers/employees + Number of other non-independent members on the governance committee + Number of governance committee independent members)) * 100.0

Percentage of other non-independent members on the audit committee

(Number of other non-independent members on the audit committee / (Number of audit committee officers/employees + Number of other non-independent members on the audit committee + Number of audit committee independent members)) * 100.0

Percentage of other non-independent members on the compensation committee

(Number of other non-independent members on the compensation committee / (Number of compensation committee officers/employees + Number of other non-independent members on the compensation committee + Number of compensation committee independent members)) * 100.0



dollars

dollars

dollars

dollars

days

Percentage of other non-independent members on the governance committee

(Number of other non-independent members on the governance committee / (Number of governance committee officers/employees + Number of other non-independent members on the governance committee + Number of governance committee independent members)) * 100.0

Outsourced cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" per $1,000 revenue

Outsourced cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" / (Total business entity revenue *.0010)

Personnel cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" per $1,000 revenue

Personnel cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" / (Total business entity revenue * 0.0010)

Systems cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" per $100,000 revenue

Systems cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" / (Total business entity revenue * 0.000010)

Total cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" per $1,000 revenue

Total cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" / (Total business entity revenue * 0.0010)

Cycle time in calendar days (including weekends) from identification of change in risk until changes to risk management policies and procedures are completed and ready for deployment/communication/implementation by the business entity

Cycle time in calendar days (including weekends) from identification of change in risk until changes to risk management policies and procedures are completed and ready for deployment/communication/implementation by the business entity



days

days

control violations

FTEs

Number of primary controls per 1,000 employees controls

times

Percentage of primary controls that are automated percent

percent

percent

Cycle time in calendar days (including weekends) from the identification of a control violation until the violation is reported/communicated to the control or process owner

Cycle time in calendar days (including weekends) from the identification of a control violation until the violation is reported/communicated to the control or process owner

Cycle time in days from reporting of a control violation until investigation is completed and remediation steps/control changes are developed

Cycle time in days from reporting of a control violation until investigation is completed and remediation steps/control changes are developed

Cycle time in days to deploy change in enabling technology

Cycle time in days to deploy change in enabling technology

Number of control violations per 1,000 business entity employees

Number of control violations in last twelve months pertaining to financial reporting/accounting and/or security/access to financial records / (Number of business entity employees * 0.0010)

Number of FTEs for the process "operate controls and monitor compliance with internal controls policies and procedures" per $1 billion revenue

Number of FTEs who perform the process "operate controls and monitor compliance with internal controls policies and procedures" / (Total business entity revenue * 0.000000001)

Number of identified primary controls / (Number of business entity employees * 0.0010)

Number of times last year employees used existing communication channels to report suspected improprieties per 1,000 employees

Number of times employees used existing communication channels to report suspected improprieties in past 12 months / (Number of business entity employees * 0.0010)

(Number of automated primary controls / Number of identified primary controls) * 100.0

Percentage of primary controls that are detective in nature

(Number of detective primary controls / Number of identified primary controls) * 100.0

Percentage of primary controls that are preventive in nature

(Number of preventative primary controls / Number of identified primary controls) * 100.0



Percentage of total control violations that are new percent

percent

dollars

dollars

dollars

dollars

percent

FTEs

Self assessments as a percentage of risk assessment cost

Percentage of conducting risk assessment cost toward self assessments(Number of new control violations in last twelve months / Number of control violations in last twelve months pertaining to financial reporting/accounting and/or security/access to financial records) * 100.0

Percentage of total finance function FTEs allocated to the process "operate controls and monitor compliance with internal controls policies and procedures"

(Number of FTEs who perform the process "operate controls and monitor compliance with internal controls policies and procedures" / Number of FTEs who perform the function "manage financial resources") * 100

Outsourced cost to perform the process "report on internal controls compliance" per $1,000 revenue

Outsourced cost to perform the process "report on internal controls compliance" / (Total business entity revenue *.0010)

Personnel cost to perform the process "report on internal controls compliance" per $1,000 revenue

Personnel cost to perform the process "report on internal controls compliance" / (Total business entity revenue * 0.0010)

Systems cost to perform the process "report on internal controls compliance" per $100,000 revenue

Systems cost to perform the process "report on internal controls compliance" / (Total business entity revenue * 0.000010)

Total cost to perform the process "report on internal controls compliance" per $1,000 revenue

Total cost to perform the process "report on internal controls compliance" / (Total business entity revenue * 0.0010)

Previously identified control violations as a percentage of total control violations

(Number of previously identified control violations in last twelve months / Number of control violations in last twelve months) * 100.0

Number of FTEs for the process "report on internal controls compliance" per $1 billion revenue

Number of FTEs who perform the process "report on internal controls compliance" / (Total business entity revenue * 0.000000001)


Metric name Formula UnitsOther as a percentage of risk assessment cost percent

percent

percent

percent

percent

dollars

foreign currencies

foreign currencies

dollars

dollars

Percentage of the total cost of conducting risk assessments that is for costs other than self assessments, independent internal resources, and outside consultants

Outside consultants as a percentage of risk assessment cost

Percentage of conducting risk assessment cost toward outside consultants

Independent internal resources as a percentage of risk assessment cost

Percentage of conducting risk assessment cost toward independent internal resources

Percentage of total finance function FTEs allocated to the process "report on internal controls compliance"

(Number of FTEs who perform the process "report on internal controls compliance" / Number of FTEs who perform the function "manage financial resources") * 100

Percentage of disbursements submitted electronically

Percentage of disbursements processed that are submitted electronically

Total cost of the process group "Manage treasury operations" per foreign currency involved in foreign exchange hedging program

Total cost to perform the process group "manage treasury operations" / Number of foreign currencies involved in foreign exchange hedging program

Number of foreign currencies involved in foreign exchange hedging program per $1 billion revenue

Number of foreign currencies involved in foreign exchange hedging program / (Total business entity revenue * .000000001)

Number of foreign currencies involved in foreign exchange hedging program per FTE that performs the process group "Manage treasury operations"

Number of foreign currencies involved in foreign exchange hedging program / Number of FTEs who perform the process group "manage treasury operations"

Other cost of the process group "manage business resiliency and risk" per $100,000 revenue

Costs other than personnel, systems, overhead, and outsourced to perform the process group "manage business resiliency and risk" / (Total business entity revenue * 0.000010)

Outsourced cost of the process group "manage business resiliency and risk" per $100,000 revenue

Outsourced cost to perform the process group "manage business resiliency and risk" / (Total business entity revenue * 0.000010)



dollars

dollars

dollars

weeks

weeks

weeks

weeks

weeks

Overhead cost of the process group "manage business resiliency and risk" per $100,000 revenue

Overhead cost to perform the process group "manage business resiliency and risk" / (Total business entity revenue * 0.000010)

Personnel cost of the process group "manage business resiliency and risk" per $1,000 revenue

Personnel cost to perform the process group "manage business resiliency and risk" / (Total business entity revenue * 0.0010)

Systems cost of the process group "manage business resiliency and risk" per $100,000 revenue

Systems cost to perform the process group "manage business resiliency and risk" / (Total business entity revenue * 0.000010)

Total cost of the process "manage business resiliency and risk" per $1,000 revenue

((Percentage of IT cost allocated to the process group "manage business resiliency and risk"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)

Time in weeks to complete projects that address an identified business exposure or opportunity (less than 20 percent of total annual revenue)

Time in weeks to complete projects that address an identified business exposure or opportunity (less than 20 percent of total revenue)

Time in weeks to complete projects that address an identified business exposure or opportunity (between 20 and 40 percent of total annual revenue)

Time in weeks to complete projects that address an identified business exposure or opportunity (between 20 and 40 percent of total revenue)





Time in weeks to complete projects that address an identified business exposure or opportunity (greater than 80 percent of total annual revenue)

Time in weeks to complete projects that address an identified business exposure or opportunity (greater than 80 percent of total revenue)


Metric name Formula Unitsyears

FTEs

percent

percent

percent

Total warranty costs as a percentage of sales Warranty costs as a percentage of sales Percent

Days

Warranty accrual rate Warranty accrual rate Percent

Warranty claims rate Warranty claims rate Percent

Warranty cost forecast accuracy Warranty forecast accuracy Percent

Average annual product return rate Average product return rate Percent

Average annual recall rate per product family Average recall rate per product family Percent

Level of FTE experience in years for the process group "manage business resiliency and risk"

Average level of experience in years for FTEs who perform the process group "manage business resiliency and risk"

Number of IT FTEs for the process group "manage business resiliency and risk" per $1 billion revenue

((Percentage of FTEs who perform the function "manage information technology" perform the process group "manage business resiliency and risk"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)

Percentage of IT budget for process group "manage business resiliency and risk"

(IT budget allocated to the process group "manage business resiliency and risk" / IT budget for the past year) * 100.0

Percentage of total IT costs for process group "manage business resiliency and risk"

Percentage of IT cost allocated to the process group "manage business resiliency and risk"

Percentage of business entity IT FTEs who perform the process group "manage business resiliency and risk"

Percentage of FTEs who perform the function "manage information technology" perform the process group "manage business resiliency and risk"

Average cycle time from detection-to-correction of issues

Cycle time in calendar days to complete the detection to correction cycle


Metric name Formula UnitsSupplier recovery rate Supplier recovery rate Percent

Customer retention rate for all customers Percent

Dollars

Dollars

Dollars

Dollars

Dollars

Business entity's customer retention rate over the last three yearsTotal cost to perform the process "process warranty claims" per $1,000 revenue

Annual cost of the process "process warranty claims" / (Total business entity revenue * 0.001)

Total cost to perform the process "process warranty claims" per $1,000 cost of continuing operations

Annual cost of the process "process warranty claims" / (Total costs of continuing operations * 0.001)

Personnel cost to perform the process "process warranty claims" per $1,000 revenue

(Percentage of total cost of the process "process warranty claims" allocated to internal costs * Percentage of internal cost to perform the process "process warranty claims" allocated to personnel costs * Annual cost of the process "process warranty claims" / 10000) / (Total business entity revenue * 0.001)

Personnel cost to perform the process "process warranty claims" per $1,000 cost of continuing operations

(Percentage of total cost of the process "process warranty claims" allocated to internal costs * Percentage of internal cost to perform the process "process warranty claims" allocated to personnel costs * Annual cost of the process "process warranty claims" / 10000) / (Total costs of continuing operations * 0.001)

Systems cost to perform the process "process warranty claims" per $1,000 revenue

(Percentage of total cost of the process "process warranty claims" allocated to internal costs * Percentage of internal cost to perform the process "process warranty claims" allocated to system personnel costs * Annual cost of the process "process warranty claims" / 10000) / (Total business entity revenue * 0.001)


Metric name Formula UnitsDollars

Average cost to process a warranty claim Dollars

Percent

Goodwill cost as a percentage of revenue Percent

Percent

Percent

Dollars

Average cycle time for warranty claim processing Days

Systems cost to perform the process "process warranty claims" per $1,000 cost of continuing operations

(Percentage of total cost of the process "process warranty claims" allocated to internal costs * Percentage of internal cost to perform the process "process warranty claims" allocated to system personnel costs * Annual cost of the process "process warranty claims" / 10000) / (Total costs of continuing operations * 0.001)

Annual cost of the process "process warranty claims" / Total number of warranty claims processed

Goodwill cost as a percentage of total approved claims

[Total cost of goodwill warranty claims / (Percentage of warranty claims approved * Total number of warranty claims processed / 1000)] * 100

(Total cost of goodwill warranty claims / Total business entity revenue) * 100

Internal cost of the process "process warranty claims" as a percentage of the total cost to perform the process

Percentage of total cost of the process "process warranty claims" allocated to internal costs

External (e.g. outsourced) cost percentage of the total annual cost of the process "process warranty claims"

Percentage of total cost of the process "process warranty claims" allocated to external costs

Overhead cost to perform the process "process warranty claims" per $1,000 revenue

(Percentage of total cost of the process "process warranty claims" allocated to internal costs * Percentage of internal cost to perform the process "process warranty claims" allocated to overhead and other costs * Annual cost of the process "process warranty claims" / 10000) / (Total business entity revenue * 0.001)

Cycle time in calendar days to process a warranty claim



FTEs

Claims

Percent

Percent

Percent

Percent

Percent

Number of FTEs for the process "Process warranty claims" per $1 billion revenue

Number of FTEs who to perform the process "process warranty claims" / (Total business entity revenue * 0.000000001)

Number of FTEs for the process "Process warranty claims" per $1 billion cost of continuing operations

Number of FTEs who to perform the process "process warranty claims" / (Total costs of continuing operations * 0.000000001)

Number of claims processed per "process warranty claims" FTE

Total number of warranty claims processed /Number of FTEs who to perform the process "process warranty claims"

Number of claims rejected for being fraudulent as a percentage of total rejected claims

Percentage of warranty claims rejected allocated to fraudulent

Number of claims rejected for policy reasons as a percentage of total rejected claims

Percentage of warranty claims rejected allocated to policy

Number of fraudulent claims processed as a percentage of total claims processed

[(Percentage of warranty claims rejected allocated to fraudulent * Percentage of warranty claims rejected * Total number of warranty claims processed / 10000) + (Percentage of warranty claims approved that were invalid or fraudulent * Percentage of warranty claims approved * Total number of warranty claims processed) / 10000)] / Total number of warranty claims processed

Number of fraudulent claims approved as a percentage of total claims approved

Percentage of warranty claims approved that were invalid or fraudulent

Number of goodwill claims approved as a percentage of total claims processed

[(Percentage of warranty claims approved allocated to goodwill claims * Percentage of warranty claims approved * Total number of warranty claims processed) / 10000] / Total number of warranty claims processed



Percent

Percentage of warranty claims approved Percent

Percentage of warranty claims rejected Percent

Percent

Percent

Percent

Total number of warranty claims processed Total number of warranty claims processed Claims

Number of recall claims approved as a percentage of total claims processed

[(Percentage of warranty claims approved allocated to recall claims * Percentage of warranty claims approved * Total number of warranty claims processed) / 10000] / Total number of warranty claims processed

Number of repeat repair claims approved as a percentage of total claims processed

[(Percentage of warranty claims approved allocated to repeat repair claims * Percentage of warranty claims approved * Total number of warranty claims processed) / 10000] / Total number of warranty claims processed

Number of claims approved as a percentage of total claims processedNumber of claims rejected as a percentage of total claims processedNumber of claims automatically processed as a percentage of total claims processed

Percentage of warranty claims allocated to automatically processed claims

Number of claims processed for which the system was not configured for new models, rules, etc. (suspense routed claims) as a percentage of total claims processed

Percentage of warranty claims allocated to suspense routed claims

Number of claims processed that required human intervention as a percentage of total claims processed

Percentage of warranty claims allocated to help routed claims


ABOUT APQCAn internationally recognized resource for process and performance improvement, APQC helps organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality improvement initiatives, APQC works with its member organizations to identify best practices; discover effective methods of improvement; broadly disseminate findings; and connect individuals with one another and the knowledge, training, and tools they need to succeed. Founded in 1977, APQC is a member-based nonprofit serving organizations around the world in all sectors of business, education, and government. APQC is also a proud winner of the 2003, 2004, 2008, 2012, and 2013 North American Most Admired Knowledge Enterprises (MAKE) awards. This award is based on a study by Teleos, a European based research firm, and the KNOW network.

ABOUT IBMAt IBM, we collaborate with our clients, bringing together business insight, advanced research and technology to give them a distinct advantage in today’s rapidly changing environment. Through our integrated approach to business design and execution, we help turn strategies into action. And with expertise in 17 industries and global capabilities that span 170 countries, we can help clients anticipate change and profit from new opportunities. For more information, visit www.ibm.com/services/gbs.

COPYRIGHT AND ATTRIBUTION©2015 APQC AND IBM. ALL RIGHTS RESERVED. APQC and IBM grant permission for use and adaptation of this PCF. For external use, APQC and IBM grant permission for i) for publication, distribution, and use, provided that proper copyright acknowledgement is made to APQC and IBM; and ii) to create derivative works provided the user denotes the source of the this PCF. Under no circumstance shall the licensee (or anyone on its behalf) impose a royalty, fee, or any other consideration to a third party for the this PCF.The IBM logo is a registered trademark of IBM in the United States and other countries and is used under license.Please use the following text when reusing the PCF in external print or electronic content:THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)The PCF was developed by non-profit APQC, a global resource for benchmarking and best practices, and its member companies as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterprise level categories, including process groups and over 1,000 processes and associated activities. To download the full PCF or industry-specific versions of the PCF as well as associated measures and benchmarking, visit www.apqc.org/pcf.




ABOUT APQCAn internationally recognized resource for process and performance improvement, APQC helps organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality improvement initiatives, APQC works with its member organizations to identify best practices; discover effective methods of improvement; broadly disseminate findings; and connect individuals with one another and the knowledge, training, and tools they need to succeed. Founded in 1977, APQC is a member-based nonprofit serving organizations around the world in all sectors of business, education, and government. APQC is also a proud winner of the 2003, 2004, 2008, 2012, and 2013 North American Most Admired Knowledge Enterprises (MAKE) awards. This award is based on a study by Teleos, a European based research firm, and the KNOW network.

ABOUT IBMAt IBM, we collaborate with our clients, bringing together business insight, advanced research and technology to give them a distinct advantage in today’s rapidly changing environment. Through our integrated approach to business design and execution, we help turn strategies into action. And with expertise in 17 industries and global capabilities that span 170 countries, we can help clients anticipate change and profit from new opportunities. For more information, visit www.ibm.com/services/gbs.




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