Professional Documents
Culture Documents
CrossIndustry v721 Vs v611
CrossIndustry v721 Vs v611
FRAMEWORK
VERSION NUMBER 7.2.1
GENERATED ON 1/9/2020
For more information about the PCF, visit www.apqc.org/pcf
RK VERSION 6.1.1
These pages illustrate the configuration of this file. If you have further questions, please contact APQC dir
on pcf_feedback@apqc.org or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used througho
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back t
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by
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 eac
row. This number will not be consistent across releases - meaning that a process element may have a diff
hierarchy ID among a set of releases.
Difference index is a score identifying the volume of changes to this process element across releases. T
score is only computed when a specific release is compared to another specific release. The difference ind
encapsulates the changes among all of the process element's descendents, not just the immediate childr
The greater the number, the more significant the changes between the two releases.
Change details is a sentence explaning the differences in the immediate child-level descendents of the
specific process element. A "plus" symbol ("+") before a number indicates that the specific process elem
was added since the last release. A "minus" symbol ("-") before a number indicates that the specific proce
element was removed since the last release. If the process element was renamed, the sentence will inclu
the phrase "RENAME, WAS:" followed by the name previously used by the process element. A new elemen
identified by the word "NEW". A "c" before a number indicates that the specific process element changed
the compared release; it saw elements added, removed, the name changed, or some combination of thos
three operations.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarki
library for this specific process element. For more information, please visit http://www.apqc.org/osb
EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (1705
Copyright
was added2020
to APQC
the framework. This new element was added to the file. This new element contains a numbe
previously used elements, including a significant change to one of its immediate children, 10731, which w
EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (1705
was added to the framework. This new element was added to the file. This new element contains a numbe
previously used elements, including a significant change to one of its immediate children, 10731, which w
present in the previous release, but under a different parent. Also category 11 saw relatively few changes
(difference index = 2) while category 12 saw the most changes (difference index = 121). Develop and
manage human capital had a number of changes to its immediate children (see the change details) but th
structure overall remains very simlar (difference index = 50).
used throughout
aterials back to
t identified by the
oes not change.
element on each
may have a different
ndents of the
process element
e specific process
ence will include
A new element is
ment changed since
ination of those
s Benchmarking
.org/osb
ources" (17058)
Copyright
ntains 2020
a number of APQC
0731, which was
ources" (17058)
ntains a number of
0731, which was
y few changes
evelop and
details) but the
+13289, +13290 N
NEW N
NEW N
+16801, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
NEW N
+19507, RENAME, WAS:Manage strategic N
initiatives
+19975, +19976, +19977 N
NEW N
NEW N
NEW N
+19978, +19979 N
NEW N
NEW N
+19980, +19981 N
NEW N
NEW N
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability 1
in the market
11424 2.1.2.5.2 Review market performance 1
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution 1
19647 2.1.2.5.4 network
Apply data and analytics to review supply chain 1
11426 2.1.2.5.5 methodologies
Review quality and performance of the product/service 1
11427 2.1.2.5.6 Conduct financial review 1
11428 2.1.2.5.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9
19996 2.3.2 Test market for new or revised products and services 1
10093 2.3.2.1 Prepare detailed market study 0
10094 2.3.2.2 Conduct customer tests and interviews 0
10095 2.3.2.3 Finalize product/service characteristics and business cases 0
10096 2.3.2.4 Finalize technical requirements 0
19997 2.3.3 Prepare for production/service delivery 6
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1
equipment
10097 2.3.3.2 Identify requirements for changes to 0
manufacturing/delivery processes
11418 2.3.3.3 Request engineering/process change 1
10100 2.3.3.4 Install and validate production/service delivery process 2
N
N
N
N
+16824, +11423 Y
NEW N
N
N
N
+19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19941, +16826, +16827, +19697, +12771, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19669, +19990, NEW Y
Y
N
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19993, +19996, +19997, -10080, -10081, Y
-10082
+16813, +16817, +19995, c10087, c10088, Y
c10092, NEW
+19994 N
NEW N
N
N
NEW N
NEW N
N
RENAME, WAS:Conduct mandatory and elective N
external reviews (legal, regulatory, standards,
internal)
N
N
N
RENAME, WAS:Collaborate on design with N
suppliers and contract manufacturers
NEW Y
N
N
N
N
+19998, c10099, c10100, c11418, NEW Y
RENAME, WAS:Design and obtain necessary N
materials and equipment
N
+10115 N
NEW N
N
RENAME, WAS:Analyze competing organizations, N
competitive/substitute products
RENAME, WAS:Evaluate existing products/brands N
N
Y
N
+18941 N
NEW N
N
+10120, +10121 N
NEW N
NEW N
+20000, +20006, +16848, +18924, -10122, Y
c10123
Y
N
N
N
N
NEW N
NEW N
NEW N
NEW N
+16573, +16574, +16575, +16500, +16501, NEW Y
NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N
NEW N
NEW N
NEW N
NEW N
c10167, NEW N
RENAME, WAS:Define promotional concepts N
N
N
N
N
N
N
N
c10173 Y
RENAME, WAS:Determine customer N
loyalty/lifetime value
N
N
N
N
NEW N
N
N
N
N
N
+16630, +18130, NEW N
NEW N
NEW N
Y
Y
N
N
N
N
+11465, +11521, +11466, +18629, +11522, N
+11523, +11468
N
N
N
NEW N
NEW N
NEW N
N
N
NEW N
NEW N
+17682 Y
NEW Y
N
N
N
N
N
Y
Y
+11779, -10186, c10182 Y
+18115, +11773, +18116, +20011, c10184, Y
c10189, RENAME, WAS:Generate leads
N
RENAME, WAS:Identify leads N
NEW N
NEW N
NEW N
NEW Y
N
+20012, RENAME, WAS:Manage customer sales Y
N
N
NEW N
N
Y
+20013, +20014 Y
NEW N
+11781, +11780, +11782, +11783, +11784, Y
+11785, +20015, +11787, +11788, +11789,
+20016, +20017, +11790, +20018, +11793, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+17404, c10195, c10198, c10200 Y
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
Y
Y
RENAME, WAS:Enter orders into system and Y
identify/perform cross-sell/up-sell activity
NEW Y
N
RENAME, WAS:Handle order inquiries including N
post-order fulfillment transactions
+18641, -10212, -10213, c10211, c14209 N
+20019, +20020, +20021, RENAME, WAS:Provide N
sales and product training to sales
partners/alliances
NEW N
NEW N
NEW N
NEW N
N
RENAME, WAS:Manage channel partner master N
data
NEW N
RENAME, WAS:Monitor master production N
schedule and plan
+19555, -10257, c10258, c10260 N
N
N
NEW N
N
N
N
RENAME, WAS:Calculate destination dispatch plan N
N
RENAME, WAS:Calculate destination load plans N
N
N
N
+19558 N
N
N
N
NEW N
N
N
N
N
+19566, RENAME, WAS:Produce product Y
N
N
N
N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW N
N
+20956, +12045, +12046 N
N
Y
NEW N
N
N
N
N
N
NEW N
+12708, +20109, NEW Y
N
N
N
N
NEW N
NEW Y
N
N
+20957 Y
N
N
N
N
N
NEW N
NEW N
NEW N
+20033, +20034, +20035, +20036, +20037, N
+20038, +20039, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20041, +20050, +12127, NEW Y
+20042, +20043, +20044, +20045, +20046, N
+20047, +20048, +20049, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20051, +20052, +20053, +20054, +20055, N
+20056, NEW
NEW N
NEW N
+12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, Y
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, Y
+20075, +20076, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20094, +12840, c10388, RENAME, WAS:Plan and Y
manage customer service operations
Y
N
N
N
N
NEW N
NEW N
+20098, +12677, +12678, +20099, +20100, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12672, +20121, c10401, c10402, NEW N
+11687, +11688, +18126, -10404, -10405, N
-10406, -10407, RENAME, WAS:Measure customer
satisfaction with customer requests/inquiries
handling
NEW N
NEW N
NEW N
NEW N
+20117, c11241 Y
N
N
NEW N
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
Y
N
N
N
N
N
N
N
N
N
N
+10509, +10511, NEW N
N
+16944 Y
N
NEW N
N
NEW N
NEW N
NEW N
NEW N
NEW N
+20624, +20625, +20937, +20626, +20627, N
+20628, +20629, +20630, +20631, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20649, +20650, +20647, +20938, NEW N
NEW N
NEW N
NEW N
NEW N
+20653, +20660, +20668, +20674, +20682, Y
+20693, +20699, NEW
+20654, +20655, +20656, +20657, +20658, N
+20659, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20683, +20684, +20685, +20686, +20687, N
+20688, +20689, +20690, +20692, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20732, +20733, +20734, NEW N
NEW N
NEW N
NEW N
+20736, +20737, +20738, +20739, +20740, N
+20741, +20742, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20750, +20751, +20752, +20753, +20754, N
+20755, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20757, +20758, +20759, +20760, +20761, N
+20762, +20763, +20764, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20780, +20781, +20782, +20783, NEW N
NEW N
NEW N
NEW N
NEW N
+20785, +20793, +20799, +20808, +20817, NEW Y
NEW N
NEW N
NEW N
NEW N
+20794, +20795, +20796, +20797, +20798, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20800, +20801, +20802, +20803, +20804, N
+20805, +20806, +20807, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20809, NEW N
+20810, +20811, +20812, +20813, +20814, N
+20815, +20816, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20825, +20832, +20840, +20848, +20858, NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
+20874, +20875, +20876, +20877, +20878, N
+20879, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20881, NEW N
+20882, +20883, +20884, +20885, +20886, N
+20887, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20889, +20890, +20891, +20892, +20893, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20906, +20907, +20908, +20909, +20910, N
+20911, +20912, +20913, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20915, +20916, +20917, +20918, +20919, N
+20920, NEW
NEW N
20930 9.6.3.1 Establish corporate credit card policies and approval limits 1
20931 9.6.3.2 Process corporate credit card requests 1
20932 9.6.3.3 Order corporate credit cards 1
20933 9.6.3.4 Manage corporate credit card accounts 1
20934 9.6.3.5 Approve/Change credit limits 1
20935 9.6.3.6 Cancel/Deactivate credit card 1
10734 9.7 Manage treasury operations 23
10758 9.7.1 Manage treasury policies and procedures 0
10885 9.7.1.1 Establish scope and governance of treasury operations 0
10886 9.7.1.2 Establish and publish treasury policies 0
10887 9.7.1.3 Develop treasury procedures 0
10888 9.7.1.4 Monitor treasury procedures 0
10889 9.7.1.5 Audit treasury procedures 0
10890 9.7.1.6 Revise treasury procedures 0
10891 9.7.1.7 Develop and confirm internal controls for treasury 0
10892 9.7.1.8 Define system security requirements 0
10759 9.7.2 Manage cash 0
10893 9.7.2.1 Manage and reconcile cash positions 0
10894 9.7.2.2 Manage cash equivalents 0
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) 0
10896 9.7.2.4 Develop cash flow forecasts 0
10897 9.7.2.5 Manage cash flows 0
10898 9.7.2.6 Produce cash management accounting transactions and 0
reports
N
N
N
+14074 Y
Y
Y
Y
Y
Y
Y
Y
NEW Y
Y
Y
N
N
N
N
Y
N
N
N
N
N
c10755 Y
Y
N
N
N
N
N
Y
Y
Y
RENAME, WAS:Manage personal accounts Y
+20930, +20931, +20932, +20933, +20934, N
+20935, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+16958 Y
Y
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
NEW N
+19579, +19580, +19581, +19582, +19583, N
RENAME, WAS:Manage foreign-exchange risk
NEW N
NEW N
NEW N
+19584, +19585, +19586, +19587 N
NEW N
NEW N
NEW N
NEW N
+19588, +19589, +19590, NEW N
NEW N
NEW N
NEW N
N
N
N
NEW N
Y
Y
N
N
N
N
N
Y
N
N
N
N
c10925 Y
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19225, +19226, +19227, +19228, NEW N
NEW N
NEW N
NEW N
NEW N
+19239, +19245, +19253, NEW N
+19240, +19241, +19242, +19243, +19244, N
c10967, c10968, NEW
NEW N
RENAME, WAS:Analyze assets, and predict N
maintenance requirements
NEW N
RENAME, WAS:Develop approach to integrate N
preventive maintenance into production schedule
NEW N
NEW N
NEW N
+19246, +19247, +19248, +19249, +19250, N
+19251, +19252, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19258, +16970, RENAME, WAS:Dispose of Y
productive and nonproductive assets
N
NEW N
N
N
NEW N
c16448, c16451 N
N
N
RENAME, WAS:Develop risk mitigation and N
management strategy, and integrate with existing
performance management processes
N
N
RENAME, WAS:Report on risk activities N
N
N
N
N
NEW N
NEW N
N
N
c11062 N
RENAME, WAS:Manage copyrights and patents N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20142 N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20143, +20144, c11141 N
N
N
N
RENAME, WAS:Engage/Identify champion N
N
N
N
N
N
N
NEW N
NEW N
N
N
N
N
+20145 N
N
NEW N
N
N
N
N
+20965, +20969 Y
-11101, c11100 N
RENAME, WAS:Develop governance model N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20960, +20961, +20962, +20963, +20964, NEW N
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability 1
in the market
11424 2.1.2.5.2 Review market performance 1
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution 1
19647 2.1.2.5.4 network
Apply data and analytics to review supply chain 1
11426 2.1.2.5.5 methodologies
Review quality and performance of the product/service 1
11427 2.1.2.5.6 Conduct financial review 1
11428 2.1.2.5.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9
19996 2.3.2 Test market for new or revised products and services 1
10093 2.3.2.1 Prepare detailed market study 0
10094 2.3.2.2 Conduct customer tests and interviews 0
10095 2.3.2.3 Finalize product/service characteristics and business cases 0
10096 2.3.2.4 Finalize technical requirements 0
19997 2.3.3 Prepare for production/service delivery 6
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1
equipment
10097 2.3.3.2 Identify requirements for changes to 0
manufacturing/delivery processes
11418 2.3.3.3 Request engineering/process change 1
10100 2.3.3.4 Install and validate production/service delivery process 2
20930 9.6.3.1 Establish corporate credit card policies and approval limits 1
20931 9.6.3.2 Process corporate credit card requests 1
20932 9.6.3.3 Order corporate credit cards 1
20933 9.6.3.4 Manage corporate credit card accounts 1
20934 9.6.3.5 Approve/Change credit limits 1
20935 9.6.3.6 Cancel/Deactivate credit card 1
10734 9.7 Manage treasury operations 23
10758 9.7.1 Manage treasury policies and procedures 0
10885 9.7.1.1 Establish scope and governance of treasury operations 0
10886 9.7.1.2 Establish and publish treasury policies 0
10887 9.7.1.3 Develop treasury procedures 0
10888 9.7.1.4 Monitor treasury procedures 0
10889 9.7.1.5 Audit treasury procedures 0
10890 9.7.1.6 Revise treasury procedures 0
10891 9.7.1.7 Develop and confirm internal controls for treasury 0
10892 9.7.1.8 Define system security requirements 0
10759 9.7.2 Manage cash 0
10893 9.7.2.1 Manage and reconcile cash positions 0
10894 9.7.2.2 Manage cash equivalents 0
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) 0
10896 9.7.2.4 Develop cash flow forecasts 0
10897 9.7.2.5 Manage cash flows 0
10898 9.7.2.6 Produce cash management accounting transactions and 0
reports
+13289, +13290 N
NEW N
NEW N
+16801, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
NEW N
+19507, RENAME, WAS:Manage strategic N
initiatives
+19975, +19976, +19977 N
NEW N
NEW N
NEW N
+19978, +19979 N
NEW N
NEW N
+19980, +19981 N
NEW N
NEW N
N
N
N
N
+16824, +11423 Y
NEW N
N
N
N
+19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19941, +16826, +16827, +19697, +12771, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19669, +19990, NEW Y
Y
N
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19993, +19996, +19997, -10080, -10081, Y
-10082
+16813, +16817, +19995, c10087, c10088, Y
c10092, NEW
+19994 N
NEW N
N
N
NEW N
NEW N
N
RENAME, WAS:Conduct mandatory and elective N
external reviews (legal, regulatory, standards,
internal)
N
N
N
RENAME, WAS:Collaborate on design with N
suppliers and contract manufacturers
NEW Y
N
N
N
N
+19998, c10099, c10100, c11418, NEW Y
RENAME, WAS:Design and obtain necessary N
materials and equipment
N
+10115 N
NEW N
N
RENAME, WAS:Analyze competing organizations, N
competitive/substitute products
RENAME, WAS:Evaluate existing products/brands N
N
Y
N
+18941 N
NEW N
N
+10120, +10121 N
NEW N
NEW N
+20000, +20006, +16848, +18924, -10122, Y
c10123
Y
N
N
N
N
NEW N
NEW N
NEW N
NEW N
+16573, +16574, +16575, +16500, +16501, NEW Y
NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N
NEW N
NEW N
NEW N
NEW N
c10167, NEW N
RENAME, WAS:Define promotional concepts N
N
N
N
N
N
N
N
c10173 Y
RENAME, WAS:Determine customer N
loyalty/lifetime value
N
N
N
N
NEW N
N
N
N
N
N
+16630, +18130, NEW N
NEW N
NEW N
Y
Y
N
N
N
N
+11465, +11521, +11466, +18629, +11522, N
+11523, +11468
N
N
N
NEW N
NEW N
NEW N
N
N
NEW N
NEW N
+17682 Y
NEW Y
N
N
N
N
N
Y
Y
+11779, -10186, c10182 Y
+18115, +11773, +18116, +20011, c10184, Y
c10189, RENAME, WAS:Generate leads
N
RENAME, WAS:Identify leads N
NEW N
NEW N
NEW N
NEW Y
N
+20012, RENAME, WAS:Manage customer sales Y
N
N
NEW N
N
Y
+20013, +20014 Y
NEW N
+11781, +11780, +11782, +11783, +11784, Y
+11785, +20015, +11787, +11788, +11789,
+20016, +20017, +11790, +20018, +11793, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+17404, c10195, c10198, c10200 Y
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
Y
Y
RENAME, WAS:Enter orders into system and Y
identify/perform cross-sell/up-sell activity
NEW Y
N
RENAME, WAS:Handle order inquiries including N
post-order fulfillment transactions
+18641, -10212, -10213, c10211, c14209 N
+20019, +20020, +20021, RENAME, WAS:Provide N
sales and product training to sales
partners/alliances
NEW N
NEW N
NEW N
NEW N
N
RENAME, WAS:Manage channel partner master N
data
NEW N
RENAME, WAS:Monitor master production N
schedule and plan
+19555, -10257, c10258, c10260 N
N
N
NEW N
N
N
N
RENAME, WAS:Calculate destination dispatch plan N
N
RENAME, WAS:Calculate destination load plans N
N
N
N
+19558 N
N
N
N
NEW N
N
N
N
N
+19566, RENAME, WAS:Produce product Y
N
N
N
N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW N
N
+20956, +12045, +12046 N
N
Y
NEW N
N
N
N
N
N
NEW N
+12708, +20109, NEW Y
N
N
N
N
NEW N
NEW Y
N
N
+20957 Y
N
N
N
N
N
NEW N
NEW N
NEW N
+20033, +20034, +20035, +20036, +20037, N
+20038, +20039, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20041, +20050, +12127, NEW Y
+20042, +20043, +20044, +20045, +20046, N
+20047, +20048, +20049, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20051, +20052, +20053, +20054, +20055, N
+20056, NEW
NEW N
NEW N
+12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, Y
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, Y
+20075, +20076, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20094, +12840, c10388, RENAME, WAS:Plan and Y
manage customer service operations
Y
N
N
N
N
NEW N
NEW N
+20098, +12677, +12678, +20099, +20100, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12672, +20121, c10401, c10402, NEW N
+11687, +11688, +18126, -10404, -10405, N
-10406, -10407, RENAME, WAS:Measure customer
satisfaction with customer requests/inquiries
handling
NEW N
NEW N
NEW N
NEW N
+20117, c11241 Y
N
N
NEW N
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
Y
N
N
N
N
N
N
N
N
N
N
+10509, +10511, NEW N
N
+16944 Y
N
NEW N
N
NEW N
NEW N
NEW N
NEW N
NEW N
+20624, +20625, +20937, +20626, +20627, N
+20628, +20629, +20630, +20631, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20649, +20650, +20647, +20938, NEW N
NEW N
NEW N
NEW N
NEW N
+20653, +20660, +20668, +20674, +20682, Y
+20693, +20699, NEW
+20654, +20655, +20656, +20657, +20658, N
+20659, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20683, +20684, +20685, +20686, +20687, N
+20688, +20689, +20690, +20692, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20732, +20733, +20734, NEW N
NEW N
NEW N
NEW N
+20736, +20737, +20738, +20739, +20740, N
+20741, +20742, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20750, +20751, +20752, +20753, +20754, N
+20755, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20757, +20758, +20759, +20760, +20761, N
+20762, +20763, +20764, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20780, +20781, +20782, +20783, NEW N
NEW N
NEW N
NEW N
NEW N
+20785, +20793, +20799, +20808, +20817, NEW Y
NEW N
NEW N
NEW N
NEW N
+20794, +20795, +20796, +20797, +20798, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20800, +20801, +20802, +20803, +20804, N
+20805, +20806, +20807, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20809, NEW N
+20810, +20811, +20812, +20813, +20814, N
+20815, +20816, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20825, +20832, +20840, +20848, +20858, NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
+20874, +20875, +20876, +20877, +20878, N
+20879, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20881, NEW N
+20882, +20883, +20884, +20885, +20886, N
+20887, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20889, +20890, +20891, +20892, +20893, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20906, +20907, +20908, +20909, +20910, N
+20911, +20912, +20913, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20915, +20916, +20917, +20918, +20919, N
+20920, NEW
NEW N
N
N
N
+14074 Y
Y
Y
Y
Y
Y
Y
Y
NEW Y
Y
Y
N
N
N
N
Y
N
N
N
N
N
c10755 Y
Y
N
N
N
N
N
Y
Y
Y
RENAME, WAS:Manage personal accounts Y
+20930, +20931, +20932, +20933, +20934, N
+20935, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+16958 Y
Y
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
NEW N
+19579, +19580, +19581, +19582, +19583, N
RENAME, WAS:Manage foreign-exchange risk
NEW N
NEW N
NEW N
+19584, +19585, +19586, +19587 N
NEW N
NEW N
NEW N
NEW N
+19588, +19589, +19590, NEW N
NEW N
NEW N
NEW N
N
N
N
NEW N
Y
Y
N
N
N
N
N
Y
N
N
N
N
c10925 Y
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19225, +19226, +19227, +19228, NEW N
NEW N
NEW N
NEW N
NEW N
+19239, +19245, +19253, NEW N
+19240, +19241, +19242, +19243, +19244, N
c10967, c10968, NEW
NEW N
RENAME, WAS:Analyze assets, and predict N
maintenance requirements
NEW N
RENAME, WAS:Develop approach to integrate N
preventive maintenance into production schedule
NEW N
NEW N
NEW N
+19246, +19247, +19248, +19249, +19250, N
+19251, +19252, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19258, +16970, RENAME, WAS:Dispose of Y
productive and nonproductive assets
N
NEW N
N
N
NEW N
c16448, c16451 N
N
N
RENAME, WAS:Develop risk mitigation and N
management strategy, and integrate with existing
performance management processes
N
N
RENAME, WAS:Report on risk activities N
N
N
N
N
NEW N
NEW N
N
N
c11062 N
RENAME, WAS:Manage copyrights and patents N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20142 N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20143, +20144, c11141 N
N
N
N
RENAME, WAS:Engage/Identify champion N
N
N
N
N
N
N
NEW N
NEW N
N
N
N
N
+20145 N
N
NEW N
N
N
N
N
+20965, +20969 Y
-11101, c11100 N
RENAME, WAS:Develop governance model N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20960, +20961, +20962, +20963, +20964, NEW N
10018 1.1.2 Survey market and determine customer needs and wants
10054 1.2.5.6 Develop role analysis and activity diagrams for key processes
19966 1.2.8.2.3 Define single view of the customer for the organization
19969 1.2.8.2.6 Align experience with brand values and business strategies
19979 1.3.2.2 Determine the customer value for each strategic priority
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability in the
market
19996 2.3.2 Test market for new or revised products and services
10127 3.2.3.3 Determine channel role and fit with target segments
10139 3.4.2.2 Design alliance programs and methods for selecting and
managing relationships
11781 3.5.3.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ)
10239 4.1.2.5 Monitor activity against demand forecast and revise forecast
20053 5.2.2.3 Match resource demand with capacity, skills, and capabilities
10383 6.1.5 Establish target service level for each customer segment
16890 6.1.6.2 Create and manage warranty rules/claim codes for products
11240 6.5.3.4 Analyze product and service satisfaction data and identify
improvement opportunities
17043 7.1 Develop and manage human resources planning, policies, and
strategies
10445 7.2.1.1 Align staffing plan to work force plan and business unit
strategies/resource needs
20680 8.2.4.6 Define and deploy support service management process tools
and methods
20735 8.3.5 Develop and manage IT security, privacy, and data protection
20738 8.3.5.3 Define IT data security and privacy policies, standards, and
procedures
20739 8.3.5.4 Review and monitor physical and logical IT data security
measures
10850 9.4.2.3 Monitor and track capital projects and budget spending
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts
16441 11.1.1.2 Develop and maintain enterprise risk policies and procedures
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored
16469 11.2.2.6 Monitor and test regulatory compliance position and existing
controls
16471 11.4.5 Share knowledge of specific risks across other parts of the
organization
11059 12.4.5.4 Receive work product and manage/monitor case and work
performed
17476 13.3.1.3.1 Define process steps for controls (or integration points)
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals
Defining the status quo relating to the de facto core of what the
business is. Reflect over the fundamental essence of what the
business accomplishes and the manner in which it operates. Look
beyond the obvious solution capabilities to delineate capacities that
form the basis of the business engine. Involve senior executives and
management personnel and possibly professional services providers.
Identifying the factors that drive the targeted market segment. Model
customer purchasing patterns, and forecast their future purchasing
behavior.
Identifying the role that each chosen marketing channels plays in the
larger distribution network with respect to the organizational
marketing strategy. Determine intermediary costs for shipping,
handling, transporting, warehousing, insurance and marketing that
incur and accumulate in the distribution channel.
Estimating how much profit the company would generate for its
expenses on marketing . Forecasted return on investment, used as a
metric to gauge the efficiency of marketing, is beneficial in revising
marketing budgets and adjusting costs to improve the overall yield.
Determining and maintaining a pricing mechanism based on
forecasted sales and that enables a pricing equilibrium for the
lifecycles of products/services. Create a pricing mechanism, factoring
in attributes relating to the market, customers, sales, and the cost of
production. Implement this pricing mechanism over all
products/services. Analyze its performance, and adjust accordingly.
Determining the floor plans for the processing facility that is meant
for delivering finished products/services. Identify the totality of
infrastructure needed for using this space in the manufacturing
process, including machinery, factory floors, offices, and furniture.
Documenting the results and outcomes of the quality tests. Track the
performance of the production process. Record/Document it to
evaluate the qualitative efficiency of the production process. Use
electronic devices and software in order to ensure effectiveness in
recording the results and outcomes of the test.
Creating and executing a strategy for all the internal activities related
to the flow/transfer of inbound materials. This process includes
planning inbound material receipts, managing inbound material flow,
monitoring inbound delivery performance, managing the flow of
returned products, controlling the quality of returned parts, and
salvaging or repairing returned products.
Defining the issue of the claim. The warranty team will look into the
issue and understand whether it is covered by the claim code or if
more detail is required. Field service will be scheduled to further
qualify the definition of the issue and to collect more evidence.
Creating a support structure that aligns with local and federal laws
that allow for support for families. This could include things like
maternity leave, care for a family member, or in some cases,
extended sick leave.
Organizing the workforce so that all positions are covered for all
shifts with the necessary skilled resources in place. Have a system in
place to backfill positions while an employee is on leave.
Obtaining resources necessary to fill a position utilizing specific skills
and capabilities.
Allocating employees. Deploy personnel to ensure that the labor of
the organization is continuously in an optimal relation to the jobs and
organizational structure.
Managing the relocation of employees in order to carry out
assignments. Manage internal business processes to transfer
employees, their families, and/or entire departments of a business to
a new location.
Managing foreign resources. Manage employees who are sent to live
abroad for a defined time period, as well as non-native employees.
Managing the employee reporting processes, employee inquiry
process, employee information and data, and the HR information
systems. Create and administer the employee metrics. Develop and
handle the time and attendance systems. Refurbish the indicators for
employee retention and motivation.
Defining the rules, diction, and logic that make up the framework of
the organization's information architecture. Monitoring and
controlling information attributes that flow through the IT framework.
Processing salary deductions for tax purposes. Keep and manage the
details of every employee's salary deductions based on their
expenses and investments during the year.
Tracking changes in the salary structure of employees for tax
deductions.
Processing and distributing salaries to all employees. Execute the
payroll management function through the dispensation of employee
salaries. Leverage a centralized database of all payroll expenses.
Realizing those practices and procedures that are the most effective
to the success of the business and making that information available.
Defining what a business entity does, who is responsible, to what
standard a business process should be completed, and how the
success of a business process can be determined. Identify processes,
gather information gathering, interview participants, map processes,
and perform analysis.
Designing a plan for equipping the project team with the necessary
skills and abilities to fulfill their roles and responsibilities in the
project effectively and efficiently. Offer formal training, mentoring, or
coaching. Initiate informal conversations. Communicate messages
during the project.
Maintaining and recording the results of Test against the quality plan
[17483] electronically and in standard formats. Assign ownership to a
designated function or role.
Deciding whether to take any additional actions based on the results
of quality tests. Initiate a quarantine disposition and relocated
inventory, scrap workflow item and scrap transaction, rework
operation, net-able and nonnet-able items, and the activity list.
Assessing the significance of the sample. Summarize the results of
the test. Recommend improvement actions. Decide what steps to
take next.
Assessing the significance of the sample chosen for the test in order
to determine whether or not the sample is representative of the
larger output or outcome. Determine if the sample meets or does not
meet the requirements. Identify the conditions for acceptance,
rejection, remediation, and prevention.
Outlining the major facts and figures of the quality test results in
order to provide insights and information. Use charts, tables,
statistical test results, and written findings and conclusions in a
summary of results.
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100026
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100253
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100256
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100259
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100262
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100273
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100425
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100427
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100429
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100431
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100447
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100406
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100694
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101558
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101491
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101694
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101764
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102929
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103115
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103141
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103143
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103687
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103689
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104006
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103286
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103368
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104144
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104146
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105516
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105229
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105230
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105231
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105232
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105233
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105234
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105236
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105237
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105238
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105239
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105461
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105511
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105512
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105514
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105515
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105517
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105518
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105519
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105527
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105509
10003 2.0 Develop and Manage Products and Services Cycle Time 100193
10003 2.0 Develop and Manage Products and Services Cycle Time 100379
10003 2.0 Develop and Manage Products and Services Cycle Time 100381
10003 2.0 Develop and Manage Products and Services Cycle Time 100383
10003 2.0 Develop and Manage Products and Services Cycle Time 100656
10003 2.0 Develop and Manage Products and Services Cycle Time 100664
10003 2.0 Develop and Manage Products and Services Cycle Time 103464
10003 2.0 Develop and Manage Products and Services Cycle Time 103466
10003 2.0 Develop and Manage Products and Services Cycle Time 103468
10003 2.0 Develop and Manage Products and Services Cycle Time 103476
10003 2.0 Develop and Manage Products and Services Cycle Time 107272
10003 2.0 Develop and Manage Products and Services Cycle Time 107273
10003 2.0 Develop and Manage Products and Services Cycle Time 107274
10003 2.0 Develop and Manage Products and Services Cycle Time 107275
10003 2.0 Develop and Manage Products and Services Process Efficiency 100236
10003 2.0 Develop and Manage Products and Services Process Efficiency 100239
10003 2.0 Develop and Manage Products and Services Process Efficiency 100184
10003 2.0 Develop and Manage Products and Services Process Efficiency 100187
10003 2.0 Develop and Manage Products and Services Process Efficiency 100190
10003 2.0 Develop and Manage Products and Services Process Efficiency 100275
10003 2.0 Develop and Manage Products and Services Process Efficiency 100278
10003 2.0 Develop and Manage Products and Services Process Efficiency 100281
10003 2.0 Develop and Manage Products and Services Process Efficiency 100284
10003 2.0 Develop and Manage Products and Services Process Efficiency 100287
10003 2.0 Develop and Manage Products and Services Process Efficiency 100290
10003 2.0 Develop and Manage Products and Services Process Efficiency 100198
10003 2.0 Develop and Manage Products and Services Process Efficiency 100204
10003 2.0 Develop and Manage Products and Services Process Efficiency 101353
10003 2.0 Develop and Manage Products and Services Process Efficiency 101357
10003 2.0 Develop and Manage Products and Services Process Efficiency 101359
10003 2.0 Develop and Manage Products and Services Process Efficiency 101387
10003 2.0 Develop and Manage Products and Services Process Efficiency 100950
10003 2.0 Develop and Manage Products and Services Process Efficiency 101381
10003 2.0 Develop and Manage Products and Services Process Efficiency 100946
10003 2.0 Develop and Manage Products and Services Process Efficiency 101238
10003 2.0 Develop and Manage Products and Services Process Efficiency 102310
10003 2.0 Develop and Manage Products and Services Process Efficiency 101754
10003 2.0 Develop and Manage Products and Services Process Efficiency 101979
10003 2.0 Develop and Manage Products and Services Process Efficiency 101982
10003 2.0 Develop and Manage Products and Services Process Efficiency 101985
10003 2.0 Develop and Manage Products and Services Process Efficiency 101987
10003 2.0 Develop and Manage Products and Services Process Efficiency 105466
10003 2.0 Develop and Manage Products and Services Process Efficiency 103123
10003 2.0 Develop and Manage Products and Services Process Efficiency 103124
10003 2.0 Develop and Manage Products and Services Process Efficiency 103125
10003 2.0 Develop and Manage Products and Services Process Efficiency 102407
10003 2.0 Develop and Manage Products and Services Process Efficiency 102526
10003 2.0 Develop and Manage Products and Services Process Efficiency 107264
10003 2.0 Develop and Manage Products and Services Process Efficiency 107265
10003 2.0 Develop and Manage Products and Services Process Efficiency 107266
10003 2.0 Develop and Manage Products and Services Process Efficiency 107267
10003 2.0 Develop and Manage Products and Services Staff Productivity 105510
10003 2.0 Develop and Manage Products and Services Staff Productivity 104463
10003 2.0 Develop and Manage Products and Services Staff Productivity 102644
10003 2.0 Develop and Manage Products and Services Staff Productivity 101378
10003 2.0 Develop and Manage Products and Services Staff Productivity 101350
10003 2.0 Develop and Manage Products and Services Staff Productivity 100948
10003 2.0 Develop and Manage Products and Services Staff Productivity 100945
10003 2.0 Develop and Manage Products and Services Supplemental 101998
Information
10003 2.0 Develop and Manage Products and Services Supplemental 101999
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102000
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102001
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102002
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102003
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102458
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102460
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102125
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102126
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102127
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102128
Information
10003 2.0 Develop and Manage Products and Services Supplemental 107259
Information
10003 2.0 Develop and Manage Products and Services Supplemental 107260
Information
10003 2.0 Develop and Manage Products and Services Supplemental 107261
Information
10003 2.0 Develop and Manage Products and Services Supplemental 107262
Information
10003 2.0 Develop and Manage Products and Services Supplemental 107263
Information
10003 2.0 Develop and Manage Products and Services Supplemental 107268
Information
10003 2.0 Develop and Manage Products and Services Supplemental 107269
Information
10004 3.0 Market and Sell Products and Services Process Efficiency 104725
10004 3.0 Market and Sell Products and Services Process Efficiency 104485
10004 3.0 Market and Sell Products and Services Process Efficiency 104486
10004 3.0 Market and Sell Products and Services Process Efficiency 104210
10004 3.0 Market and Sell Products and Services Process Efficiency 101833
10004 3.0 Market and Sell Products and Services Process Efficiency 102289
10004 3.0 Market and Sell Products and Services Process Efficiency 101918
10004 3.0 Market and Sell Products and Services Supplemental 104733
Information
10004 3.0 Market and Sell Products and Services Supplemental 104734
Information
10004 3.0 Market and Sell Products and Services Supplemental 104735
Information
10004 3.0 Market and Sell Products and Services Supplemental 104736
Information
10004 3.0 Market and Sell Products and Services Supplemental 104737
Information
10004 3.0 Market and Sell Products and Services Supplemental 104738
Information
10004 3.0 Market and Sell Products and Services Supplemental 104739
Information
10004 3.0 Market and Sell Products and Services Supplemental 102288
Information
10004 3.0 Market and Sell Products and Services Supplemental 102341
Information
10004 3.0 Market and Sell Products and Services Supplemental 102343
Information
10004 3.0 Market and Sell Products and Services Supplemental 102345
Information
10004 3.0 Market and Sell Products and Services Supplemental 102353
Information
10004 3.0 Market and Sell Products and Services Supplemental 102355
Information
10004 3.0 Market and Sell Products and Services Supplemental 101831
Information
10004 3.0 Market and Sell Products and Services Supplemental 107336
Information
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106545
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 107205
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106028
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106029
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106353
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106405
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106406
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106407
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106408
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106464
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106465
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106466
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106459
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105357
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105358
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105398
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104721
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104164
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104165
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103486
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103487
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103488
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103489
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104132
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104135
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104136
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104041
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104042
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104043
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103564
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103566
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103555
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100132
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100195
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100197
10007 7.0 Develop and Manage Human Capital Cycle Time 106030
10007 7.0 Develop and Manage Human Capital Process Efficiency 106350
10007 7.0 Develop and Manage Human Capital Process Efficiency 106351
10007 7.0 Develop and Manage Human Capital Process Efficiency 106352
10007 7.0 Develop and Manage Human Capital Process Efficiency 106037
10007 7.0 Develop and Manage Human Capital Process Efficiency 101272
10007 7.0 Develop and Manage Human Capital Process Efficiency 101031
10007 7.0 Develop and Manage Human Capital Process Efficiency 105354
10007 7.0 Develop and Manage Human Capital Process Efficiency 105355
10007 7.0 Develop and Manage Human Capital Staff Productivity 107206
10007 7.0 Develop and Manage Human Capital Staff Productivity 106734
10007 7.0 Develop and Manage Human Capital Staff Productivity 106038
10007 7.0 Develop and Manage Human Capital Staff Productivity 106031
10007 7.0 Develop and Manage Human Capital Staff Productivity 106032
10007 7.0 Develop and Manage Human Capital Staff Productivity 106033
10007 7.0 Develop and Manage Human Capital Staff Productivity 106034
10007 7.0 Develop and Manage Human Capital Staff Productivity 106035
10007 7.0 Develop and Manage Human Capital Staff Productivity 100943
10007 7.0 Develop and Manage Human Capital Staff Productivity 101335
10007 7.0 Develop and Manage Human Capital Staff Productivity 101416
10007 7.0 Develop and Manage Human Capital Staff Productivity 100487
10007 7.0 Develop and Manage Human Capital Staff Productivity 105390
10007 7.0 Develop and Manage Human Capital Staff Productivity 105391
10007 7.0 Develop and Manage Human Capital Staff Productivity 105392
10007 7.0 Develop and Manage Human Capital Staff Productivity 105393
10007 7.0 Develop and Manage Human Capital Staff Productivity 105394
10007 7.0 Develop and Manage Human Capital Staff Productivity 105359
10007 7.0 Develop and Manage Human Capital Staff Productivity 105360
10007 7.0 Develop and Manage Human Capital Staff Productivity 105361
10007 7.0 Develop and Manage Human Capital Staff Productivity 105362
10007 7.0 Develop and Manage Human Capital Staff Productivity 105363
10007 7.0 Develop and Manage Human Capital Staff Productivity 105365
10007 7.0 Develop and Manage Human Capital Staff Productivity 105366
10007 7.0 Develop and Manage Human Capital Staff Productivity 105367
10007 7.0 Develop and Manage Human Capital Staff Productivity 105368
10007 7.0 Develop and Manage Human Capital Staff Productivity 105369
10007 7.0 Develop and Manage Human Capital Staff Productivity 105370
10007 7.0 Develop and Manage Human Capital Staff Productivity 105371
10007 7.0 Develop and Manage Human Capital Staff Productivity 105372
10007 7.0 Develop and Manage Human Capital Staff Productivity 105374
10007 7.0 Develop and Manage Human Capital Staff Productivity 105375
10007 7.0 Develop and Manage Human Capital Staff Productivity 105376
10007 7.0 Develop and Manage Human Capital Staff Productivity 105377
10007 7.0 Develop and Manage Human Capital Staff Productivity 105378
10007 7.0 Develop and Manage Human Capital Staff Productivity 105379
10007 7.0 Develop and Manage Human Capital Staff Productivity 105380
10007 7.0 Develop and Manage Human Capital Staff Productivity 105381
10007 7.0 Develop and Manage Human Capital Staff Productivity 105383
10007 7.0 Develop and Manage Human Capital Staff Productivity 105384
10007 7.0 Develop and Manage Human Capital Staff Productivity 105385
10007 7.0 Develop and Manage Human Capital Staff Productivity 105386
10007 7.0 Develop and Manage Human Capital Staff Productivity 105387
10007 7.0 Develop and Manage Human Capital Staff Productivity 105273
10007 7.0 Develop and Manage Human Capital Staff Productivity 105274
10007 7.0 Develop and Manage Human Capital Staff Productivity 105276
10007 7.0 Develop and Manage Human Capital Staff Productivity 105277
10007 7.0 Develop and Manage Human Capital Staff Productivity 105278
10007 7.0 Develop and Manage Human Capital Staff Productivity 105279
10007 7.0 Develop and Manage Human Capital Staff Productivity 105280
10007 7.0 Develop and Manage Human Capital Staff Productivity 105281
10007 7.0 Develop and Manage Human Capital Staff Productivity 105282
10007 7.0 Develop and Manage Human Capital Staff Productivity 105283
10007 7.0 Develop and Manage Human Capital Staff Productivity 105284
10007 7.0 Develop and Manage Human Capital Staff Productivity 105286
10007 7.0 Develop and Manage Human Capital Staff Productivity 105287
10007 7.0 Develop and Manage Human Capital Staff Productivity 105288
10007 7.0 Develop and Manage Human Capital Staff Productivity 105289
10007 7.0 Develop and Manage Human Capital Staff Productivity 105290
10007 7.0 Develop and Manage Human Capital Staff Productivity 105291
10007 7.0 Develop and Manage Human Capital Staff Productivity 105292
10007 7.0 Develop and Manage Human Capital Staff Productivity 105293
10007 7.0 Develop and Manage Human Capital Staff Productivity 105294
10007 7.0 Develop and Manage Human Capital Staff Productivity 105296
10007 7.0 Develop and Manage Human Capital Staff Productivity 105297
10007 7.0 Develop and Manage Human Capital Staff Productivity 105298
10007 7.0 Develop and Manage Human Capital Staff Productivity 105299
10007 7.0 Develop and Manage Human Capital Staff Productivity 105300
10007 7.0 Develop and Manage Human Capital Staff Productivity 105301
10007 7.0 Develop and Manage Human Capital Staff Productivity 105302
10007 7.0 Develop and Manage Human Capital Staff Productivity 105304
10007 7.0 Develop and Manage Human Capital Staff Productivity 105305
10007 7.0 Develop and Manage Human Capital Staff Productivity 105306
10007 7.0 Develop and Manage Human Capital Staff Productivity 105307
10007 7.0 Develop and Manage Human Capital Staff Productivity 105308
10007 7.0 Develop and Manage Human Capital Staff Productivity 105311
10007 7.0 Develop and Manage Human Capital Staff Productivity 105312
10007 7.0 Develop and Manage Human Capital Staff Productivity 105313
10007 7.0 Develop and Manage Human Capital Staff Productivity 105314
10007 7.0 Develop and Manage Human Capital Staff Productivity 105315
10007 7.0 Develop and Manage Human Capital Staff Productivity 105316
10007 7.0 Develop and Manage Human Capital Staff Productivity 105317
10007 7.0 Develop and Manage Human Capital Staff Productivity 105318
10007 7.0 Develop and Manage Human Capital Staff Productivity 105320
10007 7.0 Develop and Manage Human Capital Staff Productivity 105321
10007 7.0 Develop and Manage Human Capital Staff Productivity 105322
10007 7.0 Develop and Manage Human Capital Staff Productivity 105323
10007 7.0 Develop and Manage Human Capital Staff Productivity 105324
10007 7.0 Develop and Manage Human Capital Staff Productivity 105325
10007 7.0 Develop and Manage Human Capital Staff Productivity 105326
10007 7.0 Develop and Manage Human Capital Staff Productivity 105327
10007 7.0 Develop and Manage Human Capital Staff Productivity 105328
10007 7.0 Develop and Manage Human Capital Staff Productivity 105330
10007 7.0 Develop and Manage Human Capital Staff Productivity 105331
10007 7.0 Develop and Manage Human Capital Staff Productivity 105332
10007 7.0 Develop and Manage Human Capital Staff Productivity 105333
10007 7.0 Develop and Manage Human Capital Staff Productivity 105334
10007 7.0 Develop and Manage Human Capital Staff Productivity 105335
10007 7.0 Develop and Manage Human Capital Staff Productivity 105336
10007 7.0 Develop and Manage Human Capital Staff Productivity 105337
10007 7.0 Develop and Manage Human Capital Staff Productivity 105338
10007 7.0 Develop and Manage Human Capital Staff Productivity 105340
10007 7.0 Develop and Manage Human Capital Staff Productivity 105341
10007 7.0 Develop and Manage Human Capital Staff Productivity 105342
10007 7.0 Develop and Manage Human Capital Staff Productivity 105343
10007 7.0 Develop and Manage Human Capital Staff Productivity 105344
10007 7.0 Develop and Manage Human Capital Staff Productivity 105345
10007 7.0 Develop and Manage Human Capital Staff Productivity 105346
10007 7.0 Develop and Manage Human Capital Staff Productivity 105347
10007 7.0 Develop and Manage Human Capital Staff Productivity 105348
10007 7.0 Develop and Manage Human Capital Staff Productivity 105350
10007 7.0 Develop and Manage Human Capital Staff Productivity 105351
10007 7.0 Develop and Manage Human Capital Staff Productivity 105352
10105 3.5 Develop and manage sales plans Cycle Time 104636
10105 3.5 Develop and manage sales plans Process Efficiency 100213
10105 3.5 Develop and manage sales plans Staff Productivity 106145
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104752
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104753
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104754
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104755
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104756
10132 3.4.4 Establish sales goals and measures Process Efficiency 106120
10133 3.4.5 Establish customer management measures Cycle Time 106147
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104788
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104794
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104795
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104797
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104799
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104779
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104785
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 103477
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 100788
10215 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 104775
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 Supplemental 100687
Information
10216 4.2 Procure materials and services Cost Effectiveness 106478
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 103650
category management
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 102904
category management
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 102908
category management
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 104471
category management
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 104472
category management
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 104473
category management
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 103266
category management
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 103271
category management
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 105173
category management
10277 4.2.1 Provide sourcing governance and perform Process Efficiency 101011
category management
10277 4.2.1 Provide sourcing governance and perform Process Efficiency 100666
category management
10277 4.2.1 Provide sourcing governance and perform Staff Productivity 106424
category management
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 106511
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 105177
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103353
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103358
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104478
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104479
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103895
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103901
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103025
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103029
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 106525
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 106523
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 103171
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 101138
10278 4.2.3 Select suppliers and develop/maintain contracts Staff Productivity 106509
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105027
procedure
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105028
procedure
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105029
procedure
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105030
procedure
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105023
procedure
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105024
procedure
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105025
procedure
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105026
procedure
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103234
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103585
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103589
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103593
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101668
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101465
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 102873
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101538
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 100403
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 100409
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 100410
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 100012
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101756
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101757
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 102946
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101609
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101633
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101635
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101636
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101729
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101730
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101526
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101527
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101640
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101641
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101642
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103047
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103048
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103049
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103050
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103727
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 104152
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 104502
10379 6.2 Plan and manage customer service contacts Cycle Time 103463
10379 6.2 Plan and manage customer service contacts Cycle Time 104514
10379 6.2 Plan and manage customer service contacts Cycle Time 100124
10379 6.2 Plan and manage customer service contacts Cycle Time 100321
10379 6.2 Plan and manage customer service contacts Process Efficiency 100320
10379 6.2 Plan and manage customer service contacts Process Efficiency 100020
10379 6.2 Plan and manage customer service contacts Process Efficiency 100729
10379 6.2 Plan and manage customer service contacts Process Efficiency 100389
10379 6.2 Plan and manage customer service contacts Process Efficiency 100392
10379 6.2 Plan and manage customer service contacts Process Efficiency 100393
10379 6.2 Plan and manage customer service contacts Process Efficiency 100394
10379 6.2 Plan and manage customer service contacts Process Efficiency 100780
10379 6.2 Plan and manage customer service contacts Process Efficiency 102100
10379 6.2 Plan and manage customer service contacts Process Efficiency 100898
10379 6.2 Plan and manage customer service contacts Process Efficiency 102603
10379 6.2 Plan and manage customer service contacts Process Efficiency 102604
10379 6.2 Plan and manage customer service contacts Process Efficiency 102605
10379 6.2 Plan and manage customer service contacts Process Efficiency 102103
10379 6.2 Plan and manage customer service contacts Process Efficiency 102104
10379 6.2 Plan and manage customer service contacts Process Efficiency 102129
10379 6.2 Plan and manage customer service contacts Process Efficiency 101852
10379 6.2 Plan and manage customer service contacts Process Efficiency 101859
10379 6.2 Plan and manage customer service contacts Process Efficiency 101910
10379 6.2 Plan and manage customer service contacts Process Efficiency 101911
10379 6.2 Plan and manage customer service contacts Process Efficiency 104561
10379 6.2 Plan and manage customer service contacts Process Efficiency 104192
10379 6.2 Plan and manage customer service contacts Process Efficiency 104513
10379 6.2 Plan and manage customer service contacts Process Efficiency 102792
10379 6.2 Plan and manage customer service contacts Process Efficiency 102721
10379 6.2 Plan and manage customer service contacts Process Efficiency 102722
10379 6.2 Plan and manage customer service contacts Staff Productivity 104121
10379 6.2 Plan and manage customer service contacts Staff Productivity 104123
10379 6.2 Plan and manage customer service contacts Supplemental 101858
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102091
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102092
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102093
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102094
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102095
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102096
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102097
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102099
Information
10379 6.2 Plan and manage customer service contacts Supplemental 101853
Information
10379 6.2 Plan and manage customer service contacts Supplemental 101854
Information
10379 6.2 Plan and manage customer service contacts Supplemental 101855
Information
10379 6.2 Plan and manage customer service contacts Supplemental 101856
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102102
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104542
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104543
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104544
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104545
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104546
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104537
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104520
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104521
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104522
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104523
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104524
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104525
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102105
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102106
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102107
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102108
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102109
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102110
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102111
Information
10379 6.2 Plan and manage customer service contacts Supplemental 105420
Information
10379 6.2 Plan and manage customer service contacts Supplemental 105421
Information
10383 6.1.5 Establish target service level for each customer Process Efficiency 103177
segment
10387 6.2.1 Plan and manage customer service work force Process Efficiency 100735
10387 6.2.1 Plan and manage customer service work force Process Efficiency 100736
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 104519
inquiries
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 103145
inquiries
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 103146
inquiries
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 103147
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104503
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104504
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104505
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104506
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104507
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104508
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104510
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104511
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 105780
inquiries
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104528
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104529
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104530
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104531
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104539
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104541
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104757
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104758
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104759
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104760
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104761
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104762
inquiries Information
10402 6.5.2 Measure customer satisfaction with customer- Process Efficiency 105778
complaint handling and resolution
10402 6.5.2 Measure customer satisfaction with customer- Process Efficiency 105779
complaint handling and resolution
10403 6.5.3 Measure customer satisfaction with products and Process Efficiency 102602
services
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106239
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106345
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106241
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106242
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104060
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104067
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104071
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104093
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103956
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103958
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103877
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103560
10410 7.2 Recruit, source, and select employees Cycle Time 100306
10410 7.2 Recruit, source, and select employees Cycle Time 100565
10410 7.2 Recruit, source, and select employees Cycle Time 100569
10410 7.2 Recruit, source, and select employees Process Efficiency 101123
10410 7.2 Recruit, source, and select employees Process Efficiency 106236
10410 7.2 Recruit, source, and select employees Process Efficiency 106237
10410 7.2 Recruit, source, and select employees Process Efficiency 106238
10410 7.2 Recruit, source, and select employees Process Efficiency 102613
10410 7.2 Recruit, source, and select employees Process Efficiency 100801
10410 7.2 Recruit, source, and select employees Process Efficiency 100804
10410 7.2 Recruit, source, and select employees Process Efficiency 100807
10410 7.2 Recruit, source, and select employees Process Efficiency 104770
10410 7.2 Recruit, source, and select employees Staff Productivity 106235
10410 7.2 Recruit, source, and select employees Staff Productivity 101348
10410 7.2 Recruit, source, and select employees Staff Productivity 100493
10410 7.2 Recruit, source, and select employees Staff Productivity 105458
10410 7.2 Recruit, source, and select employees Staff Productivity 105459
10417 7.1.3 Monitor and update strategy, plans, and policies Cost Effectiveness 106052
10417 7.1.3 Monitor and update strategy, plans, and policies Cost Effectiveness 106053
10417 7.1.3 Monitor and update strategy, plans, and policies Process Efficiency 106054
10417 7.1.3 Monitor and update strategy, plans, and policies Supplemental 106251
Information
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104571
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106193
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106194
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106195
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106196
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106197
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102253
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102254
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102247
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102248
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102249
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 104597
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 104598
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102780
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102783
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102786
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102789
management training programs Information
10494 7.5.1 Develop and manage reward, recognition, and Cost Effectiveness 100109
motivation programs
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102292
motivation programs
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102321
motivation programs
10498 7.5.1.1 Develop salary/compensation structure and plan Cost Effectiveness 106150
10512 7.6.1 Manage promotion and demotion process Staff Productivity 106065
10524 7.7.3 Manage and maintain employee data Process Efficiency 106419
10525 7.7.4 Manage human resource information systems Process Efficiency 106420
HRIS
10526 7.7.5 Develop and manage employee metrics Process Efficiency 106421
10527 7.7.6 Develop and manage time and attendance Process Efficiency 106422
systems
10728 9.1 Perform planning and management accounting Cost Effectiveness 103989
10728 9.1 Perform planning and management accounting Cost Effectiveness 105136
10728 9.1 Perform planning and management accounting Cost Effectiveness 105142
10728 9.1 Perform planning and management accounting Cost Effectiveness 105143
10728 9.1 Perform planning and management accounting Cost Effectiveness 105145
10728 9.1 Perform planning and management accounting Cost Effectiveness 105146
10728 9.1 Perform planning and management accounting Cost Effectiveness 105150
10728 9.1 Perform planning and management accounting Cost Effectiveness 101606
10728 9.1 Perform planning and management accounting Cost Effectiveness 103065
10728 9.1 Perform planning and management accounting Cost Effectiveness 103067
10728 9.1 Perform planning and management accounting Cost Effectiveness 103802
10728 9.1 Perform planning and management accounting Process Efficiency 106522
10728 9.1 Perform planning and management accounting Process Efficiency 101172
10730 9.3 Perform general accounting and reporting Cost Effectiveness 107240
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106319
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106322
10730 9.3 Perform general accounting and reporting Cost Effectiveness 104841
10730 9.3 Perform general accounting and reporting Cost Effectiveness 104842
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103554
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103550
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103551
10730 9.3 Perform general accounting and reporting Cycle Time 100613
10730 9.3 Perform general accounting and reporting Process Efficiency 100981
10730 9.3 Perform general accounting and reporting Process Efficiency 104843
10733 9.6 Process accounts payable and expense Cost Effectiveness 105892
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 106403
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 104825
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 104828
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 104829
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 104830
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 104833
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 104834
reimbursements
10733 9.6 Process accounts payable and expense Process Efficiency 101095
reimbursements
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 101555
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 102921
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 102923
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103677
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103679
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103282
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 104151
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 105147
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100616
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100617
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100618
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106160
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106140
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106141
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106142
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 101019
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100008
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100010
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 101603
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103064
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103801
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103325
10751 9.4.1 Perform capital planning and project approval Cycle Time 100586
10751 9.4.1 Perform capital planning and project approval Process Efficiency 101086
10751 9.4.1 Perform capital planning and project approval Process Efficiency 100009
10751 9.4.1 Perform capital planning and project approval Process Efficiency 105133
10751 9.4.1 Perform capital planning and project approval Supplemental 102019
Information
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 101605
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103883
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103885
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103019
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103020
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105269
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105271
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105272
10755 9.5.3 Manage and process payroll taxes Cycle Time 100534
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101128
10758 9.7.1 Manage treasury policies and procedures Process Efficiency 106503
10759 9.7.2 Manage cash Cost Effectiveness 104814
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 103161
procedures
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 103673
procedures
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 102918
procedures
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 101554
procedures
10762 9.8.1 Establish internal controls, policies, and Process Efficiency 101018
procedures
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 102969
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103766
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103315
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100608
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100140
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100144
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100148
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101375
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 100899
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101424
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 102392
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102016
internal controls policies and procedures Information
10763 9.8.2 Operate controls and monitor compliance with Supplemental 101912
internal controls policies and procedures Information
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102398
internal controls policies and procedures Information
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102401
internal controls policies and procedures Information
10831 9.3.3.4 Process and record fixed-asset adjustments, Process Efficiency 107283
enhancements, revaluations, and transfers
10869 9.6.1.1 Verify AP pay file with purchase order vendor Supplemental 105881
master file Information
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105883
Information
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105897
Information
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105895
Information
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105896
Information
10872 9.6.1.4 Approve payments Supplemental 105898
Information
10881 9.6.2.2 Capture and report relevant tax data Supplemental 105876
Information
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106542
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106543
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106544
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106337
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106092
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106106
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106107
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106108
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106110
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106111
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106112
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106113
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106114
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106105
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106086
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106087
management (KM) capability
11073 13.5 Develop and manage enterprise-wide knowledge Staff Productivity 106117
management (KM) capability
11168 3.2.1 Define offering and customer value proposition Supplemental 105770
Information
11208 9.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104821
11208 9.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104813
11740 2.1.4 Manage product and service master data Supplemental 105244
Information
11740 2.1.4 Manage product and service master data Supplemental 105245
Information
11779 3.5.3 Develop and manage sales proposals, bids, and Staff Productivity 106524
quotes
11779 3.5.3 Develop and manage sales proposals, bids, and Supplemental 106512
quotes Information
16613 3.3.6 Analyze and respond to customer insight Process Efficiency 105805
17043 7.1 Develop and manage human resources planning, Process Efficiency 105601
policies, and strategies
17043 7.1 Develop and manage human resources planning, Process Efficiency 105602
policies, and strategies
17043 7.1 Develop and manage human resources planning, Process Efficiency 105603
policies, and strategies
17052 7.4 Manage employee relations Cost Effectiveness 106372
17056 7.7 Manage employee information and analytics Cost Effectiveness 106380
17056 7.7 Manage employee information and analytics Process Efficiency 106364
17056 7.7 Manage employee information and analytics Staff Productivity 106363
19696 2.1 Govern and manage product/service development Cost Effectiveness 105521
program
19696 2.1 Govern and manage product/service development Cost Effectiveness 105214
program
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105468
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105469
19698 2.2 Generate and define new product/service ideas Process Efficiency 105463
19698 2.2 Generate and define new product/service ideas Staff Productivity 105506
19698 2.2 Generate and define new product/service ideas Supplemental 105225
Information
19698 2.2 Generate and define new product/service ideas Supplemental 105220
Information
19993 2.3.1 Design and prototype products and services Cost Effectiveness 105467
19993 2.3.1 Design and prototype products and services Process Efficiency 105462
19993 2.3.1 Design and prototype products and services Supplemental 105221
Information
19993 2.3.1 Design and prototype products and services Supplemental 105226
Information
19996 2.3.2 Test market for new or revised products and Cost Effectiveness 105471
services
19996 2.3.2 Test market for new or revised products and Process Efficiency 105465
services
19996 2.3.2 Test market for new or revised products and Supplemental 105227
services Information
19996 2.3.2 Test market for new or revised products and Supplemental 105222
services Information
20006 3.2.4 Analyze and manage channel performance Cost Effectiveness 105787
20006 3.2.4 Analyze and manage channel performance Cost Effectiveness 105788
20006 3.2.4 Analyze and manage channel performance Cost Effectiveness 105789
20006 3.2.4 Analyze and manage channel performance Cost Effectiveness 105790
20006 3.2.4 Analyze and manage channel performance Cycle Time 105806
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105814
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105815
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105816
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105818
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105819
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105798
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105799
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105772
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105773
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105774
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105807
20599 7.3 Manage employee on boarding, development, and Cost Effectiveness 106212
training
20599 7.3 Manage employee on boarding, development, and Cost Effectiveness 106172
training
20599 7.3 Manage employee on boarding, development, and Cost Effectiveness 106173
training
20599 7.3 Manage employee on boarding, development, and Cost Effectiveness 106184
training
20599 7.3 Manage employee on boarding, development, and Cost Effectiveness 106178
training
20599 7.3 Manage employee on boarding, development, and Cost Effectiveness 106179
training
20599 7.3 Manage employee on boarding, development, and Process Efficiency 106171
training
20599 7.3 Manage employee on boarding, development, and Staff Productivity 106170
training
20599 7.3 Manage employee on boarding, development, and Staff Productivity 106201
training
20936 4.4.2 Plan and manage inbound material flow Supplemental 107230
Information
Average project cost from the start of the design Average project cost from the start of the design dollars
and develop products/services process through and develop products/services process through
the support product manufacturing or service the support product manufacturing or service
delivery process for existing product/service delivery process for existing product/service
extension projects per $1,000 revenue extension projects / (Total business entity revenue
* 0.0010)
Average project cost of existing product/service Average project cost from the start of the design dollars
improvements and extensions from start of design and develop products/services process through
and develop product/service process through the support product manufacturing or service
support product manufacturing or service delivery delivery process for existing product/service
process improvement projects
Average project cost from the start of the design Average project cost from the start of the design dollars
and develop products/services process through and develop products/services process through
the support product manufacturing or service the support product manufacturing or service
delivery process for existing product/service delivery process for existing product/service
improvement projects per $1,000 revenue improvement projects / (Total business entity
revenue * 0.0010)
Average project cost of new product/service Average project cost from the start of the design dollars
developments from start of design and develop and develop products/services process through
product/service process through support product the support product manufacturing or service
manufacturing or service delivery process delivery process for new product/service
development projects
Cost of existing product/service extension Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue existing product/service extensions / (Total
business entity revenue * 0.0010)
Cost of existing product/service extension Cost of new product/service opportunities from dollars
opportunities per product/service extensions existing product/service extensions / Number of
opportunity product/service opportunities that are existing
product/service extensions
Cost of existing product/service improvement Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue existing product/service improvements / (Total
business entity revenue * 0.0010)
Cost of existing product/service improvement Cost of new product/service opportunities from dollars
opportunities per product/service improvement existing product/service improvements / Number
opportunity of product/service opportunities that are existing
product/service improvements
Cost of new product/service development Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue new product/service developments / (Total
business entity revenue * 0.0010)
Personnel cost to generate new product/service Personnel cost to generate new product/service dollars
ideas per new product/service opportunity ideas / Total number of product/service
opportunities
Research and development (R&D) budget per R&D Budget for research and development (R&D) / dollars
FTE Number of FTEs who perform research and
development (R&D)
Systems cost to generate new product/service Systems cost to generate new product/service dollars
ideas per new product/service opportunity ideas / Total number of product/service
opportunities
Systems cost to support product manufacturing or Systems cost to support product manufacturing or dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase complete the test market products/services phase
Equipment cost to perform the function "develop Percentage of total annual cost for new percent
and manage products and services" as a product/service development allocated to
percentage of total cost equipment cost
Material cost to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated to material
total cost cost
Internal personnel cost to perform the function Percentage of total annual cost for new percent
"develop and manage products and services" as a product/service development allocated to internal
percentage of total cost personnel cost
Internal systems cost to perform the function Percentage of total annual cost for new percent
"develop and manage products and services" as a product/service development allocated to internal
percentage of total cost systems cost
Outsourced cost to perform the function "develop Percentage of total annual cost for new percent
and manage products and services" as a product/service development allocated to
percentage of total cost outsourced cost
Internal overhead cost to perform the function Percentage of total annual cost for new percent
"develop and manage products and services" as a product/service development allocated to internal
percentage of total cost overhead cost
Internal personnel cost to perform the function (Total annual cost for new product/service dollars
"develop and manage products and services" per development * 0.01 * Percentage of total annual
$1,000 revenue cost for new product/service development
allocated to internal personnel cost) / (Total
business entity revenue * 0.0010)
Internal systems cost to perform the function (Total annual cost for new product/service dollars
"develop and manage products and services" per development * 0.01 * Percentage of total annual
$100,000 revenue cost for new product/service development
allocated to internal systems cost) / (Total
business entity revenue * 0.000010)
Internal overhead cost to perform the function (Total annual cost for new product/service dollars
"develop and manage products and services" per development * 0.01 * Percentage of total annual
$1,000 revenue cost for new product/service development
allocated to internal overhead cost) / (Total
business entity revenue * 0.0010)
Other cost to perform the function "develop and (Total annual cost for new product/service dollars
manage products and services" per $1,000 development * 0.01 * Percentage of total annual
revenue cost for new product/service development
allocated tocosts other than equipment, material,
personnel, systems, outsourced, or overhead
costs) / (Total business entity revenue * 0.0010)
Fixed cost to perform the function "develop and (Total annual cost for new product/service dollars
manage products and services" per $1,000 development * 0.01 * Percentage of total annual
revenue cost for new product/service development
allocated to fixed cost) / (Total business entity
revenue * 0.0010)
Total cost to perform the function "develop and Total annual cost for new product/service dollars
manage products and services" per FTE (including development / Number of FTEs who develop and
external) manage products and services
Total cost to perform the function "develop and Total annual cost for new product/service dollars
manage products and services" per newly development / (Total number of projects *
launched product/service Percentage of new product/service development
projects that are commercially launched * 0.01)
Average design cycle time in days for all products Average design cycle time in days for all products days
Average time-to-market in days for all products Average time-to-market in days for all products days
(including product improvements and extensions)
Average time-to-profitability in months for existing Average time-to-profitability in months for existing months
product/service improvement and extension product/service improvement projects
projects
Average time-to-profitability in months for new Average time-to-profitability in months for new months
product/service development projects product/service development projects
Cycle time in days from the start of the design and Cycle time in days from the start of the design and days
develop products/services process through the develop products/services process through the
completion of the test market for completion of the test market for
products/services for existing product/service products/services for existing product/service
extension projects extension projects
Cycle time in days from start of design and Cycle time in days from the start of the design and days
develop product/service through completion of develop products/services process through the
test market product/service for existing completion of the test market products/services
product/service improvement and extension process for existing product/service improvement
projects projects
Average time-to-market in days for existing Average time-to-market in days from the start of days
product/service extension projects 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 Average time-to-market in days from the start of days
product/service improvement and extension the design and develop products/services process
projects until the existing product/service improvement
project is ready for sale
Average time-to-profitability in months for existing Average time-to-profitability in months for existing months
product/service extension projects product/service extension projects
Time-to-market in days for new product/service Average time-to-market in days from the start of days
development projects the design and develop products/services process
until the new product/service development project
ready for sale
Average design-to-launch time, in months, for Average design-to-launch time, in months, for months
product platforms product platforms
Average design-to-launch time, in months, for Average design-to-launch time, in months, for months
completely new products completely new products
Average design-to-launch time, in months, for new Average design-to-launch time, in months, for new months
product variants product variants
Average design-to-launch time, in months, for new Average design-to-launch time, in months, fornew months
software-enabled features for existing products software-enabled features for existing products
Average percentage variance from budget for Average percentage variance from budget for percent
existing product/service extension projects existing product/service extension projects
Average percentage variance from budget for Average percentage variance from budget for percent
existing product/service improvement projects existing product/service improvement projects
Number of new product/service development Number of product/service opportunities that are concepts
concepts per FTE that performs the phase new product/service developments / Number of
'generate new product/service ideas' FTEs who generate new product/service ideas
Number of existing product/service improvement Number of existing product/service improvement projects
and extension projects per FTE involved from the and extension projects / (((Percentage of FTEs who
start of the design and develop products/services develop and manage products and services who
process through the support product design and develop products/services +
manufacturing or service delivery process 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 Number of concepts in the pre-design phase that concepts
and extension concepts per generate new are existing product/service improvements and
product/service ideas FTE 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)
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
Percentage of R&D cost related to new product Percentage of research and development (R&D) percent
development projects cost related to new product development projects
Percentage of R&D cost related to product (100 - Percentage of research and development percent
improvements and extensions (R&D) cost related to new product development
projects)
Percentage of total innovation spend allocated to Percentage of total innovation spend allocated to percent
enhancements to existing enhancements to existing
products/processes/business models products/processes/business models
Percentage of total innovation spend allocated to Percentage of total innovation spend allocated to percent
major extensions to existing major extensions to products/processes/business
products/processes/business models models
Percentage of total innovation spend allocated to Percentage of total innovation spend allocated to percent
new or white space opportunities new or white space opportunities
Percentage of total innovation spend allocated to Percentage of total innovation spend allocated to percent
categories other than enhancements, extensions, other categories
and new or white space opportunities
Average number of components (part numbers) Average number of components (part numbers) components
per product unit per product unit
Percentage of product cost allocated to software Percentage of product cost allocated to software percent
Percentage of product cost allocated to electrical Percentage of product cost allocated to electrical percent
components components
Percentage of product cost allocated to Percentage of product cost allocated to percent
mechanical components mechanical components
Percentage of product cost allocated to costs other Percentage of product cost allocated to costs other percent
than software, electrical components, or than software, electrical components, or
mechanical components mechanical components
Percentage of product development project cost Percentage of product development project cost percent
allocated to software allocated to software
Percentage of product development project cost Percentage of product development project cost percent
allocated to electrical components allocated to electrical components
Percentage of product development project cost Percentage of product development project cost percent
allocated to mechanical components allocated to mechanical components
Percentage of product development project cost Percentage of product development project cost percent
allocated to intellectual property protection allocated to intellectual property protection
Percentage of product cost allocated to costs other Percentage of product cost allocated to costs other percent
than software, electrical components, mechanical than software, electrical components, mechanical
components, or intellectual property protection components, or intellectual property protection
Percentage of total annual revenue from pre- Percentage of total annual revenue from pre- percent
defined variants/SKUs defined variants/SKUs
Percentage of total annual revenue from Percentage of total annual revenue from percent
generating variants in production generating variants in production
Percentage of customer accounts set up for (Customer accounts set up for EDI to submit sales percent
electronic data interchange (EDI) orders / Number of customers in the customer
master file) * 100.0
Business entity revenue per sales FTE Total business entity revenue / Number of FTEs dollars
who perform the sales function
Selling, general, and administrative (SGA) costs Total SG&A costs / Number of business entity dollars
per business entity employee employees
Total North American HR shared services center if((Employees served by Center 1)=0,0,(Total in- dollars
cost per employee house operating cost for your HR service center
for North American center + Total of all
outsourcing costs associated with HR service
center for North American center) / (Employees
served by Center 1))
Total cost to perform HR administration activities Total cost to perform HR administration activities / dollars
per $1,000 revenue (Total business entity revenue * .001)
Total cost to perform HR administration activities Total cost to perform HR administration activities / dollars
per business entity employee Number of business entity employees
Total cost to perform the HR function as a (Total cost to perform the function "develop and percent
percentage of selling, general, and administrative manage human capital" / Total SG&A costs) * 100
(SGA) costs
Outsourced cost to perform the process groups Outsourced cost to perform the process groups dollars
"manage employee communications" and "deliver "manage employee communications" and "deliver
employee communications" per $1,000 revenue employee communications" / (Total business
entity revenue * 0.0010)
Overhead and other cost of the HR function per Overhead and other cost to perform the function dollars
$1,000 revenue "develop and manage human capital" / (Total
business entity revenue * 0.001)
Overhead and other cost of the HR function per Overhead and other cost to perform the function dollars
function FTE "develop and manage human capital" / Number of
FTEs who perform the function "develop and
manage human capital"
Overhead and other cost of the HR function per Overhead and other cost to perform the function dollars
business entity employee "develop and manage human capital" / Number of
business entity employees
Total North American HR shared services center if((Employees served by Center 1 + Total retiree dollars
cost per customer (employees + retirees) headcount served by HR shared services
organization)=0,0,(Total in-house operating cost
for your HR service center for North American
center + Total of all outsourcing costs associated
with HR service center for North American
center) / (Employees served by Center 1 + Total
retiree headcount served by HR shared services
organization))
North American HR shared service center in-house if(Total HR shared service transaction volume by dollars
cost per North American center transaction the North American center=0,0,Total in-house
operating cost for your HR service center for North
American center / Total HR shared service
transaction volume by the North American center)
Overhead and other cost of the HR function as a (Overhead and other cost to perform the function percent
percentage of total HR function cost "develop and manage human capital" / Total cost
to perform the function "develop and manage
human capital") * 100
Systems cost to perform the HR function per Systems cost to perform the function "develop and dollars
$1,000 revenue manage human capital" / (Total business entity
revenue * 0.001)
Systems cost to perform the HR function per Systems cost to perform the function "develop and dollars
business entity employee manage human capital" / Number of business
entity employees
Total budget for the HR function per $1,000 Budget to perform the function "develop and dollars
revenue manage human capital" / (Total business entity
revenue * 0.0010)
Total budget for the HR function per business Budget to perform the function "develop and dollars
entity FTE manage human capital" / Number of business
entity FTEs
Budget for the HR function per business entity Budget to perform the function "develop and dollars
employee manage human capital" / Number of business
entity employees
Total business entity personnel cost per $1,000 Personnel cost for all employees / (Total business dollars
revenue entity revenue * 0.001)
Personnel cost for the business entity per business Personnel cost for all employees / Number of dollars
entity employee business entity employees
Total requisitions per North American HR shared if(Recruiting/staffing service center specialist requisitions
services center recruiting/staffing specialist headcount for North American Center=0,0,Number
headcount of job requisitions handled by North American HR
shared services center / Recruiting/staffing service
center specialist headcount for North American
Center)
Total hires handled per North American HR shared if(Recruiting/staffing service center specialist hires
services center recruiting/staffing specialist headcount for North American Center=0,0,Number
headcount of hires handled by North American HR shared
services center / Recruiting/staffing service center
specialist headcount for North American Center)
Total company employees served per North if(Workforce administration service center employees
American HR shared services center workforce specialist headcount for North American
administration specialist headcount Center=0,0,Employees served by Center 1 /
Workforce administration service center specialist
headcount for North American Center)
Total company employees served per North if(Training administration service center specialist employees
American HR shared services center training headcount for North American
administration specialist headcount Center=0,0,Employees served by Center 1 /
Training administration service center specialist
headcount for North American Center)
Total company employees served per North if(Employee relations service center specialist employees
American HR shared services center employee headcount for North American
relations specialist headcount Center=0,0,Employees served by Center 1 /
Employee relations service center specialist
headcount for North American Center)
Self-service transaction volume per employee for if(Total employee headcount for Center transactions
Center 1 1=0,0,Self-service transaction volume for Center 1
/ Total employee headcount for Center 1)
Self-service inquiry per employee for Center 1 if(Total employee headcount for Center inquiry
1=0,0,Self-service inquiry volume for Center 1 /
Total employee headcount for Center 1)
Self-service transaction volume per employee for if(Total employee headcount for Center transactions
Center 2 2=0,0,Self-service transaction volume for Center 2
/ Total employee headcount for Center 2)
Self-service inquiry per employee for Center 2 if(Total employee headcount for Center inquiry
2=0,0,Self-service inquiry volume for Center 2 /
Total employee headcount for Center 2)
Self-service transaction volume per employee for if(Total employee headcount for Center transactions
Center 3 3=0,0,Self-service transaction volume for Center 3
/ Total employee headcount for Center 3)
Self-service inquiry per employee for Center 3 if(Total employee headcount for Center inquiry
3=0,0,Self-service inquiry volume for Center 3 /
Total employee headcount for Center 3)
Self-service transaction volume per employee for if(Total employee headcount for Center transactions
Center 4 4=0,0,Self-service transaction volume for Center 4
/ Total employee headcount for Center 4)
Total company employees served per HR shared if(HR generalists headcount for overall HR employees
services center HR generalist headcount organization=0,0,Total employee headcount
served by HR shared services organization / HR
generalists headcount for overall HR organization)
Total company employees served per HR shared if(Total field HR headcount for overall HR employees
services center field HR headcount organization=0,0,Total employee headcount
served by HR shared services organization / Total
field HR headcount for overall HR organization)
Number of transactions per HR shared service if(Total HR shared service employee transactions
organization employee headcount=0,0,Total HR shared service
transaction volume / Total HR shared service
employee headcount)
Number of calls/inquiries per HR shared service if(Total HR shared service employee calls/inquiries
organization employee headcount=0,0,Total HR shared service
call/inquiry volume / Total HR shared service
employee headcount)
Number of employees served per HR shared if(Total HR shared service employee employees
service organization employee headcount=0,0,Total employee headcount served
by HR shared services organization / Total HR
shared service employee headcount)
Number of retirees served per HR shared service if(Total HR shared service employee retirees
organization employee headcount=0,0,Total retiree headcount served by
HR shared services organization / Total HR shared
service employee headcount)
Number of transactions per Center 1 employee if(Total employee headcount for Center transactions
1=0,0,Transaction volume for Center 1 / Total
employee headcount for Center 1)
Number of calls/inquiries per Center 1 employee if(Total employee headcount for Center calls
1=0,0,Call/inquiry volume for Center 1 / Total
employee headcount for Center 1)
Total company employees served per HR shared if(HRIS headcount for overall HR employees
services center HRIS headcount organization=0,0,Total employee headcount
served by HR shared services organization / HRIS
headcount for overall HR organization)
Total company employees served per HR shared if(Talent acquisition CoE headcount for entire employees
services center talent acquisition CoE headcount shared services operation=0,0,Total employee
headcount served by HR shared services
organization / Talent acquisition CoE headcount
for entire shared services operation)
Total company employees served per HR shared if(Talent management CoE headcount for entire employees
services center talent management CoE shared services operation=0,0,Total employee
headcount headcount served by HR shared services
organization / Talent management CoE headcount
for entire shared services operation)
Total company employees served per HR shared if(Compensation CoE headcount for entire shared employees
services center compensation CoE headcount services operation=0,0,Total employee headcount
served by HR shared services organization /
Compensation CoE headcount for entire shared
services operation)
Total company employees served per HR shared if(Benefits CoE headcount for entire shared employees
services center benefits CoE headcount services operation=0,0,Total employee headcount
served by HR shared services organization /
Benefits CoE headcount for entire shared services
operation)
Tier 1 employees per Tier 1 manager/supervisors if(Manager/supervisor headcount for Center employees
for Center 1 1=0,0,Tier 1 representative headcount for Center
1 / Manager/supervisor headcount for Center 1)
Transaction volume per Tier 1 employee for if(Tier 1 representative headcount for Center transactions
Center 1 1=0,0,Transaction volume for Center 1 / Tier 1
representative headcount for Center 1)
Call/inquiry volume per Tier 1 employee for Center if(Tier 1 representative headcount for Center calls
1 1=0,0,Call/inquiry volume for Center 1 / Tier 1
representative headcount for Center 1)
Tier 1 employees per Tier 1 manager/supervisors if(Manager/supervisor headcount for Center employees
for Center 2 2=0,0,Tier 1 representative headcount for Center
2 / Manager/supervisor headcount for Center 2)
Transaction volume per Tier 1 employee for if(Tier 1 representative headcount for Center transactions
Center 2 2=0,0,Transaction volume for Center 2 / Tier 1
representative headcount for Center 2)
Call/inquiry volume per Tier 1 employee for Center if(Tier 1 representative headcount for Center calls
2 2=0,0,Call/inquiry volume for Center 2 / Tier 1
representative headcount for Center 2)
Tier 1 employees per Tier 1 manager/supervisors if(Manager/supervisor headcount for Center employees
for Center 3 3=0,0,Tier 1 representative headcount for Center
3 / Manager/supervisor headcount for Center 3)
Transaction volume per Tier 1 employee for if(Tier 1 representative headcount for Center transactions
Center 3 3=0,0,Transaction volume for Center 3 / Tier 1
representative headcount for Center 3)
Percentage of business entity employees with 20 ((Number of employees employed between 20 and percent
years of tenure or more 25 years + Number of employees employed
greater than 25 years) / Number of business entity
employees) * 100.0
Outsourced cost to perform the HR function as a (Outsourced cost to perform the function "develop percent
percentage of total HR function cost and manage human capital" / Total cost to
perform the function "develop and manage human
capital") * 100
Overhead cost to perform the HR function as a Overhead cost to perform the function "develop percent
percentage of the total cost to perform the and manage human capital"/Total cost to perform
function the function "develop and manage human
capital"*100
Personnel cost to perform the HR function as a (Personnel cost to perform the function "develop percent
percentage of total HR function cost and manage human capital" / Total cost to
perform the function "develop and manage human
capital") * 100
Total cost to develop and manage products and (Total cost to generate new product/service ideas dollars
services per project that exits or completes the + Total cost to design and develop
test market products/services phase products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / Number of
projects that exit or complete the test market
products/services phase
Total cost to support product manufacturing or Total cost to support product manufacturing or dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase complete the test market products/services phase
Average project cost of existing product/service Average project cost from the start of the design dollars
improvements and extensions from the start and and develop products/services process through
finish of the process group "develop products and the support product manufacturing or service
services" delivery process for existing product/service
improvement projects
Total cost to perform the process group "develop (Total annual cost for new product/service dollars
products and services" per $1,000 revenue development * (Percentage of total annual cost
for new product/service development allocated to
designing, building, and testing products/services
+ Percentage of total annual cost for new
product/service development allocated to test
marketing products/services + Percentage of total
annual cost for new product/service development
allocated to preparing for production or service
delivery) * 0.01) / (Total business entity revenue *
0.0010)
Total cost to perform the process group "develop (Total annual cost for new product/service dollars
products and services" per product/service project development * (Percentage of total annual cost
for new product/service development allocated to
designing, building, and testing products/services
+ Percentage of total annual cost for new
product/service development allocated to test
marketing products/services + Percentage of total
annual cost for new product/service development
allocated to preparing for production or service
delivery) * 0.01) / Total number of projects
Cycle time in days for new product/service Cycle time in days from the start of the design and days
development projects from the start of the process develop products/services process through the
"design and prototype products and services" to completion of the test market products/services
the end of the process "test market for new or process for new product/service development
revised products and services" projects
Number of FTEs (including external) that perform (FTEs performing product/service development FTEs
the process group "develop products and services" processes * (Percentage of FTEs performing
per $1 billion revenue product/service development are allocated to
designing, building, and testing products/services
+ Percentage of FTEs performing product/service
development are allocated to test marketing
products/services + Percentage of FTEs
performing product/service development are
allocated to preparing for production or service
delivery) * 0.01) / (Total business entity revenue *
0.000000001)
Ratio of projects that enter the design and develop Number of projects that enter the design and projects
products/services phase to projects that enter the develop products/services phase / Number of
test market products/services phase projects that enter the test market
products/services phase
Ratio of projects that enter the test market Number of projects that enter the test market projects
products/services phase to projects that exit or products/services phase / Number of projects that
complete the test market products/services phase exit or complete the test market products/services
phase
Market opportunity for the telecommunications Market opportunity currency value dollars
business entity in US Dollars
Percentage of products that are based on common Percentage of products are based on common percent
development platforms development platforms
Percentage of parts that are common across major Percentage of parts that are common across major percent
product lines product lines
Average lead time in months between subsequent Average lead time in months between subsequent days
product generations for primary products product generations
Percentage of customers using your business Percentage of your customers uses your website percent
entity's website for information gathering on your (your company name.com) for information
business entity's products/services gathering or research on your products/services
Percentage of customers using social media for Percentage of your customers uses social media percent
information gathering on your business entity's (interactions via social platforms external to your
products/services company website) for information gathering or
research on your products/services
Percentage of customers using mobile applications Percentage of your customers uses mobile percent
for information gathering on your business entity's applications for information gathering or research
products/services on your products/services
Percentage of customers using traditional face-to- Percentage of your customers uses traditional percent
face contact for information gathering on your face-to-face contact for information gathering or
business entity's products/services research on your products/services
Retail website bounce rate Average percentage of visitors to the business percent
entity website who navigate away from the site
after viewing only one page
Budget for marketing as a percentage of revenue (Budget for marketing / Total business entity percent
revenue) * 100
Marketing budget per marketing FTE Budget for marketing / Number of FTEs who dollars
perform the marketing function
Percentage of total annual marketing budget that Percentage of marketing budget allocated to percent
is personnel related (compensation and benefits) personnel (compensation-related)
Percentage of total annual marketing budget that Percentage of marketing budget allocated to non- percent
is not related to personnel (compensation and personnel
benefits)
Percentage of total annual marketing budget Percentage of marketing budget allocated to percent
allocated to digital marketing - website design, digital marketing - website design, management,
management, and optimization and optimization
Percentage of total annual marketing budget Percentage of marketing budget allocated to percent
allocated to digital marketing - mobile app design, digital marketing - mobile app design,
management, and optimization management, and optimization
Percentage of total annual marketing budget Percentage of marketing budget allocated to percent
allocated to digital marketing - digital content digital marketing - digital content creation (e.g.,
creation (e.g., videos, games) videos, games)
Percentage of total annual marketing budget Percentage of marketing budget allocated to percent
allocated to digital marketing - virtual events (e.g., digital marketing - virtual events (e.g., webinars)
webinars)
Outsourced cost to perform the process "manage (Percentage of total cost to perform the process dollars
sales orders" per $1,000 revenue "Manage sales orders" allocated to external cost *
Total cost to perform the process "manage sales
orders" * .01) / (Total business entity revenue * .
001)
Other cost to perform the process "manage sales Costs other than personnel, systems, overhead, dollars
orders" per $1,000 revenue and outsourced to perform the process "manage
sales orders" / (Total business entity revenue * .
001)
Outsourced cost to perform the process "manage (Outsourced cost to perform the process "manage percent
sales orders" as a percentage of the total cost to sales orders" / Total cost to perform the process
perform the process "manage sales orders") * 100.0
Outsourced cost to perform the process "manage (Outsourced cost to perform the process "manage dollars
sales orders", "manage customer sales orders" + Outsourced cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per call contact requests/inquiries" and "manage customer
complaints") / Number of inbound calls received
through a live agent
Overhead cost to perform the processes "manage (Overhead cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Overhead cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per inbound contact requests/inquiries" and "manage customer
complaints") / Total number of inbound contacts
Total cost to perform the processes "manage sales (Total cost to perform the process "manage sales dollars
orders", "manage customer service orders" + Total cost to perform the processes
requests/inquiries", and "manage customer "manage customer service requests/inquiries" and
complaints" per active customer "manage customer complaints") / Number of
active customers in customer master file
Total cost to perform the processes "manage sales (Total cost to perform the process "manage sales dollars
orders", "manage customer service orders" + Total cost to perform the processes
requests/inquiries", and "manage customer "manage customer service requests/inquiries" and
complaints" per inbound contact "manage customer complaints") / Total number of
inbound contacts
Total cost to perform the customer order (Total cost to perform the process group "develop dollars
management function per $1,000 revenue 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 (Total cost to perform the process group "develop dollars
function per sales order 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
Total cost of the customer order management (Total cost to perform the process group "develop dollars
function per sales order line item 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 to perform the process "manage sales Total cost to perform the process "manage sales dollars
orders" per process FTE orders" / Number of FTEs who perform the process
"manage sales orders"
Cycle time in hours before automation from the Cycle time in hours before automation from the hours
time a sales order is received until the time time a sales order is received until the time
manufacturing/logistics is notified manufacturing/logistics is notified
Cycle time in hours after automation from the time Cycle time in hours after automation from the time hours
a sales order is received until the time a sales order is received until the time
manufacturing/logistics is notified manufacturing/logistics is notified
Number of FTEs who perform order inquiry as a (Number of agent FTEs who perform the process percent
percentage of total FTEs for the "manage sales "manage sales orders" who perform order inquiry /
orders" process Number of agent FTEs that perform the process
"manage sales orders") * 100.0
Inbound calls for the process "manage sales (Number of inbound calls for the process "manage percent
orders" as a percentage of total inbound calls sales orders" / Number of inbound calls) * 100.0
Number of FTEs that perform the customer order (Number of FTEs who perform the process group FTEs
management function per $1 billion revenue "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 Number of FTEs who perform the process "manage FTEs
sales orders" per $1 billion revenue sales orders" / (Total business entity revenue * .
000000001)
Number of sales orders placed per FTE that Number of sales orders placed / Number of FTEs sales orders
performs the process "manage sales orders" who perform the process "manage sales orders"
Percentage of sales force that made their Percentage of the sales force that made their percent
quotas/targets in the last 12-month reporting quotas/targets in the last 12-month reporting
period period
Other cost to perform the process "manage sales (Costs other than personnel, systems, overhead, percent
orders" as a percentage of total process cost and outsourced to perform the process "manage
sales orders" / Total cost to perform the process
"manage sales orders") * 100.0
Percentage of finance function FTEs allocated to (Number of FTEs who perform the process percent
the process "manage sales orders" "manage sales orders" / Number of FTEs who
perform the function "manage financial
resources") * 100
Personnel cost of the process "Manage sales (Personnel cost to perform the process "manage percent
orders" as a percentage of total process cost sales orders" / Total cost to perform the process
"manage sales orders") * 100
Systems cost of the process "Manage sales orders" (Systems cost to perform the process "manage percent
as a percentage of total process cost sales orders" / Total cost to perform the process
"manage sales orders") * 100
Outsourced cost of the process "Manage sales (Outsourced cost to perform the process "manage percent
orders" as a percentage of total process cost sales orders" / Total cost to perform the process
"manage sales orders") * 100
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed on your business attributable to your website channel
entity's website
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed on social media attributable to social media
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed on mobile attributable to mobile applications
applications
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed through traditional attributable to the face-to-face channel
face-to-face channels
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed through human- attributable to a human-assisted sales method
assisted channels other than face-to-face contact other than face-to-face contact
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed through digital attributable to a digital channel other than your
channels other than social media, website, or website, social media, or mobile applications
mobile applications
Total revenue per sales order Total business entity revenue / Number of sales dollars
orders placed
Percentage of sales order line items changed after (Number of sales order line items changed after percent
initial order placement through electronic data initial order placement through EDI / Number of
interchange (EDI) sales order line items changed by the customer
after the initial order placement) * 100.0
Percentage of sales order line items changed after (Number of sales order line items changed after percent
initial order placement through e-mail 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 (Number of sales order line items changed after percent
initial order placement through fax and mail 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 (Number of sales order line items changed after percent
initial order placement through telephone 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 (Number of sales order line items changed after percent
initial order placement through the internet initial order placement through the internet /
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 (Number of sales order line items changed after percent
initial order placement through WAP 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 e-commerce Percentage of revenue attributed to e-commerce percent
for the current period for the current period
Percentage of revenue attributed to e-commerce Percentage of revenue attributed to e-commerce percent
three reporting periods ago (three reporting periods prior)
Percentage of revenue attributed to indirect Percentage of revenue attributed to indirect percent
sources three reporting periods ago sources (three reporting periods prior)
Percentage of revenue attributed to indirect Percentage of revenue attributed to indirect percent
sources for the current period sources for the current period
Overhead cost to perform the process "manage (Overhead cost to perform the process "manage percent
sales orders" as a percentage of total process cost sales orders" / Total cost to perform the process
"manage sales orders") * 100.0
Percentage of revenue attributed to direct sources Percentage of revenue attributed to direct sources percent
for the current period for the current period
Total cost to perform the process "manage sales (Total cost to perform the process "manage sales percent
orders" as a percentage of total order-to-cash orders" / (Total cost to perform the process
process cost "manage sales orders" + Total cost to perform the
process "process customer credit" + Total cost to
perform the process "invoice customer" + Total
cost to perform the process "process accounts
receivable (AR)" + Total cost to perform the
process "manage and process collections" + Total
cost to perform the process "manage and process
adjustments/deductions")) * 100
Total cost to perform the process group "Plan for (Total cost to perform the supply chain function * dollars
and align supply chain resources" per process Percentage of total cost to perform the supply
group FTE chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * .01) / Number of FTEs
who perform the process group "plan for and align
supply chain resources"
Personnel cost to perform the process group "Plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per process Percentage of total cost to perform the supply
group FTE chain function "deliver products and services"
allocated to 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 cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to personnel cost * .000001) / Number of
FTEs who perform the process group "plan for and
align supply chain resources"
Systems cost to perform the process group "plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per Percentage of total cost to perform the supply
$100,000 revenue chain function "deliver products and services"
allocated to 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 cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to systems cost * .000001) / (Total
business entity revenue * .00001)
Outsourced cost to perform the process group (Total cost to perform the supply chain function * dollars
"plan for and align supply chain resources" per Percentage of total cost to perform the supply
$1,000 revenue chain function "deliver products and services"
allocated to 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 cost * .
0001) / (Total business entity revenue * .001)
Percentage of the total cost of the supply chain Percentage of total cost to perform the supply percent
function allocated to the process group "Plan for chain function "deliver products and services"
and align supply chain resources" allocated to process group "plan for and align
supply chain resources"
Total cost to perform the process group "plan for (Total cost to perform the supply chain function * dollars
and align supply chain resources" per $1,000 Percentage of total cost to perform the supply
revenue chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * .01) / (Total business
entity revenue * .001)
Total cost of quality per $100,000 revenue Total cost of quality / (Total business entity dollars
revenue * 0.000010)
Total annual cost takeout savings obtained on Total annual cost takeout savings obtained on dollars
purchased goods and services purchased goods and services
Total annual cost avoidance savings obtained on Total annual cost avoidance savings obtained on dollars
purchased goods and services purchased goods and services
Total annual personnel cost to perform the (Total cost to perform the process group "procure dollars
procurement process group per $1,000 revenue materials and services" * Percentage of total
procurement cost allocated to personnel cost * .
01) / (Total business entity revenue * .001)
Total annual systems cost to perform the (Total cost to perform the process group "procure dollars
procurement process group per $100,000 revenue materials and services" * Percentage of total
procurement cost allocated to systems cost * .
01) / (Total business entity revenue * .00001)
Systems cost to perform the procurement process (Total cost to perform the process group "procure dollars
group per process group FTE materials and services" * Percentage of total
procurement cost allocated to systems cost * .
01) / Number of FTEs who perform the process
group "procure materials and services"
Total annual overhead cost to perform the (Total cost to perform the process group "procure dollars
procurement process group per process group FTE materials and services" * Percentage of total
procurement cost allocated to overhead cost * .01)
/ Number of FTEs who perform the process group
"procure materials and services"
Annual percentage change in savings in Goods Not Annual percentage change in savings in Goods Not percent
For Resale (GNFR) For Resale (GNFR)
Total cost to perform the process group "procure Total cost to perform the process group "procure dollars
materials and services" per business entity materials and services" / Number of business
employee entity employees
Cost to source per $1,000 total revenue Total cost to source / (Total business entity dollars
revenue * 0.0010)
Percentage of the total cost of the supply chain Percentage of total cost to perform the supply percent
function allocated to the process group "Procure chain function "deliver products and services"
materials and services" allocated to process group "procure materials and
services"
Total cost to perform the procurement process (Total cost to perform the process group "procure percent
group as a percentage of cost of goods sold materials and services" / Cost of goods sold
(COGS) (COGS)) * 100
Total cost to perform the process group "procure (Total cost to perform the process group "procure percent
materials and services" as a percentage of materials and services" / Total business entity
revenue revenue) * 100
Total cost to perform the process group "procure Total cost to perform the process group "procure dollars
materials and services" per $1,000 revenue materials and services" / (Total business entity
revenue * .001)
Total cost to perform the process group "procure Total cost to perform the process group "procure dollars
materials and services" per $1,000 purchases materials and services" / (Value of all materials
and services purchased * .001)
Total cost to perform the process group "procure Total cost to perform the process group "procure dollars
materials and services" per $1 billion revenue materials and services" / (Total business entity
revenue * .000000001)
Average procure-to-pay cycle time in days for Average procure-to-pay cycle time in days for days
services services
Days payable Days payable outstanding days
Average procure-to-pay cycle time in days Average procure-to-pay cycle time in days for days
goods
Average cycle time in days for sourcing events for Average cycle time in days for sourcing events for days
the procurement process group the procurement process group
Average cycle time in days to establish a contract Average cycle time in days to establish a contract days
with a supplier with a supplier
Average cycle time in days to set up a supplier in Average cycle time in days to set up a supplier in days
the procurement system the procurement system
Average procure-to-pay cycle time in days for Average procure-to-pay cycle time in days for days
goods goods
Average supplier lead time in days on purchased Average supplier lead time on purchased days
materials materials
Number of FTEs that perform the process group Percentage of FTEs performing procurement FTEs
"procure materials and services" per $1 billion processes dedicated to ordering materials and
purchases services / (Value of all materials and services
purchased * .000000001)
Transaction amount per purchase order Average transaction amount per purchase order dollars
Total annual cost takeout savings per $500 million Total annual cost takeout savings obtained on dollars
purchases purchased goods and services / (Value of all
materials and services purchased * 0.000000002)
Total annual cost avoidance savings per $500 Total annual cost avoidance savings obtained on dollars
million purchases purchased goods and services / (Value of all
materials and services purchased * 0.000000002)
Net Promoter Score (NPS) of the procurement Net Promoter Score (NPS) of the procurement percent
function stakeholders function stakeholders
Manual transmission rate for direct materials and Percentage of purchase orders for direct materials percent
services purchase orders and services transmitted to the vendor manually.
Percentage of purchase order line items Percentage of purchase order line items percent
transacted via a portal transacted via portal
Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: electronic request direct to internal purchasing
electronic request direct to internal purchasing department / Number of purchase requisition line
department items processed) * 100.0
Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: other request methods / Number of purchase
other requisition line items processed) * 100.0
Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: paper request / Number of purchase requisition
paper line items processed) * 100.0
Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: telephone request direct to internal purchasing
telephone request direct to internal purchasing department / Number of purchase requisition line
department items processed) * 100.0
Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: telephone request direct to vendor / Number of
telephone request direct to vendor purchase requisition line items processed) * 100.0
Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: electronic request direct to vendor / Number of
electronic request direct to vendor purchase requisition line items processed) * 100.0
Percentage of procurement process group staff Percentage of procurement department staff with percent
with formal training in negotiations formal training in negotiations
Percentage of transactions that are processed by Percentage of transactions processed by EPC or Percent
the business entity’s EPC (Engineering, EPCM partners
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
Percentage of unique suppliers who are active (Number of active unique suppliers in vendor percent
suppliers master file / Number of unique suppliers in vendor
master file) * 100
Number of items received by the business entity Number of items received / Number of FTEs who items
per procurement process group FTE perform the process group "procure materials and
services"
Direct materials and services value as a (Value of all direct materials and services percent
percentage of cost of goods sold purchased / Cost of goods sold (COGS)) * 100
Typical savings goal of the procurement process Percentage of savings goal that the procurement percent
group set to deliver on sourcing events/projects organization delivers on sourcing events/projects
Typical achieved savings of the procurement Percentage of achieved savings that the percent
process group set to deliver on sourcing procurement organization delivers on sourcing
events/projects events/projects
Percentage of procurement process group FTEs Percentage of procurement process group FTEs percent
associated with direct materials and services associated with direct materials and services
Percentage of procurement process group FTEs Percentage of procurement process group FTEs percent
associated with indirect materials and services associated with indirect materials and services
Percentage of purchase orders associated with Percentage of purchase orders associated with percent
direct materials and services direct materials and services
Percentage of purchase orders associated with Percentage of purchase orders associated with percent
indirect materials and services indirect materials and services
Average payment days for negotiated payment Average payment days for negotiated payment days
terms terms
Percentage of procurement costs allocated to Percentage of procurement costs allocated to percent
direct materials and services purchases direct materials and services purchases
Scrap and rework costs as a percentage of cost of The business entity's scrap and rework costs as a percent
goods sold percentage of cost of goods sold
Manufacturing controllable cost as a percentage of (Manufacturing controllable costs / Total business percent
revenue entity revenue) * 100.0
Overhead costs as a percentage of cost of goods Overhead cost as a percentage of cost of goods percent
sold sold
Scrap and rework costs as a percentage of sales Scrap and rework costs as a percentage of sales percent
Engineering change order (ECO) cycle time in days Engineering change-order cycle time in days days
Maximum elapsed time in hours to engineer, Maximum elapsed time it takes to engineer, hours
select, and negotiate with suppliers and order select, and negotiate with suppliers and order
materials for customized configuration of non- materials for customized configuration of non-
standard items (capability model engineer-to- standard items (capability model engineer-to-
order only) order only)
Direct labor availability for manufacturing Percentage of direct labor in manufacturing that is percent
available for manufacturing activities
Asset turns Total asset turn rate turns
Percentage of defective parts per million Percentage of defective parts per million percent
Turnover rate for manufacturing personnel Turnover rate for manufacturing personnel percent
Inventory obsolescence as a percentage of total Value of inventory obsolescence as a percentage percent
inventory of total inventory value
Material costs as a percentage of cost of goods Material cost as a percentage of cost of goods sold percent
sold
Cost to deliver per $1,000 total revenue Total cost to deliver / (Total business entity dollars
revenue * 0.0010)
Percentage of the total cost of the supply chain Percentage of total cost to perform the supply percent
function allocated to the process group "Deliver chain function "deliver products and services"
service to customer" allocated to process group "deliver service to
customer"
Total cost to perform the process group "deliver (Total cost to perform the supply chain function * dollars
service to customer" per $1 billion revenue Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "deliver service to
customer" * .01) / (Total business entity revenue
* .000000001)
Total cost to perform the process group "manage (Total cost to perform the supply chain function * dollars
logistics and warehousing" per sales order placed Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "manage logistics and
warehousing" * .01) / Number of sales orders
placed
Total cost to perform the process group "manage (Total cost to perform the process group "manage percent
logistics and warehousing" as a percentage of the logistics and warehousing"/Total costs of
cost of continuing operations continuing operations)*100
Total cost to perform the process group "manage (Total cost to perform the process "define logistics dollars
logistics and warehousing" per process group FTE 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") / (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")
Total cost to perform the process group "manage (Total cost to perform the process "operate dollars
logistics and warehousing" per $1,000 revenue outbound transportation" + Total cost to perform
the process "operate warehousing" + Total cost to
perform the process "plan and manage inbound
material flow" + Total cost to perform the process
"define logistics strategy") / (Total business entity
revenue * 0.0010)
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
logistics and warehousing" per FTE that performs logistics and warehousing" /(Number of FTEs who
the processes "define logistics strategy", "plan and perform the process "operate outbound
manage inbound material flow", "operate transportation" + Number of FTEs who perform
warehousing", and "operate outbound the process "operate warehousing" + Number of
transportation" FTEs who perform the process "plan and manage
inbound material flow" + Number of FTEs who
perform the process "define logistics strategy")
Total cost to perform the process group "manage ((Total cost to perform the process "define percent
logistics and warehousing" as a percentage of logistics strategy" + Total cost to perform the
revenue process "plan and manage inbound material flow"
+ Total cost to perform the process "operate
warehousing" + Total cost to perform the process
"operate outbound transportation") / Total
business entity revenue) * 100
Total transportation cost a percentage of revenue Total annual transportation cost as a percentage percent
of revenue
Average cycle time in calendar days from delivery Average cycle time in calendar days for successful days
order to successful completion of delivery and completion of delivery and disposal of back-hauled
disposal of back-hauled goods goods
Expedited costs as a percentage of total cost of Percentage of total logistics costs that are percent
the logistics process group "manage logistics and expedited
warehousing"
Gross value of on-hand balance for typical (Gross value of on-hand balance for typical percent
products that have sales or usage of 0 units as a products that have zero sales or usage / Total
percentage of total gross typical parts inventory gross value of on-hand balance for all typical
value products) * 100.0
Gross value of on-hand balance for typical Percentage of on-hand balance value for SKUs percent
products that have sales or usage between 101 with sales between 101 and 1000
and 1,000 units as a percentage of total gross
typical parts inventory value
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from inaccurate demand forecasts inaccurate demand forecasts
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from information technology/system failure information technology/system failure
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from late percent
from late delivery/loss in transit delivery/loss in transit
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from manufacturing equipment failure manufacturing equipment failure
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from network stock re-balances network stock re-balances
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from other issues other issues
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from poor transportation planning poor transportation planning
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from production schedule changes production schedule changes
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from raw percent
from raw material shortages material shortages
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from unavailable transport equipment unavailable transport equipment
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from transportation equipment failure transportation equipment failure
Percentage of sales orders filled completely from Percentage of sales orders completely filled from percent
the primary sourcing location primary sourcing location
Gross value of on-hand balance for service/repair (Gross value of on-hand balance for service/repair percent
parts that have sales or usage of 0 units as a parts for products with zero sales or usage / Total
percentage of total gross service/repair parts gross value of on-hand balance for all products'
inventory value service/repair parts) * 100.0
Gross value of on-hand balance for service/repair Percentage of on-hand balance for parts with sales percent
parts that have sales or usage between 101 and between 101 and 1000
1,000 units as a percentage of total gross
service/repair parts inventory value
Gross value of on-hand balance for service/repair (Gross value of on-hand balance for service/repair percent
parts that have sales or usage between 1 and 100 parts for products with sales or usage between 1
units as a percentage of total gross service/repair and 100 units / Total gross value of on-hand
parts inventory value balance for all products' service/repair parts) *
100.0
Gross value of on-hand balance for service/repair Percentage of on-hand balance for parts with sales percent
parts that have sales or usage of more than 1,000 greater than 1000
units as a percentage of total gross service/repair
parts inventory value
Forecast accuracy one planning period prior to Forecast accuracy one planning period prior to percent
production run production run
Number of FTEs that perform the process "develop (Number of FTEs who perform the process group FTEs
sourcing strategies" per $1 billion revenue "procure materials and services" * Percentage of
FTEs performing procurement processes dedicated
to providing sourcing governance and performing
category management * .01) / (Total business
entity revenue * .000000001)
Number of FTEs that perform the process "develop Percentage of FTEs performing procurement percent
sourcing strategies" as a percentage of processes dedicated to providing sourcing
procurement process group FTEs governance and performing category
management
Number of FTEs dedicated to retail buying and Number of FTEs employed for buying and FTEs
merchandising activities per $1 billion revenue purchasing activities / (Total business entity
revenue * .000000001)
Total cost to perform the contracts management (Total cost of the contracts management percent
function as a percentage of revenue function /Total business entity revenue) * 100
Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" per process FTE and develop/maintain contracts" / Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts"
Systems cost to perform the process "select Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Value
$100,000 purchases of all materials and services purchased *
0.000010)
Systems cost to perform the process "select Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Total
$100,000 revenue business entity revenue * 0.000010)
Number of FTEs that perform the process "select Percentage of FTEs performing procurement percent
suppliers and develop/maintain contracts" as a processes dedicated to selecting suppliers and
percentage of procurement process group FTEs developing/maintaining contracts
Number of FTEs that perform the process "select (Number of FTEs who perform the process group FTEs
suppliers and develop/maintain contracts" per $1 "procure materials and services" * Percentage of
billion purchases FTEs performing procurement processes dedicated
to selecting suppliers and developing/maintaining
contracts * .01) / (Value of all materials and
services purchased * .000000001)
Total number of contracts management FTEs per Number of FTEs dedicated to the contracts FTEs
$1 billion revenue management function / (Total business entity
revenue * 0.000000001)
Total cost to perform the process "develop (Total cost to perform the process "develop percent
sourcing strategies" as a percentage of total sourcing strategies" / Total cost to perform the
procurement process group cost process group "procure materials and services") *
100
Percentage of contracts management FTEs that Percentage allocation of contracts management percent
perform the processes "draft, negotiate, and function FTEs dedicated to the process "draft,
execute contracts and perform project and project negotiate, and execute contracts and perform
team initiation" project and project team initiation"
Percentage of contracts management FTEs that Percentage allocation of contracts management percent
perform the processes "manage and monitor function FTEs dedicated to the process "manage
contract administration” and monitor contract administration"
Number of FTEs that perform the process "order (Number of FTEs who perform the process group FTEs
materials and services" per $1 billion revenue "procure materials and services" * Percentage of
FTEs performing procurement processes dedicated
to ordering materials and services * .01) / (Total
business entity revenue * .000000001)
Number of FTEs that perform the process "order Percentage of FTEs performing procurement percent
materials and services" as a percentage of processes dedicated to ordering materials and
procurement process group FTEs services
Number of purchase requisition line items Number of purchase requisition line items purchase
processed per "order materials/services" FTE processed / (Number of FTEs who perform the requisition line
process group "procure materials and services" * items
Percentage of FTEs performing procurement
processes dedicated to ordering materials and
services * .01)
Number of purchase orders processed per FTE that Number of purchase orders placed / (Number of purchase orders
performs the process "order materials and FTEs who perform the process group "procure
services" materials and services" * Percentage of FTEs
performing procurement processes dedicated to
ordering materials and services * .01)
Total cost to perform the process "select suppliers (Total cost to perform the process "select suppliers percent
and develop/maintain contracts" as a percentage and develop/maintain contracts" / Total cost to
of total procurement process group cost perform the process group "procure materials and
services") * 100
Total cost to perform the process "order materials (Total cost to perform the process "order materials percent
and services" as a percentage of total and services" / Total cost to perform the process
procurement process group cost group "procure materials and services") * 100
Percentage of purchase orders that go through a Percentage of purchase orders that go through a Percent
formal notification/acceptance process with formal notification/acceptance process with
supplier supplier
Value of materials purchases as a percentage of Value of materials purchases as a percentage of Percent
total purchases total purchases
Value of services purchases as a percentage of Value of services purchases as a percentage of Percent
total purchases total purchases
Value of EPC or EPCM purchases as a percentage Value of EPC or EPCM purchases as a percentage Percent
of total purchases of total purchases
Value of other purchases as a percentage of total Value of other purchases as a percentage of total Percent
purchases purchases
Number of FTEs that perform the process "manage (Number of FTEs who perform the process group FTEs
suppliers" per $1 billion revenue "procure materials and services" * Percentage of
FTEs performing procurement processes dedicated
to managing suppliers * .01) / (Total business
entity revenue * .000000001)
Finished-product first-pass quality yield for Finished-product first-pass quality yield for percent
primary products primary products
Production schedule attainment during a primary Production schedule attainment during a primary percent
products planning period products planning period
Raw material inventory turns Raw material inventory turn rate turns
Actual production rate as a percentage of the Actual production rate as a percentage of the percent
maximum capable production rate maximum for primary products
Work-in-process (WIP) inventory days of supply 365 / WIP inventory turn rate in turns days
Work-in-process (WIP) inventory turns WIP inventory turn rate in turns turns
Raw material inventory days of supply 365 / Raw material inventory turn rate days
Number of units produced per year Number of units produced per year units
Total cost to perform the process "operate (Total cost to perform the process "operate percent
warehousing" as a percentage of cost of goods warehousing" / Cost of goods sold (COGS)) * 100.0
sold
Total cost to perform the process "operate Total cost to perform the process "operate dollars
warehousing" per process FTE warehousing" /Number of FTEs who perform the
process "operate warehousing"
Total cost to perform the process "operate Total cost to perform the process "operate dollars
warehousing" per $1,000 revenue warehousing" / (Total business entity revenue *
0.0010)
Total cost to perform the process "operate Total cost to perform the process "operate dollars
warehousing" per sales order fulfilled warehousing" / Number of sales orders fulfilled
Overhead cost to perform the process "operate Overhead cost to perform the process "operate dollars
warehousing" per $1,000 revenue warehousing" / (Total business entity revenue *
0.0010)
Other cost to perform the process "operate Costs other than personnel, systems, overhead, dollars
warehousing" per $1,000 revenue and outsourced to perform the process "operate
warehousing" / (Total business entity revenue *
0.0010)
Percentage of finished goods inventory requiring Percentage of finished goods inventory requiring percent
special handling or storage special handling or storage
Truck customer waiting time in minutes Truck customer waiting time in minutes minutes
Personnel cost to perform the process "operate Personnel cost to perform the process "operate dollars
outbound transportation" per process FTE outbound transportation" / Number of FTEs who
perform the process "operate outbound
transportation"
Transportation cost per mile Transportation cost per mile dollars
Personnel cost to perform the process "plan and Personnel cost to perform the process "plan and dollars
manage inbound material flow" per process FTE manage inbound material flow" / Number of FTEs
who perform the process "plan and manage
inbound material flow"
Systems cost to perform the process "operate Systems cost to perform the process "operate dollars
outbound transportation" per $100,000 revenue outbound transportation" / (Total business entity
revenue * 0.000010)
Outsourced cost to perform the process "operate Outsourced cost (excluding freight) to perform the dollars
outbound transportation" per $1,000 revenue process "operate outbound transportation" /(Total
business entity revenue * .001)
Freight cost to perform the process "operate Freight cost to perform the process "operate dollars
outbound transportation" per $1,000 revenue outbound transportation" / (Total business entity
revenue * 0.0010)
Personnel cost to perform the process "operate Personnel cost to perform the process "operate dollars
outbound transportation" per $1,000 revenue outbound transportation" / (Total business entity
revenue * 0.0010)
Other cost to perform the process "operate Costs other than personnel, systems, overhead, dollars
outbound transportation" per $1,000 revenue outsourced and freight to perform the process
"operate outbound transportation" /(Total business
entity revenue * .001)
Overhead cost to perform the process "operate Overhead cost to perform the process "operate dollars
outbound transportation" per $1,000 revenue outbound transportation" /(Total business entity
revenue * .001)
Total cost to perform the process "operate (Total cost to perform the process "operate percent
outbound transportation" as a percentage of cost outbound transportation" / Cost of goods sold
of goods sold (COGS)) * 100.0
Total cost to perform the process "operate Total cost to perform the process "operate dollars
outbound transportation" per process FTE outbound transportation" / Number of FTEs who
perform the process "operate outbound
transportation"
Total cost to perform the process "operate Total cost to perform the process "operate dollars
outbound transportation" per $1,000 revenue outbound transportation" / (Total business entity
revenue * 0.0010)
Approved preferred/core carriers for primary (Number of approved preferred/core carriers for percent
transportation as a percentage of total carriers primary transportation mode / Number of carriers
used for primary transportation used for primary transportation mode in the last
twelve months) * 100.0
Premium freight charges as a percentage of total Premium freight charges as a percentage of total percent
freight charges freight
Percentage of sales orders scheduled to customer Percentage of sales orders scheduled according to percent
request customer request
Average weight, in pounds, of large/bulky Average weight of large/bulky deliveries pounds
deliveries completed completed
Average volume, in cubic feet, of large/bulky Average volume of large/bulky deliveries cubic feet
deliveries completed completed
Average number of items included in a large/bulky Average number of items included in a large/bulky items
delivery delivery
Total annual value of large/bulky products Total annual value of large/bulky products dollars
delivered by the organization per delivery/service delivered by the organization / Consumer
area square mile delivery/service area in square miles
Total cost to perform the process group "develop Total cost to perform the process group "develop dollars
customer care/customer service strategy" per customer care/customer service strategy" / (Total
$1,000 revenue business entity revenue * 0.0010)
Total cost to perform the process group "develop Total cost to perform the process group "develop dollars
customer care/customer service strategy" per customer care/customer service strategy" /
sales order Number of sales orders fulfilled
Total cost to perform the process group "develop Total cost to perform the process group "develop dollars
customer care/customer service strategy" per customer care/customer service strategy" /
sales order line item Number of sales order line items
Overhead cost to perform the process group Overhead cost to perform the process group dollars
"develop customer care/customer service "develop customer care/customer service
strategy" per $1,000 revenue strategy" / (Total business entity revenue *
0.0010)
Other cost to perform the process group "develop Costs other than personnel, systems, overhead, dollars
customer care/customer service strategy" per and outsourced to perform the process group
$1,000 revenue "develop customer care/customer service
strategy" / (Total business entity revenue *
0.0010)
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"develop customer care/customer service "develop customer care/customer service
strategy" per $1,000 revenue strategy" / (Total business entity revenue *
0.0010)
Outsourced cost to perform the process group Outsourced cost to perform the process group dollars
"develop customer care/customer service "develop customer care/customer service
strategy" per $1,000 revenue strategy" / (Total business entity revenue *
0.0010)
Centrally managed systems cost to perform the (Centrally managed systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Centrally
customer service requests/inquiries", and managed systems cost to perform the processes
"manage customer complaints" per active "manage customer service requests/inquiries" and
customer "manage customer complaints") / Number of
active customers in customer master file
Contact center systems cost to perform the (Contact center systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Contact center
customer service requests/inquiries", and systems cost to perform the processes "manage
"manage customer complaints" per inbound customer service requests/inquiries" and "manage
contact customer complaints") / Total number of inbound
contacts
Contact center systems cost to perform the (Contact center systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Contact center
customer service requests/inquiries", and systems cost to perform the processes "manage
"manage customer complaints" per $1,000 customer service requests/inquiries" and "manage
revenue customer complaints") / (Total business entity
revenue * 0.0010)
Centrally managed systems cost to perform the (Centrally managed systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Centrally
customer service requests/inquiries", and managed systems cost to perform the processes
"manage customer complaints" per inbound "manage customer service requests/inquiries" and
contact "manage customer complaints") / Total number of
inbound contacts
Business to business inbound contacts as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts considered "business to business"
Business to consumer inbound contacts as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts considered "business to consumer"
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per customer service FTE customer complaints" / Number of FTEs who
perform the customer service function
Outsourced cost to perform the processes Outsourced cost to perform the processes dollars
"manage customer requests/inquiries" and "manage customer service requests/inquiries" and
"manage customer complaints" per $1,000 "manage customer complaints" / (Total business
revenue entity revenue * 0.0010)
Outsourced cost to perform the processes (Outsourced cost to perform the process "manage dollars
"manage sales orders", "manage customer service sales orders" + Outsourced cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per $1,000 revenue requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)
Outsourced cost to perform the processes (Outsourced cost to perform the process "manage dollars
"manage sales orders", "manage customer service sales orders" + Outsourced cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per inbound contact requests/inquiries" and "manage customer
complaints") / Total number of inbound contacts
Outsourced cost to perform the processes (Outsourced cost to perform the processes percent
"manage customer requests/inquiries" and "manage customer service requests/inquiries" and
"manage customer complaints" as a percentage of "manage customer complaints" / Total cost to
the total cost of the processes perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Overhead cost to perform the processes "manage (Overhead cost to perform the processes "manage percent
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" as a percentage of the total customer complaints" / Total cost to perform the
cost to perform the processes processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Overhead cost to perform the processes "manage Overhead cost to perform the processes "manage dollars
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per $1,000 revenue customer complaints" / (Total business entity
revenue * 0.0010)
Other cost to perform the processes "manage (Costs other than personnel, systems, overhead, percent
customer requests/inquiries" and "manage and outsourced to perform the processes "manage
customer complaints" as a percentage of the total customer service requests/inquiries" and "manage
cost to perform the processes 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 Costs other than personnel, systems, overhead, dollars
customer requests/inquiries" and "manage and outsourced to perform the processes "manage
customer complaints" per $1,000 revenue customer service requests/inquiries" and "manage
customer complaints" / (Total business entity
revenue * 0.0010)
Outsourced cost to perform the processes Outsourced cost to perform the processes dollars
"manage customer service requests/inquiries" and "manage customer service requests/inquiries" and
"manage customer complaints" per inbound call "manage customer complaints" / Number of
received through IVR DTMF inbound calls received through IVR DTMF
Outsourced cost to perform the processes Outsourced cost to perform the processes dollars
"manage customer service requests/inquiries" and "manage customer service requests/inquiries" and
"manage customer complaints" per call received "manage customer complaints" / Number of
through IVR speech inbound calls received through IVR speech
Outsourced cost to perform the processes Outsourced cost to perform the processes dollars
"manage customer service requests/inquiries" and "manage customer service requests/inquiries" and
"manage customer complaints" per web "manage customer complaints" / Number of
transactions contact inbound contacts through web transactions
Personnel cost to perform the processes "manage (Personnel cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Personnel cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per active customer requests/inquiries" and "manage customer
complaints") / Number of active customers in
customer master file
Personnel cost to perform the processes "manage (Personnel cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Personnel cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per inbound contact requests/inquiries" and "manage customer
complaints") / Total number of inbound contacts
Personnel cost to perform the processes "manage (Personnel cost to perform the processes "manage percent
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" as a percentage of the total customer complaints" / Total cost to perform the
cost to perform the processes processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per $1,000 revenue customer complaints" / (Total business entity
revenue * 0.0010)
Total cost to perform the processes "manage Total cost to perform the processes "manage dollars
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per customer service FTE customer complaints" / Number of FTEs who
perform the customer service function
Percentage of inbound calls monitored by QAM Percentage of inbound calls monitored by QAM percent
and scored by supervisors and scored by supervisors
Average number of contact center seats per Number of seats / Number of contact centers seats
contact center included
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
Calls routed to a live agent as a percentage of Calls routed to a live agent as a percentage of percent
total inbound calls total inbound calls
Calls abandoned in the agent queue as a Calls abandoned in the agent queue as a percent
percentage of total inbound calls percentage of total inbound calls
Caller authentication rate for IVR Caller authentication rate for IVR percent
Percentage of inbound email contacts outsourced (Number of total inbound contacts outsourced to a percent
to a third-party provider third-party for contacts received through 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 postal mail contacts (Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider 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 contacts with CTI that have Percentage of contacts with CTI that have percent
information pop up on the agent's desktop information pop up on the agent’s desktop
Percentage of active customers with service level Percentage of active customers with service level percent
based on customer segmentation based on customer segmentation
Number of agent FTEs per direct supervisor FTE Number of agent FTEs / (Number of general agent FTEs
service FTEs employed to manage agents +
Number of vital service FTEs employed to manage
agents)
Agent FTEs evaluated using sliding/interdependent Agent FTEs evaluated using sliding/interdependent percent
agent targets as a percentage of all agent FTEs agent targets as a percentage of all agent FTEs
Percentage of inbound phone contacts outsourced (Inbound contacts received through telephone percent
to a third-party provider 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
Percentage of transferred calls that are Percentage of transferred calls that are percent
misdirected misdirected
Percentage of active customers with active web Percentage of active customers with active web percent
accounts accounts
Transferred calls as a percentage of total inbound Transferred calls as a percentage of total inbound percent
calls calls
South Asia contact center employees as a ( Number of contact center employees in South percent
percentage of total contact center employees Asia/Number of contact center employees )*100
Southeast Asia contact center employees as a ( Number of contact center employees in percent
percentage of total contact center employees Southeast Asia/Number of contact center
employees )*100
Southern Europe contact center employees as a ( Number of contact center employees in percent
percentage of total contact center employees Southern Europe/Number of contact center
employees )*100
US and Canadian contact center employees as a ( Number of contact center employees in the percent
percentage of total contact center employees United States or Canada/Number of contact center
employees )*100
Western Europe contact center employees as a ( Number of contact center employees in Western percent
percentage of total contact center employees Europe/Number of contact center employees )*100
Central/South America contact center employees ( Number of contact center employees in Central percent
as a percentage of total contact center employees or South America/Number of contact center
employees )*100
China, Russia, and Central Asia contact center ( Number of contact center employees in China, percent
employees as a percentage of total contact center Russia, or Central Asia/Number of contact center
employees employees )*100
East Asia contact center employees as a ( Number of contact center employees in East percent
percentage of total contact center employees Asia/Number of contact center employees )*100
Inbound contacts received via phone as a (Number of inbound contacts through calls / Total percent
percentage of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via email as a (Number of inbound contacts through email / Total percent
percentage of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via fax as a percentage (Number of inbound contacts through fax / Total percent
of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via web chat or instant (Number of inbound contacts through online chat / percent
messaging as a percentage of total inbound Total number of inbound contacts) * 100.0
contacts
Number of inbound contacts through channels (Inbound contacts received through channels percent
other than phone, email, web self-service, web other than phone, email, web self-service, web
chat or instant messaging, dedicated mobile apps, chat or instant messaging (including virtual
SMS, social media, or postal mail as a percentage agents), a dedicated mobile application, SMS,
of total inbound contacts social media, or postal mail / Total number of
inbound contacts) * 100.0
Inbound contacts received via postal mail as a (Number of inbound contacts through postal mail / percent
percentage of total inbound contacts Total number of inbound contacts) * 100.0
Inbound contacts received via web self-service as (Inbound contacts received through web self- percent
a percentage of total inbound contacts service / Total number of inbound contacts) *
100.0
Business to business inbound calls as a (Number of inbound calls that are business to percent
percentage of total inbound calls business / Number of inbound calls) * 100.0
Business to consumer inbound calls as a (Number of inbound calls that are business to percent
percentage of total inbound calls consumer / Number of inbound calls) * 100.0
Call service level Service level seconds
First contact resolution rate for phone contacts First contact resolution rate for phone contacts percent
First contact resolution rate for postal mail First contact resolution rate for postal mail percent
First contact resolution rate for SMS First contact resolution rate for SMS (mobile phone percent
short message service) contacts
Percentage of inbound social media contacts (Inbound contacts received through social media percent
outsourced to a third-party provider (including discussion forums, Facebook, Twitter,
etc.) 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 employee time spent servicing Percentage of employee time spent working in the percent
customers via social media channels social media channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in the percent
customers via website channel website channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in the percent
customers via social media channel social media channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in the percent
customers via traditional face-to-face channel face-to-face channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in percent
customers via contact center channel the contact center channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in percent
customers via business-to-business channel B2B channels other than website, mobile
applications, social media, face-to-face contact, or
contact centers channel servicing customers
Annual percentage change in number of retail Annual percentage change in number of percent
customer complaints complaints
Total cost to perform the process group "recruit, Total cost to perform the process group "recruit, percent
source, and select employees" as a percentage of source, and select employees" / Total SG&A costs
selling, general, and administrative (SGA) costs * 100
Outsourced cost to perform the process group Outsourced cost to perform the process group dollars
"recruit, source, and select" per $1,000 revenue "recruit, source, and select" / (Total business
entity revenue * 0.001)
Total cost to perform the process group "recruit, Total cost to perform the process group "recruit, dollars
source, and select employees" per senior source, and select employees" / (Total number of
management/executive new hire new hires * Senior management/executive new
hires percentage * 0.01)
Total cost to perform the process group "recruit, Total cost to perform the process group "recruit, dollars
source, and select employees" per middle source, and select employees" / (Total number of
management/specialist new hire new hires * Middle management/specialist new
hires percentage * 0.01)
Total number of job applications received per FTE Number of job applications received / Number of applications
that performs the process group "recruit, source, FTEs who perform the process group "recruit,
and select employees" source, and select employees"
Number of new hires per FTE that performs the Total number of new hires / Number of FTEs who new hires
process group "recruit, source, and select perform the process group "recruit, source, and
employees" select employees"
Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "recruit, source, and FTEs who perform the process group "recruit,
select employees" source, and select employees"
Number of hours invested by hiring decision Number of hours invested by hiring decision hours
makers per senior management/executive new makers per senior management/executive new
hire hire
Number of hours invested by hiring decision Number of hours invested by hiring decision hours
makers per middle management/specialist new makers per middle management/specialist new
hire hire
Percentage of "recruit, source, and select Percentage of inquiries received for the process percent
employees" inquiries received via digital group "recruit, source and select employees"
communication channels through digital communication channels
Percentage of "recruit, source, and select Percentage of the total inquiries received monthly percent
employees" inquiries received via e-mail for the process group "recruit, source, and select
employees" via e-mail
Percentage of "recruit, source, and select Percentage of inquiries received monthly for the percent
employees" inquiries received via channels other process group "recruit, source, and select
than e-mail, phone, and face-to-face employees" via channels other than e-mail, phone,
and face-to-face interaction
Percentage of "recruit, source, and select Percentage of inquiries received monthly for the percent
employees" inquiries received via face-to-face process group "recruit, source, and select
employees" via face-to-face interaction
Percentage of "recruit, source, and select Percentage of inquiries received for the process percent
employees" inquiries received via non-digital group "recruit, source and select employees"
communication channels through non-digital communication channels
Percentage of "recruit, source, and select Percentage of inquiries received monthly for the percent
employees" inquiries received via phone process group "recruit, source, and select
employees" via phone
Permanent full-time new hires as a percentage of Permanent full-time positions as a percentage of percent
total new hires total new hires
Permanent part-time new hires as a percentage of Permanent part-time positions as a percentage of percent
total new hires total new hires
Total cost to perform the process group "reward Total cost to perform the process group "reward dollars
and retain employees" per process group FTE and retain employees" / Number of FTEs who
perform the process group "reward and retain
employees"
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"reward and retain employees" per process group "reward and retain employees" / Number of FTEs
FTE who perform the process group "reward and retain
employees"
Total cost to perform the process group "reward (Total cost to perform the process group "reward percent
and retain employees" as a percentage of selling, and retain employees" / Total SG&A costs) * 100
general, and administrative (SGA) costs
Total personnel cost per business entity FTE Personnel cost of business entity FTEs / Number of dollars
business entity FTEs
Total cost to perform the HR function per FTE that Total cost to perform the function "develop and dollars
performs the process group "reward and retain manage human capital" / Number of FTEs who
employees" perform the process group "reward and retain
employees"
Average salary including base, overtime, and (Total base pay for operational worker/office staff dollars
variable pay for operational workers or 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 (Total base pay for senior management/executive dollars
variable pay for senior management or executives employees + Total overtime pay for senior
management/executive employees + Total
variable pay for senior management/executive
employees) / Number of senior
management/executive employees
Total cost to perform the process group "reward Total cost to perform the process group "reward dollars
and retain employees" per business entity and retain employees" / Number of business entity
employee employees
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"reward and retain employees" per business entity "reward and retain employees" / Number of
employee business entity employees
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"reward and retain employees" per $1,000 "reward and retain employees" / (Total business
revenue entity revenue * 0.001)
Number of remote business entity employees per (Percentage of total employees who are remote employees
FTE that performs the process group "reward and employees * Number of business entity employees
retain employees" * 0.01) / Number of FTEs who perform the process
group "reward and retain employees"
Percentage of "reward and retain employees" Number of routine inquiries received monthly for percent
inquiries received that are routine 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" Percentage of inquiries received monthly for the percent
inquiries received via channels other than e-mail, process group "reward and retain employees" via
phone, and face-to-face channels other than e-mail, phone, and face-to-
face interaction
Number of monthly routine "reward and retain Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity the process group "reward and retain
employee employees" / Number of business entity
employees
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employees" inquiries per business entity for the process group "reward and retain
employee employees" / Number of business entity
employees
Systems cost to perform the process group (Percentage of internal cost to perform the percent
"reward and retain employees" as a percentage of process group "reward and retain employees"
the total cost to perform the process group 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"
Other cost to perform the process group "reward (Percentage of internal cost to perform the percent
and retain employees" as a percentage of total process group "reward and retain employees"
cost to perform the process 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"
Percentage of "reward and retain employees" Percentage of inquiries received monthly for the percent
inquiries received via phone process group "reward and retain employees" via
phone
Percentage of "reward and retain employees" Percentage of inquiries received monthly for the percent
inquiries received via e-mail process group "reward and retain employees" via
e-mail
Base pay per middle management or specialist Total base pay for middle management/specialist dollars
employee employees / Number of middle
management/specialist employees
Base pay per operational worker or office staff Total base pay for operational worker/office staff dollars
employee employees / Number of operational worker/office
staff employees
Base pay per senior management or executive Total base pay for senior management/executive dollars
employee employees / Number of senior
management/executive employees
Number of vacation days per year per employee Number of vacation days per year per employee days
Personnel cost to perform the process group (Personnel cost to perform the process group percent
"reward and retain employees" as a percentage of "reward and retain employees" / Total cost to
the total cost to perform the process group perform the process group "reward and retain
employees") * 100
Overhead and other costs of the process group (Internal overhead and other cost to perform the percent
"reward and retain employees" as a percentage of process group "reward and retain employees" /
the total cost to perform the process group Total cost to perform the process group "reward
and retain employees") * 100
Percentage of FTEs that perform the process group (Number of middle management/specialist FTEs percent
"reward and retain employees" that are middle who perform the process group "reward and retain
management/specialists employees" / Number of FTEs who perform the
process group "reward and retain employees") *
100
Percentage of FTEs that perform the process group (Number of operational worker/office staff FTEs percent
"reward and retain employees" that are who perform the process group "reward and retain
operational workers/office staff employees" / Number of FTEs who perform the
process group "reward and retain employees") *
100
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"redeploy and retire employees" per $1,000 "redeploy and retire employees" / (Total business
revenue entity revenue * 0.0010)
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"redeploy and retire employees" per business "redeploy and retire employees" / Number of
entity employee business entity employees
Total cost to perform mobility management (Total cost to perform the process "relocate dollars
processes per $1,000 revenue employees and manage assignments" + Total cost
to perform the process "manage expatriates") /
(Total business entity revenue * .001)
Response time in hours for routine "redeploy and Response time in hours for a routine inquiry for hours
retire employees" inquiries the process group "redeploy and retire
employees"
Response time in hours for non-routine "redeploy Response time in hours for a non-routine inquiry hours
and retire employees" inquiries for the process group "redeploy and retire
employees"
Number of remote business entity employees per (Percentage of total employees who are remote employees
FTE that performs the process group "redeploy employees * Number of business entity employees
and retire employees" * 0.01) / Number of FTEs who perform the process
group "redeploy and retire employees"
Number of internal hires per "redeploy and retire Number of vacancies filled by internal candidates / internal hires
employees" FTE Number of FTEs who perform the process group
"redeploy and retire employees"
Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "redeploy and retire FTEs who perform the process group "redeploy
employees" and retire employees"
Outsourced cost of the process group "redeploy Outsourced cost to perform the process group percent
and retire employees" as a percentage of the total "redeploy and retire employees"/Total cost to
cost to perform the process group perform the process group "redeploy and retire
employees"*100
Number of monthly non-routine "redeploy and Number of non-routine inquiries received monthly inquiries
retire employees" inquiries per business entity for the process group "redeploy and retire
employee employees" / Number of business entity
employees
Number of monthly routine "redeploy and retire Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity the process group "redeploy and retire
employee employees" / Number of business entity
employees
Percentage of "redeploy and retire employees" Number of routine inquiries received monthly for percent
inquiries received that are routine 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
Personnel cost to perform the process group (Percentage of internal cost to perform the percent
"redeploy and retire employees" as a percentage process group "redeploy and retire employees"
of the total cost to perform the process group 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"
Overhead cost to perform the process group (Percentage of internal cost to perform the percent
"redeploy and retire employees" as a percentage process group "redeploy and retire employees"
of the total cost to perform the process group 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"
Other cost to perform the process group "redeploy (Percentage of internal cost to perform the percent
and retire employees" as a percentage of the total process group "redeploy and retire employees"
cost to perform the process group 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"
Systems cost to perform the process group (Percentage of internal cost to perform the percent
"redeploy and retire employees" as a percentage process group "redeploy and retire employees"
of the total cost to perform the process group 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"
Total cost to perform the process "monitor and Total cost to perform the process "monitor and dollars
update plans" per $1,000 revenue update plans" / (Total business entity revenue * .
001)
Total cost to perform the process "monitor and Total cost to perform the process "monitor and dollars
update plans" per process FTE update plans" / Number of FTEs that perform the
process "monitor and update plans"
Number of FTEs that perform the process "monitor (Number of FTEs who perform the process group FTEs
and update plans" per $1 billion revenue "develop and manage human resources (HR)
planning, policies, and strategies" * Percentage of
FTEs who perform the process group "develop and
manage human resources (HR) planning, policies,
and strategies" who perform the process "monitor
and update plans" * 0.01) / (Total business entity
revenue * 0.000000001)
Percentage of FTEs who perform the process Percentage of FTEs who perform the process percent
group "develop and manage human resources group "develop and manage human resources
(HR) planning, policies, and strategies" who (HR) planning, policies, and strategies" who
perform the process "monitor and update plans" perform the process "monitor and update plans"
Total cost to perform the activity "develop Total cost to perform the activity "develop dollars
succession plan" per $1,000 revenue succession plan" / (Total business entity revenue *
.001)
Number of formally planned successors around Number of formally planned successors around successors
key positions key positions
Number of FTEs that perform the activity "develop Number of FTEs that perform the activity "develop FTEs
succession plan" per $1 billion revenue succession plan" / (Total business entity revenue *
.000000001)
Cycle time in days from job acceptance until new Cycle time in days from job offer acceptance until days
hire begins in the agreed position new hire begins in the agreed position, including
time for orientation and initial set-up
Number of approved job requisitions per FTE that Annual number of job requisitions / Number of job requisitions
performs the process group "recruit, source, and FTEs who perform the process group "recruit,
select employees" source, and select employees"
Number of new hires as a percentage of approved (Total number of new hires / Annual number of job percent
job requisitions requisitions) * 100
Percentage of operational worker/office staff new Percentage of operational worker/office staff percent
hire retention after 12 months employees who joined in the past 12 months who
are still within your business entity
Percentage of senior management/executive new Percentage of senior management/executive percent
hire retention after 12 months employees who joined in the past 12 months that
are still within your business entity
Percentage of middle management/specialist new Percentage of middle management/specialist percent
hire retention after 12 months employees who joined in the past 12 months that
are still within your business entity
New employees as a percentage of total business (Total number of new hires / Number of business percent
entity employees entity employees) * 100
Percentage of operational workers/office staff Percentage of management positions filled by percent
positions filled by internal promotion for the past 3 internal promotion versus external recruitment for
years operational worker/office staff employees for the
past three years
Total cost to perform the process "manage Total annual cost to perform the process "manage dollars
employee performance" per business entity employee performance" / Number of business
employee entity employees
Total cost to perform the process "manage Total annual cost to perform the process "manage dollars
employee performance" per $1,000 revenue employee performance" / (Total business entity
revenue * 0.001)
Cycle time in days for the formal performance Cycle time in days from start to finish for a formal days
review process from start to finish for middle performance review for a middle
management/specialists management/specialist employee
Cycle time in days for the formal performance Cycle time in days from start to finish for a formal days
review process from start to finish for Operational performance review for an operational
workers/office staff worker/office staff employee
Cycle time in days for the formal performance Cycle time in days from start to finish for a formal days
review process from start to finish for senior performance review for a senior
management/executives management/executive employee
Number of learning days per employee Number of days dedicated to formal learning per days
employee
Number of learning days per middle Number of days dedicated to formal learning per days
management/specialists employee middle management/specialist employee
Number of learning days per operational Number of days dedicated to formal learning per days
workers/office staff employee operational worker/office staff employee
Number of learning days per senior Number of days dedicated to formal learning per days
management/executive employee senior management/executive employee
Percentage of time spent by FTEs performing the Percentage of time spent by FTEs performing the percent
process "develop and train employees" to process "develop and train employees" to
developing learning content developing learning content
Percentage of time spent by FTEs performing the Percentage of time spent by FTEs performing the percent
process "develop and train employees" to process "develop and train employees" to
deploying/delivering learning content deploying/delivering learning content
Response time in hours for non-routine "manage Response time in hours for a non-routine inquiry hours
employee information" inquiries for the process group "manage employee
information"
Average time in days to fulfill an ad hoc Cycle time in days for the function "develop and days
information request manage human capital" to fulfill an ad hoc
information request
Response time in hours for routine "manage Response time in hours for a routine inquiry for hours
employee information" inquiries the process group "manage employee
Number of FTEs that perform the process "manage information"
(Percentage of process group "manage employee FTEs
employee inquiry process" per $1 billion revenue information" FTEs who perform the process
"manage employee inquiry process" * Number of
FTEs who perform the process group "manage
employee information" * 0.01) / (Total business
entity revenue * 0.000000001)
Number of monthly routine "manage employee Number of routine inquiries received monthly for inquiries
information" inquiries per business entity the process group "manage employee
employee information" / Number of business entity
employees
Number of monthly non-routine "manage Number of non-routine inquiries received monthly inquiries
employee information" inquiries per business for the process group "manage employee
entity employee information" / Number of business entity
employees
Percentage of "manage employee information" Number of routine inquiries received monthly for percent
inquiries received that are routine 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" Percentage of inquiries received monthly for the percent
inquiries received via channels other than e-mail, process group "manage employee information" via
phone, and face-to-face channels other than e-mail, phone, and face-to-
face interaction
Percentage of "manage employee information" Percentage of inquiries received for the process percent
inquiries received via digital communication group "manage employee information"
channels employees" through digital communication
channels
Percentage of "manage employee information" Percentage of inquiries received monthly for the percent
inquiries received via e-mail process group "manage employee information" via
e-mail
Percentage of "manage employee information" Percentage of inquiries received monthly for the percent
inquiries received via face-to-face process group "manage employee information" via
face-to-face interaction
Percentage of "manage employee information" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "manage employee information"
channels employees" through non-digital communication
channels
Number of FTEs that perform the process "manage (Percentage of process group "manage employee FTEs
human resource information systems (HRIS)" per information" FTEs who perform the process
$1 billion revenue "manage human resource information systems
(HRIS)" * Number of FTEs who perform the process
group "manage employee information" * 0.01) /
(Total business entity revenue * 0.000000001)
Number of FTEs that perform the process "develop (Percentage of process group "manage employee FTEs
and manage employee metrics" per $1 billion information" FTEs who perform the process
revenue "develop and manage employee metrics" *
Number of FTEs who perform the process group
"manage employee information" * 0.01) / (Total
business entity revenue * 0.000000001)
Number of FTEs that perform the process "develop (Percentage of process group "manage employee FTEs
and manage time and attendance" per $1 billion information" FTEs who perform the process
revenue "develop and manage time and attendance" *
Number of FTEs who perform the process group
"manage employee information" * 0.01) / (Total
business entity revenue * 0.000000001)
Cycle time in days required to resolve an Cycle time in days to resolve an employee days
employee grievance grievance
Overhead and other costs to perform the process (Overhead cost to perform the process "perform dollars
group "perform planning and management planning/budgeting/forecasting" + Costs other
accounting" per $100,000 revenue than personnel, systems, overhead, and
outsourced to perform the process "perform
planning/budgeting/forecasting" + Overhead cost
to perform the processes "perform cost accounting
and control" and "perform cost management" +
Costs other than personnel, systems, overhead,
and outsourced to perform the processes "perform
cost accounting and control" and "perform cost
management" + Overhead cost to perform the
process "evaluate and manage financial
performance" + Costs other than personnel,
systems, overhead, and outsourced to perform the
process "evaluate and manage financial
performance") / (Total business entity revenue * .
00001)
Personnel cost to perform the process group (Personnel cost to perform the process "evaluate dollars
"perform planning and management accounting" and manage financial performance" + Personnel
per $1,000 revenue cost to perform the process "perform
planning/budgeting/forecasting" + Personnel cost
to perform the processes "perform cost accounting
and control" and "perform cost management") /
(Total business entity revenue * 0.001)
Personnel cost to perform the process group (Personnel cost to perform the process "evaluate dollars
"perform planning and management accounting" and manage financial performance" + Personnel
per process group FTE cost to perform the process "perform
planning/budgeting/forecasting" + Personnel cost
to perform the processes "perform cost accounting
and control" and "perform cost management") /
(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 cost to perform the process group "perform (Total cost to perform the process "perform dollars
planning and management accounting" per planning/budgeting/forecasting" + Total cost to
$1,000 revenue perform the processes "perform cost accounting
and control" and "perform cost management" +
Total cost to perform the process "evaluate and
manage financial performance") / (Total business
entity revenue * 0.001)
Total cost to perform the process group "perform (Total cost to perform the process "perform dollars
planning and management accounting" per planning/budgeting/forecasting" + Total cost to
process group FTE perform the processes "perform cost accounting
and control" and "perform cost management" +
Total cost to perform the process "evaluate and
manage financial performance") / (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 internal cost to perform the process group ((Percentage of total cost of the process "planning, dollars
"perform planning and management accounting" budgeting, and forecasting" allocated to internal
per process group FTE costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to internal costs * .01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of total cost of the
process "evaluate and manage financial
performance" allocated to internal costs * .01 *
Total cost to perform the process "evaluate and
manage financial performance")) / (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")
Outsourced cost to perform the processes Outsourced cost to perform the processes dollars
"perform cost accounting and control" and "perform cost accounting and control" and
"perform cost management" per $1,000 revenue "perform cost management" / (Total business
entity revenue *.0010)
Personnel cost to perform the processes "perform Personnel cost to perform the processes "perform dollars
cost accounting and control" and "perform cost cost accounting and control" and "perform cost
management" per process FTE management" / Number of FTEs who perform the
processes "perform cost accounting and control"
and "perform cost management"
Personnel cost to perform the processes "perform Personnel cost to perform the processes "perform dollars
cost accounting and control" and "perform cost cost accounting and control" and "perform cost
management" per $1,000 revenue management" / (Total business entity revenue *
0.001)
Total cost to perform the processes "perform cost Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost accounting and control" and "perform cost
management" per $1,000 revenue management" / (Total business entity revenue *
0.001)
Number of contracts managed per contracts Total number of contracts managed / Number of contracts
management FTE FTEs dedicated to the contracts management
function
Percentage of contracts management FTEs that Percentage allocation of contracts management percent
perform the process "capture project employee function FTEs dedicated to the process "capture
timesheets" project employee timesheets"
Overhead cost to perform the processes "process (Overhead cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Overhead cost to
collections", and "manage and process perform the process "manage and process
adjustments/deductions" per $100,000 revenue collections" + Overhead cost to perform the
process "manage and process
adjustments/deductions") / (Total business entity
revenue * .00001)
Personnel cost to perform the order to invoice (Personnel cost to perform the process "manage dollars
processes per $1,000 revenue sales orders" + Personnel cost to perform the
process "process customer credit" + Personnel
cost to perform the process "invoice customer") /
(Total business entity revenue * 0.001)
Personnel cost to perform the processes "process (Personnel cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Personnel cost to
collections", and "manage and process perform the process "manage and process
adjustments/deductions" per $1,000 revenue collections" + Personnel cost to perform the
process "manage and process
adjustments/deductions") / (Total business entity
revenue * .001)
Personnel cost to perform the processes "process (Personnel cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Personnel cost to
collections", and "manage and process perform the process "manage and process
adjustments/deductions" per process FTE collections" + Personnel cost to perform the
process "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")
Systems cost to perform the processes "process (Systems cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Systems cost to
collections", and "manage and process perform the process "manage and process
adjustments/deductions" per $100,000 revenue collections" + Systems cost to perform the process
"manage and process adjustments/deductions") /
(Total business entity revenue * .00001)
Total cost to perform the order to invoice (Total cost to perform the process "manage sales dollars
processes per invoice line item processed orders" + Total cost to perform the process
"process customer credit" + Total cost to perform
the process "invoice customer") / Number of
billed/invoiced line items paid to your business
entity
Total cost to perform the order to invoice (Total cost to perform the process "manage sales dollars
processes per invoice processed orders" + Total cost to perform the process
"process customer credit" + Total cost to perform
the process "invoice customer") / Number of
invoices billed to customer
Total cost to perform the order to invoice (Total cost to perform the process "manage sales dollars
processes per sales order line item orders" + Total cost to perform the process
"process customer credit" + Total cost to perform
the process "invoice customer") / Number of sales
order line items
Total cost to perform the order to invoice (Total cost to perform the process "manage sales dollars
processes per sales order placed orders" + Total cost to perform the process
"process customer credit" + Total cost to perform
the process "invoice customer") / Number of sales
orders placed
Total cost to perform the processes "process (Total cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Total cost to perform
collections", and "manage and process the process "manage and process collections" +
adjustments/deductions" per Total cost to perform the process "manage and
adjustment/deduction process adjustments/deductions") / Number of
adjustments/deductions
Total cost to perform the processes "process (Total cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Total cost to perform
collections", and "manage and process the process "manage and process collections" +
adjustments/deductions" per customer receipt Total cost to perform the process "manage and
process adjustments/deductions") / Number of
receipts processed
Systems cost to perform the process group (Systems cost to perform the process "process dollars
"perform revenue accounting" per $100,000 customer credit" + Systems cost to perform the
revenue process "invoice customer" + Systems cost to
perform the process "process accounts receivable
(AR)" + Systems cost to perform the process
"manage and process collections" + Systems cost
to perform the process "manage and process
adjustments/deductions") / (Total business entity
revenue * 0.00001)
Overhead cost to perform the process group (Overhead cost to perform the process "process dollars
"perform revenue accounting" per $100,000 customer credit" + Overhead cost to perform the
revenue process "invoice customer" + Overhead cost to
perform the process "process accounts receivable
(AR)" + Overhead cost to perform the process
"manage and process collections" + Overhead
cost to perform the process "manage and process
adjustments/deductions") / (Total business entity
revenue * 0.00001)
Outsourced cost to perform the process group (Outsourced cost to perform the process "process dollars
"perform revenue accounting" per $1,000 revenue customer credit" + Outsourced cost to perform the
process "invoice customer" + Outsourced cost to
perform the process "process accounts receivable
(AR)" + Outsourced cost to perform the process
"manage and process collections" + Outsourced
cost to perform the process "manage and process
adjustments/deductions") / (Total business entity
revenue * 0.001)
Other cost to perform the processes "process (Costs other than personnel, systems, overhead, dollars
accounts receivable (AR)", "manage and process and outsourced to perform the process "process
collections", and "manage and process accounts receivable (AR)" + Costs other than
adjustments/deductions" per $100,000 revenue personnel, systems, overhead, and outsourced to
perform the process "manage and process
collections" + Costs other than personnel,
systems, overhead, and outsourced to perform the
process "manage and process
adjustments/deductions") / (Total business entity
revenue * .00001)
Outsourced cost to perform the order to invoice (Outsourced cost to perform the process "manage dollars
processes per $1,000 revenue sales orders" + Outsourced cost to perform the
process "process customer credit" + Outsourced
cost to perform the process "invoice customer") /
(Total business entity revenue * 0.001)
Overhead and other costs to perform the order to (Overhead cost to perform the process "manage dollars
invoice processes per $100,000 revenue sales orders" + Costs other than personnel,
systems, overhead, and outsourced to perform the
process "manage sales orders" + Overhead cost
to perform the process "process customer credit"
+ Costs other than personnel, systems, overhead,
and outsourced to perform the process "process
customer credit" + Overhead cost to perform the
process "invoice customer" + Costs other than
personnel, systems, overhead, and outsourced to
perform the process "invoice customer") / (Total
business entity revenue * 0.00001)
Overhead cost to perform the order to invoice (Overhead cost to perform the process "manage dollars
processes per $100,000 revenue sales orders" + Overhead cost to perform the
process "process customer credit" + Overhead
cost to perform the process "invoice customer") /
(Total business entity revenue * 0.00001)
Total cost to perform the processes "process (Total cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Total cost to perform
collections", and "manage and process the process "manage and process collections" +
adjustments/deductions" per $1,000 revenue Total cost to perform the process "manage and
process adjustments/deductions") / (Total business
entity revenue * .001)
Personnel cost to perform the process group (Personnel cost to perform the process "process dollars
"perform revenue accounting" per process group customer credit" + Personnel cost to perform the
FTE process "invoice customer" + Personnel cost to
perform the process "process accounts receivable
(AR)" + Personnel cost to perform the process
"manage and process collections" + Personnel
cost to perform the process "manage and process
adjustments/deductions") / (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
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 cost to perform the order to invoice (Total cost to perform the process "manage sales dollars
processes per $1,000 revenue orders" + Total cost to perform the process
"process customer credit" + Total cost to perform
the process "invoice customer") / (Total business
entity revenue * 0.001)
Total cost to perform the process group "perform (Total cost to perform the process "process dollars
revenue accounting" per $1,000 revenue customer credit" + Total cost to perform the
process "invoice customer" + Total cost to
perform the process "process accounts receivable
(AR)" + Total cost to perform the process "manage
and process collections" + Total cost to perform
the process "manage and process
adjustments/deductions") / (Total business entity
revenue * .001)
Number of FTEs that perform the processes (Number of FTEs who perform the process FTEs
"process accounts receivable (AR)", "manage and "process accounts receivable (AR)" + Number of
process collections", and "manage and process FTEs who perform the process "manage and
adjustments/deductions" per $1 billion revenue process collections" + Number of FTEs who
perform the process "manage and process
adjustments/deductions") / (Total business entity
revenue * .000000001)
Number of FTEs that perform the order to invoice (Number of FTEs who perform the process FTEs
processes per $1 billion revenue "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 * .
000000001)
Number of invoice line items processed per FTE Number of billed/invoiced line items paid to your invoice line items
that performs the order to invoice processes business entity / (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 invoices processed per FTE that Number of invoices billed to customer / (Number invoices
performs the order to invoice processes 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 receipts processed per FTE that Number of receipts processed / (Number of FTEs receipts
performs the processes "process accounts who perform the process "process accounts
receivable (AR)", "manage and process receivable (AR)" + Number of FTEs who perform
collections", and "manage and process the process "manage and process collections" +
adjustments/deductions" Number of FTEs who perform the process "manage
and process adjustments/deductions")
Number of sales orders per FTE that performs the Number of sales orders placed / (Number of FTEs sales orders
order to invoice processes 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")
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent
to the processes "manage sales orders", "process "manage sales orders" + Number of FTEs who
customer credit", and "invoice customer" 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
Percentage of customer accounts that are active (Number of active customers in customer master percent
customers file / Number of customers in the customer master
file) * 100.0
Percentage of the total annual value of invoices Percentage of total annual value of invoices paid percent
paid in full the first time in full the first time
Percentage of invoices processed first time error Percentage of invoices processed first time error percent
free free
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent
to the process group "perform revenue "perform revenue accounting" / Number of FTEs
accounting" who perform the function "manage financial
resources") * 100.0
Average monthly intercompany payables accrual Average monthly intercompany payables accrual percent
as a percentage of monthly revenue as a percentage of monthly revenue
Total cost to perform the process group "perform (Total cost to perform the process "manage Dollars
general accounting and reporting" per $1,000 policies and procedures" + Total cost to perform
revenue the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting" + Total cost to perform the process
"perform fixed-asset accounting") / (Total business
entity revenue * 0.001)
Total cost to perform the process group "perform (Total cost to perform the process "manage Dollars
general accounting and reporting" per process policies and procedures" + Total cost to perform
group FTE the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting" + Total cost to perform the process
"perform fixed-asset accounting") / (Number of
FTEs who perform the process "manage policies
and procedures" + 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 process "perform fixed-asset
accounting")
Personnel cost to perform the process group (Personnel cost to perform the process "manage dollars
"perform general accounting and reporting" per policies and procedures" + Personnel cost to
process FTE perform the process "perform financial reporting"
+ Personnel cost to perform the process "perform
fixed-asset accounting" + Personnel cost to
perform the process "perform general
accounting") / (Number of FTEs who perform the
process "manage policies and procedures" +
Number of FTEs who perform the process "perform
financial reporting" + Number of FTEs who
perform the process "perform fixed-asset
accounting" + Number of FTEs who perform the
process "perform general accounting")
Personnel cost to perform the process group (Personnel cost to perform the process "manage dollars
"perform general accounting and reporting" per policies and procedures" + Personnel cost to
$1,000 revenue perform the process "perform general accounting"
+ Personnel cost to perform the process "perform
fixed-asset accounting" + Personnel cost to
perform the process "perform financial reporting" )
/ (Total business entity revenue * 0.001)
Total cost to perform the process group "Perform (Total cost to perform the process "manage dollars
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) per process group FTE 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" +
Number of FTEs who perform the process "perform
general accounting" + Number of FTEs who
perform the process "perform financial reporting")
Total cost to perform the process group "perform (Total cost to perform the process "manage dollars
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) per $1,000 revenue 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 ((Total cost to perform the process "manage percent
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) as a percentage of revenue the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / Total business entity revenue) * 100
Cycle time in days to perform annual close at the Cycle time in calendar days between running trial days
site level balance to completing the consolidated financial
statements
Number of FTEs that perform the process group (Number of FTEs who perform the process FTEs
"perform general accounting and reporting" per $1 "manage policies and procedures" + Number of
billion revenue FTEs who perform the process "perform general
accounting" + Number of FTEs who perform the
process "perform fixed-asset accounting" +
Number of FTEs who perform the process "perform
financial reporting") / (Total business entity
revenue * .000000001)
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process group percent
to the process group "perform general accounting "perform general accounting and reporting" -
and reporting" (excluding 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
Total cost to perform the process group "manage Total cost for the process group "manage fixed dollars
fixed asset project accounting" per $1 billion asset project accounting" / (Total business entity
revenue revenue * .000000001)
Total cost to perform the process group "manage Total cost for the process group "manage fixed dollars
fixed-asset project accounting" per process group asset project accounting" / (Number of FTEs who
FTE perform the process "perform capital planning and
project approval" + Number of FTEs who perform
the process "perform capital project accounting")
Total cost to perform the process group "manage (Total cost to perform the process "perform capital dollars
fixed-asset project accounting" per $1,000 planning and project approval" + Total cost to
revenue perform the process "perform capital project
accounting") / (Total business entity revenue *
0.001)
Personnel cost to perform the process group (Personnel cost to perform the process "perform dollars
"manage fixed-asset project accounting" per capital planning and project approval" + Personnel
$1,000 revenue cost to perform the process "perform capital
project accounting") / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process group (Outsourced cost to perform the process "perform dollars
"manage fixed-asset project accounting" per capital planning and project approval" +
$1,000 revenue Outsourced cost to perform the process "perform
capital project accounting") / (Total business entity
revenue * 0.001)
Overhead cost to perform the process group (Overhead cost to perform the process "perform dollars
"manage fixed-asset project accounting" per capital planning and project approval" + Overhead
$100,000 revenue cost to perform the process "perform capital
project accounting") / (Total business entity
revenue * 0.00001)
Other cost to perform the process group "manage (Costs other than personnel, systems, overhead, dollars
fixed-asset project accounting" per $100,000 and outsourced to perform the process "perform
revenue capital planning and project approval" + Costs
other than personnel, systems, overhead, and
outsourced to perform the process "perform
capital project accounting") / (Total business entity
revenue * 0.00001)
Number of FTEs that perform the process group (Number of FTEs who perform the process group FTEs
"manage fixed-asset project accounting" per $1 "manage fixed-asset project accounting") / (Total
billion revenue business entity revenue * .000000001)
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent
to the process group "manage fixed asset project "perform capital planning and project approval"+
accounting" Number of FTEs who perform the process "perform
capital project accounting") / Number of FTEs who
perform the function "manage financial
resources") * 100
Outsourced cost to perform the process group ((Total cost to perform the process "report time" * dollars
"process payroll" per employee paid Percentage of total cost to perform the process
"report time" allocated to external costs * .01) +
(Total cost to perform the process "manage pay" *
Percentage of total cost to perform the process
"manage pay" allocated to external costs * .01) +
(Total cost to perform the process "process payroll
taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
external costs * .01)) / Total number of employees
paid
Outsourced cost to perform the process group ((Total cost to perform the process "report time" * dollars
"process payroll" per $1,000 revenue Percentage of total cost to perform the process
"report time" allocated to external costs * .01) +
(Total cost to perform the process "manage pay" *
Percentage of total cost to perform the process
"manage pay" allocated to external costs * .01) +
(Total cost to perform the process "process payroll
taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
external costs * .01)) / (Total business entity
revenue * 0.001)
Total cost the process group "process payroll" as a ((Total cost to perform the process "report time" + percent
percentage of cost of continuing operations Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Total costs of continuing operations) *
100
Total cost to perform the process group "process ((Total cost to perform the process "report time" + percent
payroll" as a percentage of revenue Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Total business entity revenue) * 100
Total cost to perform the process group "process (Total cost to perform the process "report time" + dollars
payroll" per $1,000 revenue 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 (Total cost to perform the process "report dollars
payroll" per disbursement 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 (Total cost to perform the process "report time" + dollars
payroll" per process group FTE 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 (Total cost to perform the process "report time" + dollars
payroll" per payroll inquiry Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Number of payroll inquiries received
Cycle time in business days to process the payroll Cycle time in business days to process payroll days
from HR/benefits system cut-off to payroll transmit
date
Number of FTEs that perform the process group (Number of FTEs who perform the process "report FTEs
"process payroll" per 1,000 employees paid 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)
First contact resolution rate for payroll inquiries Percentage of payroll inquiries resolved during the percent
initial contact
Number of employees paid per FTE that performs Total number of employees paid / (Number of FTEs employees
the process group "process payroll" 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 inquiries per FTE that performs Number of payroll inquiries received / (Number of payroll inquiries
the process group "process payroll" 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 (Number of FTEs who perform the process group percent
to the process group "process payroll" "process payroll" / Number of FTEs who perform
the function "manage financial resources") * 100
Percentage of paid employees that are exempt (Number of employees paid that are salaried percent
employees (exempt) employees / Total number of employees
paid) * 100
Percentage of paid employees that are non- (Number of employees paid that are hourly (non- percent
exempt employees exempt) employees / Total number of employees
paid) * 100
Percentage of paid employees that are retired (Number of employees paid that are retired percent
employees employees receiving payments from payroll / Total
number of employees paid) * 100
Percentage of paid employees that are paid (Number of employees paid weekly / Total number percent
weekly of employees paid) * 100
Total cost to perform the process group "process ((Total cost to perform the process "process percent
accounts payable and expense reimbursements" accounts payable (AP)" + Total cost to perform the
as a percentage of selling, general, and process "process expense reimbursements") /
administrative (SGA) costs Total SG&A costs ) * 100
Total cost to perform the process groups "manage Total cost to perform the process groups "manage dollars
employee communications" and "deliver employee employee communications" and "deliver employee
communications" per $1,000 revenue communications" / (Total business entity revenue
* 0.001)
Systems cost to perform the process group (Systems cost to perform the process "process dollars
"process accounts payable and expense accounts payable" + Systems cost to perform the
reimbursements" per $100,000 revenue process "process expense reimbursements") /
(Total business entity revenue * 0.00001)
Total cost to perform the process group "process ((Total cost to perform the process "process percent
accounts payable and expense reimbursements" accounts payable (AP)" + Total cost to perform the
as a percentage of revenue process "process expense reimbursements") /
Total business entity revenue ) * 100
Total cost to perform the process group "process (Total cost to perform the process "process dollars
accounts payable and expense reimbursements" accounts payable (AP)" + Total cost to perform the
per $1 billion revenue process "process expense reimbursements") /
(Total business entity revenue * 0.000000001)
Number of FTEs that perform the process group Number of FTEs who perform the process group FTEs
"process accounts payable and expense "process accounts payable and expense
reimbursements" per $1 billion revenue reimbursements" / (Total business entity revenue
* .000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent
to the process group "perform accounts payable "process accounts payable and expense
and expense reimbursements" reimbursements" / Number of FTEs who perform
the function "manage financial resources") * 100
Outsourced cost to perform the process group [(Outsourced cost to perform the process "process percent
"process accounts payable and expense expense reimbursements" + Outsourced cost to
reimbursements" as a percentage of total process perform the process "process accounts payable") /
group cost (Total cost to perform the process "process
accounts payable (AP)" + Total cost to perform the
process "process expense reimbursements")] *
100
Personnel cost to perform the process group ((Personnel cost to perform the process "process percent
"process accounts payable and expense accounts payable" + Personnel cost to perform the
reimbursements" as a percentage of the total cost process "process expense reimbursements") /
of the process group (Total cost to perform the process "process
accounts payable (AP)" + Total cost to perform the
process "process expense reimbursements")) *
100
Systems cost to perform the process group ((Systems cost to perform the process "process percent
"process accounts payable and expense accounts payable" + Systems cost to perform the
reimbursements" as a percentage of the total cost process "process expense reimbursements") /
of the process group (Total cost to perform the process "process
accounts payable (AP)" + Total cost to perform the
process "process expense reimbursements")) *
100
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
treasury operations" per $1 billion revenue treasury operations" / (Total business entity
revenue * .000000001)
Overhead cost to perform the process group (Overhead cost to perform the process "establish dollars
"manage internal controls" per $100,000 revenue internal controls, policies, and procedures" +
Overhead cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" + Overhead cost
to perform the process "report on internal controls
compliance") / (Total business entity revenue *
0.00001)
Other cost to perform the process group "manage (Costs other than personnel, systems, overhead, dollars
internal controls" per $100,000 revenue and outsourced to perform the process "establish
internal controls, policies, and procedures" +
Costs other than personnel, systems, overhead,
and outsourced to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" + Costs other
than personnel, systems, overhead, and
outsourced to perform the process "report on
internal controls compliance") / (Total business
entity revenue * 0.00001)
Total cost to perform the process group "manage ((Total cost to perform the process "establish percent
internal controls" as a percentage of revenue 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
Total cost to perform the process group "manage (Total cost to perform the process "establish dollars
internal controls" per $1 billion revenue 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 (Total cost to perform the process "establish dollars
internal controls" per process FTE 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")
Systems cost to perform the process group (Systems cost to perform the process "establish dollars
"manage internal controls" per $100,000 revenue 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)
Number of FTEs that perform the process group (Number of FTEs who perform the process group FTEs
"manage internal controls" per $1 billion revenue "manage internal controls") / (Total business entity
revenue * .000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent
to the process group "manage internal controls" "manage internal controls" / Number of FTEs who
perform the function "manage financial
resources") * 100
Percentage of internal controls staff that is Centralized internal controls staff percentage Percent
centralized at the finance shared services center
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
taxes" per $1,000 revenue taxes" / (Total business entity revenue * .001)
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
taxes" per $1 billion revenue taxes" / (Total business entity revenue * .
000000001)
Number of FTEs that perform the process group Number of FTEs who perform the process group FTEs
"manage taxes" per $1 billion revenue "manage taxes" / (Total business entity revenue
* .000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent
to the process group "manage taxes" "manage taxes" / Number of FTEs who perform the
function "manage financial resources") * 100
Overhead and other costs to perform the process (Overhead cost to perform the process "perform dollars
"perform planning/budgeting/forecasting" per planning/budgeting/forecasting" + Costs other
$100,000 revenue than personnel, systems, overhead, and
outsourced to perform the process "perform
planning/budgeting/forecasting") / (Total business
entity revenue * 0.00001)
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
planning/budgeting/forecasting" per $100,000 planning/budgeting/forecasting" / (Total business
revenue entity revenue * 0.00001)
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
planning/budgeting/forecasting" per process FTE planning/budgeting/forecasting" / Number of FTEs
who perform the process "perform
planning/budgeting/forecasting"
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
planning/budgeting/forecasting" per $1,000 planning/budgeting/forecasting" / (Total business
revenue entity revenue * 0.001)
Total cost to perform the process "perform (Total cost to perform the process "perform percent
planning/budgeting/forecasting" as a percentage planning/budgeting/forecasting" / Total business
of revenue entity revenue) * 100
Total cost to perform the process "perform Total cost to perform the process "perform dollars
planning/budgeting/forecasting" per process FTE planning/budgeting/forecasting" / Number of FTEs
who perform the process "perform
planning/budgeting/forecasting"
Total internal cost to perform the process (Percentage of total cost of the process "evaluate dollars
"evaluate and manage financial performance" per and manage financial performance" allocated to
process FTE internal costs * .01 * Total cost to perform the
process "evaluate and manage financial
performance") / Number of FTEs who perform the
process "evaluate and manage financial
performance"
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new customers of new customers
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new markets of new markets
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new products of new products
Gross margin return on investment (GMROI) Gross Margin Return on Investment (GMROI) for percent
the business entity
Average gross profitability for brick-and-mortar Store profitability for the physical retail store percent
retail stores
Like for Like (LFL) brick-and-mortar retail sales Like for Like (LFL) retail sales growth for retail percent
growth stores
Average annual in-store sales per square foot of Average in-store sales per square foot of selling dollars
brick-and-mortar retail selling space space
Number of FTEs that perform the process Number of FTEs who perform the process FTEs
"evaluate and manage financial performance" per "evaluate and manage financial performance" /
$1 billion revenue (Total business entity revenue * .000000001)
Compounded annual growth rate in earnings (((Earnings before interest, taxes, depreciation percent
before interest, tax, depreciation and amortization and amortization (EBITDA) for the current 12-
over the past three reporting periods month period / Earnings before interest, taxes,
depreciation and amortization (EBITDA) (three
reporting periods prior)) ^ 0.3333) - 1) * 100
Overhead and other costs to perform the process (Total cost to perform the process "process dollars
"process customer credit" per $100,000 revenue customer credit" * 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
overhead and other costs * 0.0001) / (Total
business entity revenue * 0.00001)
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per active customer customer credit" / Number of active customers in
customer master file
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per customer account customer credit" / Number of customers in the
customer master file
Total cost to perform the process "process (Total cost to perform the process "process percent
customer credit" as a percentage of revenue customer credit" / Total business entity revenue) *
100
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per process FTE customer credit" / Number of FTEs who perform
the process "process customer credit"
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per $1 billion revenue customer credit" / (Total business entity revenue *
.000000001)
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per $1,000 revenue customer credit" / (Total business entity revenue *
.001)
Personnel cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per $1,000 revenue customer credit" allocated to internal costs *
Percentage of internal costs of the process
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process "process (Total cost to perform the process "process dollars
customer credit" per $1,000 revenue customer credit" * Percentage of total cost to
perform the process "process customer credit"
allocated to external costs * 0.01) / (Total business
entity revenue * 0.001)
Overhead and other cost to perform the process ((Overhead cost to perform the process "process percent
"process customer credit" as a percentage of total customer credit" + Costs other than personnel,
process cost systems, overhead, and outsourced to perform the
process "process customer credit") / Total cost to
perform the process "process customer credit") *
100.0
Outsourced cost to perform the process "process (Outsourced cost to perform the process "process percent
customer credit" as a percentage of total process customer credit" / Total cost to perform the
cost process "process customer credit") * 100.0
Outsourced cost to perform the process "invoice (Total cost to perform the process "invoice dollars
customer" per $1,000 revenue customer" * Percentage of total cost to perform
the process "invoice customer" allocated to
external costs * 0.01) / (Total business entity
revenue * 0.001)
Total cost to perform the process "invoice (Total cost to perform the process "invoice percent
customer" as a percentage of revenue customer" / Total business entity revenue) * 100.0
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per process FTE customer" / Number of FTEs who perform the
process "invoice customer"
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per $1 billion revenue customer" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per $1,000 revenue customer" / (Total business entity revenue * .001)
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per invoice line item processed customer" / Number of billed/invoiced line items
paid to your business entity
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per invoice processed customer" / Number of invoices billed to customer
Systems cost to perform the process "invoice (Total cost to perform the process "invoice dollars
customer" per $100,000 revenue customer" * 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 business entity revenue * 0.00001)
Overhead and other costs to perform the process (Total cost to perform the process "invoice dollars
"invoice customers" per $100,000 revenue customer" * Percentage of total cost of the process
"invoice customer" allocated to internal costs *
Percentage of internal cost to perform the process
"invoice customer" allocated to overhead and
other costs * 0.0001) / (Total business entity
revenue * 0.00001)
Overhead cost to perform the process "invoice Overhead cost to perform the process "invoice dollars
customer" per $100,000 revenue customer" / (Total business entity revenue * .
00001)
Other cost to perform the process "invoice Costs other than personnel, systems, overhead, dollars
customer" per $100,000 revenue and outsourced to perform the process "invoice
customer" / (Total business entity revenue * .
00001)
Cycle time in days to generate complete and Cycle time in days to generate complete and days
correct billing data correct billing data
Number of customer accounts per FTE that Number of customers in the customer master file / customer accounts
performs the process "invoice customer" Number of FTEs who perform the process "invoice
customer"
Number of updates to the customer master file per Number of updates to customer master file / updates
FTE that performs the process "invoice customer" Number of FTEs who perform the process "invoice
customer"
Number of active customers per FTE that performs Number of active customers in customer master active customers
the process "invoice customer" file / Number of FTEs who perform the process
"invoice customer"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "invoice percent
to the process "invoice customer" customer" / Number of FTEs who perform the
function "manage financial resources") * 100
Personnel cost to perform the process "invoice (Personnel cost to perform the process "invoice percent
customer" as a percentage of total process cost customer" / Total cost to perform the process
"invoice customer") * 100
Systems cost to perform the process "invoice (Systems cost to perform the process "invoice percent
customer" as a percentage of total process cost customer" / Total cost to perform the process
"invoice customer") * 100
Value per invoice line item that is paid in full the Value of billed/invoiced line items paid in full the dollars
first time first time / (Number of billed/invoiced line items
paid to your business entity * Percentage of
billed/invoiced line items paid in full the first time
* 0.01)
Overhead and other cost to perform the process ((Overhead cost to perform the process "invoice percent
"invoice customer" as a percentage of total customer" + Costs other than personnel, systems,
process cost overhead, and outsourced to perform the process
"invoice customer") / Total cost to perform the
process "invoice customer") * 100.0
Overhead cost to perform the process "invoice (Overhead cost to perform the process "invoice percent
customer" as a percentage of total process cost customer" / Total cost to perform the process
"invoice customer") * 100.0
Systems cost to perform the process "process (Percentage of internal cost of the process dollars
accounts receivable (AR)" per $100,000 revenue "process accounts receivable (AR)" allocated to
systems costs * Percentage of total cost to
perform the process "process accounts receivable
(AR)" allocated to internal costs * 0.0001 * Total
cost to perform the process "process accounts
receivable (AR)") / (Total business entity revenue *
.00001)
Total cost to perform the process "process (Total cost to perform the process "process percent
accounts receivable (AR)" as a percentage of accounts receivable (AR)" / Total business entity
revenue revenue) * 100
Total cost to perform the process "process Total cost to perform the process "process dollars
accounts receivable (AR)" per process FTE accounts receivable (AR)" / Number of FTEs who
perform the process "process accounts receivable
(AR)"
Total cost to perform the process "process Total cost to perform the process "process dollars
accounts receivable (AR)" per $1 billion revenue accounts receivable (AR)" / (Total business entity
revenue * .000000001)
Total cost to perform the process "process Total cost to perform the process "process dollars
accounts receivable (AR)" per $1,000 revenue accounts receivable (AR)" / (Total business entity
revenue * .001)
Total cost to perform the process "process Total cost to perform the process "process dollars
accounts receivable (AR)" per customer receipt accounts receivable (AR)" / Number of receipts
processed
Personnel cost to perform the process "process (Percentage of internal costs to perform the dollars
accounts receivable (AR)" per $1,000 revenue process "process accounts receivable (AR)"
allocated to personnel costs * Percentage of total
cost to perform the process "process accounts
receivable (AR)" allocated to internal costs *
0.0001 * Total cost to perform the process
"process accounts receivable (AR)") / (Total
business entity revenue * .001)
Outsourced cost to perform the process "process (Total cost to perform the process "process dollars
accounts receivable (AR)" per $1,000 revenue accounts receivable (AR)" * Percentage of total
cost to perform the process "process accounts
receivable (AR)" allocated to external costs * .01) /
(Total business entity revenue * .001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "process accounts receivable (AR)" "process accounts receivable (AR)" / Number of
FTEs who perform the function "manage financial
resources") * 100
Personnel cost to perform the process "process Percentage of internal costs to perform the percent
accounts receivable (AR)" as a percentage of the process "process accounts receivable (AR)"
total process cost allocated to personnel costs * Percentage of total
cost to perform the process "process accounts
receivable (AR)" allocated to internal costs * 0.01
Systems cost to perform the process "process Percentage of internal cost of the process "process percent
accounts receivable (AR)" as a percentage of total accounts receivable (AR)" allocated to systems
process cost costs * Percentage of total cost to perform the
process "process accounts receivable (AR)"
allocated to internal costs * 0.01
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process accounts receivable (AR)" that perform "process accounts receivable (AR)" who apply cash
the activity "apply cash remittances" remittances / Number of FTEs who perform the
process "process accounts receivable (AR)") *
100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process accounts receivable (AR)" that perform "process accounts receivable (AR)" who establish
the activity "establish accounts receivable accounts receivable policies / Number of FTEs who
policies" perform the process "process accounts receivable
(AR)") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process accounts receivable (AR)" that perform "process accounts receivable (AR)" who post
the activity "post accounts receivable activity to accounts receivable activity to the general ledger /
the general ledger" Number of FTEs who perform the process "process
accounts receivable (AR)") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process accounts receivable (AR)" that perform "process accounts receivable (AR)" who prepare
the activity "prepare accounts receivable reports" accounts receivable reports / Number of FTEs who
perform the process "process accounts receivable
(AR)") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process accounts receivable (AR)" that perform "process accounts receivable (AR)" who
the activity "receive/deposit customer payments" receive/deposit customer payments / Number of
FTEs who perform the process "process accounts
receivable (AR)") * 100.0
Outsourced cost to perform the process "process (Outsourced cost to perform the process "process percent
accounts receivable (AR)" as a percentage of total accounts receivable (AR)" / Total cost to perform
process cost the process "process accounts receivable (AR)") *
100.0
Other cost to perform the process "process (Costs other than personnel, systems, overhead, percent
accounts receivable (AR)" as a percentage of total and outsourced to perform the process "process
process cost accounts receivable (AR)" / Total cost to perform
the process "process accounts receivable (AR)") *
100.0
Overhead cost to perform the process "process (Overhead cost to perform the process "process percent
accounts receivable (AR)" as a percentage of total accounts receivable (AR)" / Total cost to perform
process cost the process "process accounts receivable (AR)") *
100.0
Average value of a retail e-commerce order Average value of e-commerce orders dollars
Overhead and other costs to perform the process (Overhead cost to perform the process "manage dollars
"manage and process collections" per $1,000 and process collections" + Costs other than
revenue personnel, systems, overhead, and outsourced to
perform the process "manage and process
collections") / (Total business entity revenue * .
001)
Overhead cost to perform the process "manage Overhead cost to perform the process "manage dollars
and process collections" per $100,000 revenue and process collections" / (Total business entity
revenue * .00001)
Other cost to perform the process "manage and Costs other than personnel, systems, overhead, dollars
process collections" per $100,000 revenue and outsourced to perform the process "manage
and process collections" / (Total business entity
revenue * .00001)
Total cost to perform the process "manage and (Total cost to perform the process "manage and percent
process collections" as a percentage of revenue process collections" / Total business entity
revenue) * 100
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per $1 billion revenue process collections" / (Total business entity
revenue * .000000001)
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per $1,000 revenue process collections" / (Total business entity
revenue * .001)
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per active customer process collections" / Number of active customers
in customer master file
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per process FTE process collections" / Number of FTEs who perform
the process "manage and process collections"
Overhead cost to perform the process "manage (Overhead cost to perform the process "manage percent
and process collections" as a percentage of total and process collections" / Total cost to perform the
process cost process "manage and process collections") * 100.0
Systems cost to perform the process "manage and (Systems cost to perform the process "manage percent
process collections" as a percentage of total and process collections" / Total cost to perform the
process cost process "manage and process collections") * 100.0
Other cost to perform the process "manage and (Costs other than personnel, systems, overhead, percent
process collections" as a percentage of total and outsourced to perform the process "manage
process cost and process collections" / Total cost to perform the
process "manage and process collections") * 100.0
Overhead and other costs to perform the process ((Overhead cost to perform the process "manage percent
"manage and process collections" as a percentage and process collections" + Costs other than
of total process cost personnel, systems, overhead, and outsourced to
perform the process "manage and process
collections") / Total cost to perform the process
"manage and process collections") * 100.0
Personnel cost to perform the process "manage (Personnel cost to perform the process "manage percent
and process collections" as a percentage of total and process collections" / Total cost to perform the
process cost process "manage and process collections") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process collections" that perform "manage and process collections" who perform
management activities management activities / Number of FTEs who
perform the process "manage and process
collections") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process collections" that perform the "manage and process collections" who analyze
activity "analyze delinquent account balances" delinquent account balances / Number of FTEs
who perform the process "manage and process
collections") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process collections" that perform the "manage and process collections" who
activity "correspond/negotiate with delinquent correspond/negotiate with delinquent accounts /
accounts" Number of FTEs who perform the process "manage
and process collections") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process collections" that perform the "manage and process collections" who establish
activity "establish policies/procedures for policies/procedures for delinquent accounts /
delinquent accounts" Number of FTEs who perform the process "manage
and process collections") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process collections" that perform the "manage and process collections" who process
activity "process adjustments/write off adjustments/write off uncollectable balances /
uncollectible balances" Number of FTEs who perform the process "manage
and process collections") * 100.0
Overhead cost to perform the process "manage Overhead cost to perform the process "manage dollars
and process adjustments/deductions" per and process adjustments/deductions" / (Total
$100,000 revenue business entity revenue * .00001)
Other cost to perform the process "manage and Costs other than personnel, systems, overhead, dollars
process adjustments/deductions" per $100,000 and outsourced to perform the process "manage
revenue and process adjustments/deductions" / (Total
business entity revenue * .00001)
Personnel cost to perform the process "manage Personnel cost to perform the process "manage dollars
and process adjustments/deductions" per process and process adjustments/deductions" / Number of
FTE FTEs who perform the process "manage and
process adjustments/deductions"
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process adjustments/deductions" per active process adjustments/deductions" / Number of
customer active customers in customer master file
Systems cost to perform the process "manage and (Percentage of internal cost of the process dollars
process adjustments/deductions" per $100,000 "Manage and process adjustments/deductions"
revenue 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 Total cost to perform the process "manage and dollars
process adjustments/deductions" per $1,000 process adjustments/deductions" / (Total business
revenue entity revenue * .001)
Outsourced cost to perform the process "manage (Total cost to perform the process "manage and dollars
and process adjustments/deductions" per $1,000 process adjustments/deductions" * Percentage of
revenue total cost to perform the process "manage and
process adjustments/deductions" allocated to
external costs * 0.01) / (Total business entity
revenue * .001)
Cycle time in days to resolve adjustments Cycle time in calendar days from identifying an days
adjustment to fully resolving and reflecting it in
the accounting records
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
and process adjustments/deductions" per $1 and process adjustments/deductions" / (Total
billion revenue business entity revenue * .000000001)
Value of customer adjustments/deductions per FTE Total value of adjustments/deductions / Number of dollars
that performs the process "manage and process FTEs who perform the process "manage and
adjustments/deductions" process adjustments/deductions"
Number of adjustments/deductions per FTE that Number of adjustments/deductions / Number of adjustments/deduc
performs the process "manage and process FTEs who perform the process "manage and tions
adjustments/deductions" process adjustments/deductions"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "manage and process "manage and process adjustments/deductions" /
adjustments/deductions" Number of FTEs who perform the function
"manage financial resources") * 100
Maximum value of customer adjustment/deduction Highest value of customer adjustment/deduction dollars
that can be made without approval that can be made without approval
Outsourced cost to perform the process "manage Percentage of total cost to perform the process percent
and process adjustments/deductions" as a "manage and process adjustments/deductions"
percentage of total process cost allocated to external costs
Overhead and other costs to perform the process ((Overhead cost to perform the process "manage percent
"manage and process adjustments/deductions" as and process adjustments/deductions" + Costs
a percentage of total process cost other than personnel, systems, overhead, and
outsourced to perform the process "manage and
process adjustments/deductions") / Total cost to
perform the process "manage and process
adjustments/deductions") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process adjustments/deductions" "manage and process adjustments/deductions"
that perform management activities who perform management activities / Number of
FTEs who perform the process "manage and
process adjustments/deductions") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process adjustments/deductions" "manage and process adjustments/deductions"
that perform the activity "analyze adjustments" who analyze adjustments / Number of FTEs who
perform the process "manage and process
adjustments/deductions") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process adjustments/deductions" "manage and process adjustments/deductions"
that perform the activity "discuss resolution with who discuss resolution with internal parties /
internal parties" Number of FTEs who perform the process "manage
and process adjustments/deductions") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process adjustments/deductions" "manage and process adjustments/deductions"
that perform the activity "establish who establish policies/procedures for
policies/procedures for adjustments" adjustments / Number of FTEs who perform the
process "manage and process
adjustments/deductions") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process adjustments/deductions" "manage and process adjustments/deductions"
that perform the activity "prepare chargeback who prepare chargeback invoices / Number of
invoices" FTEs who perform the process "manage and
process adjustments/deductions") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process adjustments/deductions" "manage and process adjustments/deductions"
that perform the activity "process related entries" who process related entries / Number of FTEs who
perform the process "manage and process
adjustments/deductions") * 100.0
Systems cost to perform the process "manage and (Systems cost to perform the process "manage percent
process adjustments/deductions" as a percentage and process adjustments/deductions" / Total cost
of total process cost to perform the process "manage and process
adjustments/deductions") * 100.0
Overhead cost to perform the process "manage Overhead cost to perform the process "manage Dollars
financial policies and procedures" per $1,000 policies and procedures" / (Total business entity
revenue revenue * 0.001)
Personnel cost to perform the process "Manage Personnel cost to perform the process "manage dollars
policies and procedures" per process FTE policies and procedures" / Number of FTEs who
perform the process "manage policies and
procedures"
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
financial policies and procedures" per $1 billion policies and procedures" / (Total business entity
revenue revenue * .000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "manage policies and procedures" "manage policies and procedures" / Number of
FTEs who perform the function "manage financial
resources") * 100
Percentage of FTEs who perform the process (Number of FTEs who perform the process percent
group "Perform general accounting and reporting" "manage policies and procedures" * 100) /
allocated to the process "Manage policies and (Number of FTEs who perform the process
procedures" "manage policies and procedures" + Number of
FTEs who perform the process "perform general
accounting" + Number of FTEs who perform the
process "perform fixed-asset accounting" +
Number of FTEs who perform the process "perform
financial reporting")
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per $1,000 revenue accounting" / (Total business entity revenue *
0.001)
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per journal entry line item accounting" / Number of journal entry line items
processed
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per process FTE accounting" / Number of FTEs who perform the
process "perform general accounting"
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
general accounting" per $100,000 revenue general accounting" / (Total business entity
revenue * 0.00001)
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
general accounting" per $1,000 revenue general accounting" / (Total business entity
revenue * 0.001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "perform general accounting" "perform general accounting" / Number of FTEs
who perform the function "manage financial
resources") * 100
Percentage of FTEs who perform the process (Number of FTEs who perform the process percent
group "Perform general accounting and reporting" "perform general accounting" * 100) / (Number of
allocated to the process "Perform general FTEs who perform the process "manage policies
accounting" and procedures" + Number of FTEs who perform
the process "perform general accounting" +
Number of FTEs who perform the process "perform
fixed-asset accounting" + Number of FTEs who
perform the process "perform financial reporting")
Percentage of accounts that are standard with the (Number of standard accounts in chart of accounts percent
business units reporting to your site / Number of accounts in the chart of accounts) *
100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform general accounting" that perform "perform general accounting" who perform
management activities management activities / Number of FTEs who
perform the process "perform general
accounting") * 100
Percentage of journal entry line items directly Percentage of journal entry line items directly percent
linked from an internal/external system linked from an internal/external system
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
fixed-asset accounting" per $1,000 revenue fixed-asset accounting" / (Total business entity
revenue * 0.0010)
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
fixed-asset accounting" per fixed asset transaction fixed-asset accounting" / Number of fixed asset
transactions
Total cost of repair and maintenance per $1,000 Cost to repair and maintain fixed assets / (Gross dollars
gross value of fixed assets value of fixed assets * 0.0010)
Total cost of the depreciation expense per $1,000 Depreciation expense for fixed assets / (Total dollars
revenue business entity revenue * 0.0010)
Total cost to perform the fixed assets cycle per $1 (Total cost to perform the process "perform capital dollars
billion revenue 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)
Total cost to perform the fixed assets cycle per (Total cost to perform the process "perform capital dollars
fixed assets cycle FTE 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- Total cost to perform the process "perform fixed- dollars
asset accounting" per $1,000 revenue asset accounting" / (Total business entity revenue
* 0.001)
Total cost to perform the process "perform fixed- Total cost to perform the process "perform fixed- dollars
asset accounting" per fixed asset transaction asset accounting" / Number of fixed asset
transactions
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
fixed-asset accounting" per $100,000 revenue fixed-asset accounting" / (Total business entity
revenue * 0.000010)
Personnel cost to perform the process "Perform Personnel cost to perform the process "perform dollars
fixed-asset accounting" per process FTE fixed-asset accounting" / Number of FTEs who
perform the process "perform fixed-asset
accounting"
Cycle time in days to capitalize a fixed asset Cycle time in calendar days to capitalize a fixed days
purchase asset purchase
Cycle time in days to close a capital project Cycle time in days to close a capital project days
Cycle time in days to complete an approved Cycle time in days to complete an approved days
capital expenditure plan capital expenditure plan
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
fixed-asset accounting" per $1 billion revenue fixed-asset accounting" / (Total business entity
revenue * .000000001)
Number of FTEs that perform the fixed assets (Number of FTEs who perform the process FTEs
cycle per $1 billion revenue "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)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "perform fixed asset accounting" "perform fixed-asset accounting" / Number of FTEs
who perform the function "manage financial
resources") * 100
Total value of Assets Under Management per Total value of Assets Under Management for the dollars
$1,000 revenue overall organization / (Total annual revenue for
retail banking operation * .001)
Net value of fixed assets as a percentage of gross (Net book value of fixed assets / Gross value of percent
value of fixed assets fixed assets) * 100.0
Fixed asset transactions resulting from physical (Number of fixed asset transactions from physical percent
inventories as a percentage of total fixed asset inventories / Number of fixed asset transactions) *
transactions 100.0
Overhead and other costs to perform the process (Overhead and other cost to perform the process percent
"perform fixed-asset accounting" as a percentage "perform fixed-asset accounting" / Total cost to
of total process cost perform the process "perform fixed-asset
accounting") * 100
Personnel cost to perform the process "Perform Personnel cost to perform the process "perform dollars
financial reporting" per process FTE financial reporting" / Number of FTEs who perform
the process "perform financial reporting"
Total cost to perform the process "perform Total cost to perform the process "perform dollars
financial reporting" per $1,000 revenue financial reporting" / (Total business entity
revenue * 0.001)
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
financial reporting" per $100,000 revenue financial reporting" / (Total business entity
revenue * 0.00001)
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform financial reporting" that perform "perform financial reporting" who perform
management activities management activities / Number of FTEs who
perform the process "perform financial reporting")
* 100
Actual capital expenditure as a percentage of (Actual capital spending one year prior / Capital percent
budgeted capital expenditures for one year prior expenditure budget one year prior) * 100.0
Actual capital expenditure as a percentage of (Actual capital spending two years prior / Capital percent
budgeted capital expenditures for two years prior expenditure budget two years prior) * 100.0
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform dollars
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue business entity revenue *.0010)
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue business entity revenue * 0.001)
Total cost to perform the process "perform capital Total cost to perform the process "perform capital dollars
planning and project approval" per $1,000 planning and project approval" / (Total business
revenue entity revenue * 0.0010)
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
capital planning and project approval" per capital planning and project approval" / (Total
$100,000 revenue business entity revenue * 0.000010)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "perform capital planning and "perform capital planning and project approval" /
project approval" Number of FTEs who perform the function
"manage financial resources") * 100.0
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
capital project accounting" per process FTE capital project accounting" / Number of FTEs who
perform the process "perform capital project
accounting"
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
capital project accounting" per $100,000 revenue capital project accounting" / (Total business entity
revenue * 0.000010)
Total cost to perform the process "perform capital (Total cost to perform the process "perform capital dollars
project accounting" per process FTE project accounting"/Number of FTEs who perform
the process "perform capital project accounting")
Personnel cost to perform the process "report (Percentage of internal costs of the process dollars
time" per employee paid "report time" allocated to personnel costs *
Percentage of total cost to perform 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 Total cost to perform the process "report time" / dollars
$1,000 revenue (Total business entity revenue * 0.001)
Total cost to perform the process "report time" per Total cost to perform the process "report time" / dollars
employee paid Total number of employees paid
Total cost to perform the process "report time" per Total cost to perform the process "report time" / dollars
time record processed Number of time records processed
Systems cost to perform the process "report time" (Percentage of internal cost to perform the dollars
per employee paid process "report time" allocated to systems costs *
Percentage of total cost to perform the process
"report time" allocated to internal costs * 0.0001 *
Total cost to perform the process "report time") /
Total number of employees paid
Overhead and other costs to perform the process (Total cost to perform the process "report time" * dollars
"report time" per $1,000 revenue Percentage of total cost to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to overhead and other costs * .
0001)/(Total business entity revenue * 0.001)
Cycle time in business days to process time record Cycle time in business days from receiving the days
data and enter into payroll system time record from the employee and entering the
data into the payroll system
Number of FTEs that perform the process "report Number of FTEs who perform the process "report FTEs
time" per $1 billion revenue time" / (Total business entity revenue *
0.000000001)
Number of FTEs that perform the process "report Number of FTEs who perform the process "report FTEs
time" per 1,000 employees paid time" / (Total number of employees paid * 0.001)
Percentage of time records that are submitted Percentage of time records submitted percent
electronically electronically
Percentage of time records that are entered Percentage of time records entered manually percent
manually into the payroll system
Percentage of time records that are processed first Percentage of time records processed error-free percent
time error free the first time
Systems cost to perform the process "manage (Percentage of internal cost to perform the dollars
pay" per $100,000 revenue 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 business entity revenue * .00001)
Overhead and other costs to perform the process (Total cost to perform the process "manage pay" * dollars
"manage pay" per employee paid Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to overhead and other costs * .
0001)/Total number of employees paid
Overhead and other costs to perform the process (Total cost to perform the process "manage pay" * dollars
"manage pay" per $1,000 revenue Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to overhead and other costs *
.0001)/(Total business entity revenue * 0.001)
Total cost to perform the process "manage pay" Total cost to perform the process "manage pay" / dollars
per $1,000 revenue (Total business entity revenue * 0.001)
Total cost to perform the process "manage pay" Total cost to perform the process "manage pay" / dollars
per employee paid Total number of employees paid
Total cost to perform the process "manage pay" Total cost to perform the process "manage pay" / dollars
per payroll disbursement Number of payroll disbursements
Personnel cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per $1,000 revenue Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to personnel costs * 0.0001) / (Total
business entity revenue * 0.001)
Personnel cost to perform the process "manage (Percentage of internal costs of the process dollars
pay" per employee paid "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
Percentage of payroll disbursements that are Percentage of payroll disbursements that were percent
manual checks/payments manual cheques
Percentage of payroll disbursements that include Percentage of payroll disbursements that were or percent
retroactive pay adjustments included retroactive pay adjustments
Number of payroll disbursements processed per Number of payroll disbursements / Number of FTEs disbursements
FTE that performs the process "manage pay" who perform the process "manage pay"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "manage pay" "manage pay" / Number of FTEs who perform the
function "manage financial resources") * 100
Percentage of total FTEs that perform the process (Number of FTEs who perform the process percent
group "process payroll" that perform the process "manage pay" / (Number of FTEs who perform the
"manage pay" process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
FTEs who perform the process "process payroll
taxes")) * 100
Business days the HR/Benefits system is open for Number of business days HR/Benefit system is days
employee data changes, new hires and open for employee data changes, new hires, and
termination during payroll period terminations during payroll period
Outsourced cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
external costs * .01)/(Total business entity
revenue * 0.001)
Total cost to perform the process "process payroll Total cost to perform the process "process payroll dollars
taxes" per $1,000 revenue taxes" / (Total business entity revenue * 0.001)
Total cost to perform the process "process payroll Total cost to perform the process "process payroll dollars
taxes" per employee paid taxes" / Total number of employees paid
Personnel cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
internal costs * Percentage of internal costs of the
process "process payroll taxes" allocated to
personnel costs * 0.0001) / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "process (Percentage of internal costs of the process dollars
payroll taxes" per employee paid "process payroll taxes" allocated to personnel
costs * Percentage of total cost to perform the
process "process payroll taxes" allocated to
internal costs * 0.0001 * Total cost to perform the
process "process payroll taxes") / Total number of
employees paid
Outsourced cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per employee paid taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
external costs * .01)/Total number of employees
paid
Overhead and other costs to perform the process (Total cost to perform the process "process payroll dollars
"process payroll taxes" per employee paid taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
internal costs * Percentage of internal costs of the
process "process payroll taxes" allocated to
overhead and other costs * .0001)/Total number of
employees paid
Overhead and other costs to perform the process (Total cost to perform the process "process payroll dollars
"process payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
internal costs * Percentage of internal costs of the
process "process payroll taxes" allocated to
overhead and other costs * .0001)/(Total business
entity revenue * 0.001)
Cycle time in business days from notification of Cycle time in business days from notification of days
required garnishment to the time the garnishment required garnishment to the time the garnishment
is processed in the payroll system and scheduled is processed in the payroll system and scheduled
for withholding for withholding
Total cost to perform the process "process Total cost to perform the process "process Dollars
accounts payable" per thousand barrel of oil accounts payable (AP)" / (Average oil and gas net
equivalent (BOE) production (BOE/day) * .001)
Total cost to perform the process "process Total cost to perform the process "process Dollars
accounts payable" per gross operated producing accounts payable (AP)" / Total operated producing
well well count
Total cost to perform the process "process Total cost to perform the process "process Dollars
accounts payable" per mile of pipe accounts payable (AP)" / Total number of miles of
pipeline in service
Total cost to perform the process "process Total cost to perform the process "process Dollars
accounts payable" per thousand barrels accounts payable (AP)" / (Average refining
throughput throughput * .001)
Total value of purchases per net barrel of oil Value of all materials and services purchased / Dollars
equivalent (BOE) Average oil and gas net production (BOE/day)
Cycle time in days from receipt of invoice until Cycle time in calendar days from receipt of an days
payment is transmitted invoice until payment is transmitted
Cycle time in days from receipt of invoice until Cycle time in calendar days from the receipt of an days
approved and scheduled for payment invoice to when it is approved and scheduled
Cycle time in days to resolve an invoice error Cycle time in calendar days from discovering an days
invoice error to its resolution
Cycle time in hours to enter invoice data into the Cycle time in hours from the receipt of an invoice hours
system to its entry into the accounts payable/invoicing
system
Average cycle time (in calendar days) from the Average cycle time from the first time an invoice Days
first time an invoice is blocked/parked to the final is blocked/parked until it is unblocked/unparked
time the invoice in unblocked/unparked
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable (AP)" per $1 billion revenue accounts payable (AP)" / (Total business entity
revenue * 0.000000001)
Days payables outstanding in intercompany Days payables outstanding in intercompany days
accounts payable (AP) accounts payable (AP)
Percentage of invoices processed through self- Percentage of invoices processed through self- Percent
invoicing invoicing
Payments sent to vendors through electronic Number of payments sent through electronic Percent
funds transfer (EFT) as a percentage of the total funds transfer (EFT) as a percentage of total
number of payments sent payments sent
Systems cost to perform the process "process (Systems cost to perform the process "process percent
accounts payable" as a percentage of the total accounts payable" / Total cost to perform the
cost of the process process "process accounts payable (AP)") * 100
Personnel cost to perform the process "Process (Personnel cost to perform the process "process percent
accounts payable" as a percentage of total accounts payable" / Total cost to perform the
process cost process "process accounts payable (AP)") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process accounts payable" that perform "process accounts payable" who perform
management activities management activities / Number of FTEs who
perform the process "process accounts payable
(AP)") * 100
Number of invoices processed per $1,000 of Number of invoices processed / (Value of all invoices
purchases materials and services purchased * 0.001)
Personnel cost of the process "process expense Personnel cost to perform the process "process dollars
reimbursements" per T&E disbursement expense reimbursements" / Number of T&E
disbursements
Systems cost of the process "process expense Systems cost to perform the process "process dollars
reimbursements" per T&E disbursement expense reimbursements" / Number of T&E
disbursements
Overhead cost of the process "process expense Overhead cost to perform the process "process dollars
reimbursements" per T&E disbursement expense reimbursements" / Number of T&E
disbursements
Outsourced cost of the process "process expense Outsourced cost to perform the process "process dollars
reimbursements" per T&E disbursement expense reimbursements" / Number of T&E
disbursements
Other cost of the process "process expense Costs other than personnel, systems, overhead, dollars
reimbursements" per T&E disbursement and outsourced to perform the process "process
expense reimbursements" / Number of T&E
disbursements
Total cost to perform the process "process (Total cost to perform the process "process percent
expense reimbursements" as percentage of expense reimbursements" / Total SG&A costs ) *
selling, general, and administrative (SGA) costs 100
Outsourced cost to perform the process "process Outsourced cost to perform the process "process dollars
expense reimbursements" per $1,000 revenue expense reimbursements" / (Total business entity
revenue *0.001)
Personnel cost of the process "Process expense (Personnel cost to perform the process "process percent
reimbursements" as a percentage of total cost for expense reimbursements" / Total cost to perform
the process the process "process expense reimbursements") *
100
Systems cost to perform the process "Process (Systems cost to perform the process "process percent
expense reimbursements" as a percentage of the expense reimbursements" / Total cost to perform
total cost of the process the process "process expense reimbursements") *
100
Overhead and other cost to perform the process [(Overhead cost to perform the process "process percent
"Process expense reimbursements" as a expense reimbursements" + Costs other than
percentage of the total cost of the process personnel, systems, overhead, and outsourced to
perform the process "process expense
reimbursements") / Total cost to perform the
process "process expense reimbursements"] * 100
Outsourced cost to perform the process "Process (Outsourced cost to perform the process "process percent
expense reimbursements" as a percentage of the expense reimbursements" / Total cost to perform
total cost of the process the process "process expense reimbursements") *
100
Days cash on hand Days cash on hand days
Total cost of the process group "manage treasury Total cost to perform the process group "manage dollars
operations" per bank used in cash collection treasury operations" / Number of banks used in
network organization's cash collection network
Total cost of the process group "Manage treasury Total cost to perform the process group "manage dollars
operations" per bank used in cash disbursement treasury operations" / Number of banks used in
network organization's cash disbursement network
Number of banks used in cash disbursement Number of banks used in organization's cash banks
network per FTE that performs the process group disbursement network / Number of FTEs who
"Manage treasury operations" perform the process group "manage treasury
operations"
Number of FTEs that perform the process Number of FTEs who perform the process FTEs
"establish internal controls, policies, and "establish internal controls, policies, and
procedures" per $1 billion revenue procedures" / (Total business entity revenue *
0.000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "establish internal controls, policies, "establish internal controls, policies, and
and procedures" procedures" / Number of FTEs who perform the
function "manage financial resources") * 100
Percentage of officers/employees on the audit (Number of audit committee officers/employees / percent
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 independent members on the audit (Number of audit committee independent percent
committee 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
Cycle time in calendar days (including weekends) Cycle time in calendar days (including weekends) days
from the identification of a control violation until from the identification of a control violation until
the violation is reported/communicated to the the violation is reported/communicated to the
control or process owner control or process owner
Cycle time in days from reporting of a control Cycle time in days from reporting of a control days
violation until investigation is completed and violation until investigation is completed and
remediation steps/control changes are developed remediation steps/control changes are developed
Percentage of total control violations that are new (Number of new control violations in last twelve percent
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 primary controls that are detective (Number of detective primary controls / Number of percent
in nature identified primary controls) * 100.0
Percentage of primary controls that are preventive (Number of preventative primary controls / percent
in nature Number of identified primary controls) * 100.0
Percentage of FTEs who perform the process (Number of FTEs who perform the process percent
"process customer credit" who review existing "process customer credit" who review existing
accounts accounts / Number of FTEs who perform the
process "process customer credit") * 100.0
Percentage of FTEs who perform the process (Number of FTEs who perform the process percent
"process customer credit" who produce "process customer credit" who produce
credit/collection reports credit/collection reports / Number of FTEs who
perform the process "process customer credit") *
100.0
Number of updates to the customer master file per Number of updates to customer master file / updates
FTE that performs the process "invoice customer" Number of FTEs who perform the process "invoice
and maintains customer/product master files customer" who maintain customer/product master
files
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who generate customer billing customer" who generate customer billing data /
data Number of FTEs who perform the process "invoice
customer") * 100.0
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who transmit billing data to customer" who transmit billing data to customer /
customers Number of FTEs who perform the process "invoice
customer") * 100.0
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who post accounts receivable customer" who post accounts receivable entries /
entries Number of FTEs who perform the process "invoice
customer") * 100.0
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who resolve customer billing customer" who resolve customer billing inquiries /
inquiries Number of FTEs who perform the process "invoice
customer") * 100.0
Maximum value of uncollectable balance that can Highest value of uncollectable balance that can be dollars
be written off without approval written off without approval
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage financial policies and procedures" that "manage policies and procedures" who establish
perform the activity "establish accounting policies" accounting policies / Number of FTEs who perform
the process "manage policies and procedures") *
100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage financial policies and procedures" that "manage policies and procedures" who set up and
perform the activity "set and enforce approval enforce approval limits / Number of FTEs who
limits" perform the process "manage policies and
procedures") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage financial policies and procedures" that "manage policies and procedures" who establish
perform the activity "establish common financial common financial systems / Number of FTEs who
systems" perform the process "manage policies and
procedures") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform general accounting" that perform the "perform general accounting" who maintain a
activity "maintain chart of accounts" chart of accounts / Number of FTEs who perform
the process "perform general accounting") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform general accounting" that perform the "perform general accounting" who process journal
activity "process journal entries" entries / Number of FTEs who perform the process
"perform general accounting") * 100
Percentage of journal entry line items that are Percentage of journal entry line items that are percent
intercompany intercompany
Number of intercompany transactions per (Number of journal entry line items processed * transactions
business unit supported Percentage of journal entry line items that are
intercompany * 0.01) / Number of business
entities for which your business entity processes
intercompany transactions
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform general accounting" that perform the "perform general accounting" who perform
activity "perform consolidations and process consolidations / Number of FTEs who perform the
eliminations" process "perform general accounting") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform general accounting" that perform the "perform general accounting" who prepare trial
activity "prepare trial balance" balance / Number of FTEs who perform the
process "perform general accounting") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform general accounting" that perform the "perform general accounting" who prepare and
activity "prepare and post management post management adjustments / Number of FTEs
adjustments" who perform the process "perform general
accounting") * 100
Percentage of fixed asset transactions handled Percentage of fixed asset transactions that are percent
automatically without human intervention handled automatically without human intervention
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform financial reporting" that perform the "perform financial reporting" who prepare
activity "prepare consolidated financial consolidated financial statements / Number of
statements" FTEs who perform the process "perform financial
reporting") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform financial reporting" that perform the "perform financial reporting" who perform
activity "perform business unit reporting/review business unit management reporting / Number of
management reports" FTEs who perform the process "perform financial
reporting") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform financial reporting" that perform the "perform financial reporting" who perform
activity "perform consolidated reporting/review of consolidated management reporting / Number of
cost management reports" FTEs who perform the process "perform financial
reporting") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform financial reporting" that perform the "perform financial reporting" who prepare
activity "prepare statements for board review" statements for board / Number of FTEs who
perform the process "perform financial reporting")
* 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform financial reporting" that perform the "perform financial reporting" who produce
activity "produce quarterly/annual filings and quarterly/annual shareholder financial report /
shareholder reports" Number of FTEs who perform the process "perform
financial reporting") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process accounts payable" that perform the "process accounts payable" who maintain AP/PO
activity "verify AP pay file with purchase order vendor master file / Number of FTEs who perform
vendor master file" the process "process accounts payable (AP)") *
100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process accounts payable" that perform the "process accounts payable" who maintain/manage
activity "maintain/manage electronic commerce" electronic commerce / Number of FTEs who
perform the process "process accounts payable
(AP)") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process accounts payable" that perform the "process accounts payable" who audit invoices/key
activity "audit invoices/key data into AP system" data into AP system / Number of FTEs who perform
the process "process accounts payable (AP)") *
100
Percentage of invoice line items which are entered Percentage of invoice line items that is entered percent
into the financial system via some other method into the financial system by other methods
than manual entry, scanning, or EDI
Percentage of invoice line items which are entered Percentage of invoice line items that is entered percent
into the financial system via Electronic Data into the financial system by EDI
Interchange (EDI)
Percentage of invoice line items which are Percentage of invoice line items that is entered percent
scanned into the financial system into the financial system by scanning
Percentage of invoice line items approved by two- Percentage of invoice line items that is approved percent
way matching by two-way matching
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process accounts payable" that perform the "process accounts payable" who process taxes /
activity "process payroll taxes" Number of FTEs who perform the process "process
accounts payable (AP)") * 100
Average elapsed time in calendar days (including Cycle time in days from identifying a disbursement days
weekends) from the time when a disbursement error to its resolution
error is identified to the time it is fully resolved
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process expense reimbursements" that perform "process expense reimbursements" who capture
the activity "capture and report relevant tax data" and report relevant tax data / Number of FTEs who
perform the process "process expense
reimbursements") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process expense reimbursements" that perform "process expense reimbursements" who approve
the activity "approve reimbursements and reimbursements and advances / Number of FTEs
advances" who perform the process "process expense
reimbursements") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process expense reimbursements" that perform "process expense reimbursements" who process
the activity "process reimbursements and reimbursements and advances / Number of FTEs
advances" who perform the process "process expense
reimbursements") * 100
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"process expense reimbursements" that perform "process expense reimbursements" who manage
the activity "manage personnel accounts" personnel accounts / Number of FTEs who perform
the process "process expense reimbursements") *
100
Total square feet of all retail store space disposed (Square feet of stores disposed in the last year / percent
as a percentage of retail store space available Total square feet of all retail space available at the
beginning of the present financial year or end of
the previous financial year) * 100
Average annual build cost per square feet for new Cost per square foot for new buildings (store and dollars
retail stores and warehouses warehouse)
Personnel (staff) costs directly associated with Personnel (staff) costs directly associated with KM dollars
leading, managing, and supporting the KM program / (Total business entity revenue * 0.001)
program, initiative, or service per $1,000 revenue
Personnel (contractor) costs directly associated Personnel (contractor) costs directly associated dollars
with leading, managing, and supporting the KM with KM program / (Total business entity revenue *
program, initiative, or service per $1,000 revenue 0.001)
External/outsourcing costs directly associated with External/outsourcing costs directly associated with dollars
leading, managing, and supporting the KM KM program / (Total business entity revenue *
program, initiative, or service per $1,000 revenue 0.001)
Funding for KM program, initiative, or service from (Percentage of total funding for KM program, dollars
allocations from business units, functions, or initiative, or service from allocations from business
groups leveraging KM services per $1,000 revenue units, functions, or groups leveraging KM services
* Total cost, excluding overhead cost, for
knowledge management program, initiative, or
service * .01) / (Total business entity revenue *
0.001)
Funding for KM program, initiative, or service from (Percentage of total funding for KM program, dollars
sources other than central/enterprise funding initiative, or service from sources other than
source or allocations from business units, central/enterprise funding source or allocations
functions, or groups leveraging KM services per from business units, functions, or groups
$1,000 revenue leveraging KM services * Total cost, excluding
overhead cost, for knowledge management
program, initiative, or service * .01) / (Total
business entity revenue * 0.001)
Percentage of total cost for knowledge (Personnel (staff) costs directly associated with KM percent
management program, initiative, or service program / Total cost, excluding overhead cost, for
allocated to personnel (staff) costs directly knowledge management program, initiative, or
associated with KM service) * 100
Total cost of the process group "Manage treasury Total cost to perform the process group "manage dollars
operations" per foreign currency involved in treasury operations" / Number of foreign
foreign exchange hedging program currencies involved in foreign exchange hedging
program
Number of foreign currencies involved in foreign Number of foreign currencies involved in foreign foreign currencies
exchange hedging program per $1 billion revenue exchange hedging program / (Total business entity
revenue * .000000001)
Number of foreign currencies involved in foreign Number of foreign currencies involved in foreign foreign currencies
exchange hedging program per FTE that performs exchange hedging program / Number of FTEs who
the process group "Manage treasury operations" perform the process group "manage treasury
operations"
Systems cost to perform the process group Systems cost to perform the process group dollars
"manage business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"manage business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $1,000 revenue business entity revenue * 0.0010)
Overhead cost to perform the process group Overhead cost to perform the process group dollars
"manage business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Outsourced cost to perform the process group Outsourced cost to perform the process group dollars
"manage business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Other cost to perform the process group "manage Costs other than personnel, systems, overhead, dollars
business resiliency and risk", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "manage business resiliency and risk" / (Total
business entity revenue * 0.000010)
Time in weeks to complete projects that address Time in weeks to complete projects that address weeks
an identified business exposure or opportunity an identified business exposure or opportunity
(less than 20 percent of total annual revenue) (less than 20 percent of total revenue)
Time in weeks to complete projects that address Time in weeks to complete projects that address weeks
an identified business exposure or opportunity an identified business exposure or opportunity
(between 20 and 40 percent of total annual (between 20 and 40 percent of total revenue)
revenue)
Time in weeks to complete projects that address Time in weeks to complete projects that address weeks
an identified business exposure or opportunity an identified business exposure or opportunity
(between 40 and 60 percent of total annual (between 40 and 60 percent of total revenue)
revenue)
Time in weeks to complete projects that address Time in weeks to complete projects that address weeks
an identified business exposure or opportunity an identified business exposure or opportunity
(between 60 and 80 percent of total annual (between 60 and 80 percent of total revenue)
revenue)
Time in weeks to complete projects that address Time in weeks to complete projects that address weeks
an identified business exposure or opportunity an identified business exposure or opportunity
(greater than 80 percent of total annual revenue) (greater than 80 percent of total revenue)
Percentage of business entity IT FTEs who perform (Number of FTEs who perform the process group percent
the process group "manage business resiliency" "manage business resiliency and risk"/Number of
FTEs who perform the function "manage
information technology") * 100.0
Percentage of primary products that are made Percentage of primary products made from percent
from recycled materials (by weight) recycled materials
Percentage of primary products that are Percentage of primary products potentially able to percent
potentially able to be recovered and recycled (by be recovered and recycled
weight)
Total cost to perform the process "process Annual cost of the process "process warranty Dollars
warranty claims" per warranty claim processed claims" / Total number of warranty claims
processed
Goodwill cost as a percentage of revenue (Total cost of goodwill warranty claims / Total Percent
business entity revenue) * 100
Internal cost to perform the process "process Percentage of total cost of the process "process Percent
warranty claims" as a percentage of total process warranty claims" allocated to internal costs
cost
Outsourced cost to perform the process "process Percentage of total cost of the process "process Percent
warranty claims" as a percentage of total process warranty claims" allocated to external costs
cost
Overhead and other costs to perform the process (Percentage of total cost of the process "process dollars
"process warranty claims" per $1,000 revenue 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)
Goodwill cost per approved goodwill claim Total cost of goodwill warranty claims / [(The dollars
percentage of annual approved warranty claims
that are goodwill claims * Percentage of warranty
claims approved * Total number of warranty
claims processed) / 10000]
Average cycle time in days to process a warranty Cycle time in days to process a warranty claim Days
claim
Number of FTEs that perform the process "process Number of FTEs who to perform the process FTEs
warranty claims" per $1 billion revenue "process warranty claims" / (Total business entity
revenue * 0.000000001)
Number of claims processed per FTE that performs Total number of warranty claims processed claims
the process "process warranty claims" /Number of FTEs who to perform the process
"process warranty claims"
Percentage of total rejected claims rejected for Percentage of rejected warranty claims rejected Percent
being fraudulent for reasons of fraud
Percentage of total rejected claims rejected for Percentage of rejected warranty claims rejected Percent
policy reasons for reasons of policy
Percentage of total claims approved that is invalid Percentage of warranty claims approved that were percent
or fraudulent invalid or fraudulent
Percentage of total claims processed from 100 * [(The percentage of annual approved Percent
approved goodwill claims warranty claims that are goodwill claims *
Percentage of warranty claims approved * Total
number of warranty claims processed) / 10000] /
Total number of warranty claims processed
Percentage of total claims processed that is from 100 * [(Percentage of approved warranty claims Percent
approved repeat repair claims that are repeat repair claims * Percentage of
warranty claims approved * Total number of
warranty claims processed) / 10000] / Total
number of warranty claims processed
Percentage of total claims processed that is Percentage of warranty claims approved Percent
approved
Percentage of total claims processed that is Percentage of warranty claims rejected Percent
rejected
Percentage of total warranty claims processed that Percentage of warranty claims that are Percent
is processed automatically automatically processed claims
Percentage of total claims processed that is from Percentage of warranty claims that are Suspense Percent
suspense routed claims Routed claims
Percentage of total claims processed that required Percentage of warranty claims that are Help Percent
human intervention Routed claims
Total number of other claims processed as a Percentage of warranty claims allocated to other Percent
percentage of total claims processed claims
Number of claims rejected for other reason as a Percentage of warranty claims rejected allocated Percent
percentage of total rejected claims to other
Number of first time repair/replace claims ((The percentage of annual approved warranty Percent
approved as a percentage of total claims claims that are first time repair / replace claims *
processed Percentage of warranty claims approved * Total
number of warranty claims processed * .0001) /
Total number of warranty claims processed) * 100
Number of recall claims approved as a percentage ((The percentage of annual approved warranty Percent
of total claims processed claims that are recall claims * Percentage of
warranty claims approved * Total number of
warranty claims processed * .0001) / Total number
of warranty claims processed) * 100
Total number of warranty claims processed per Total number of warranty claims processed / (Total claims
$1,000 revenue business entity revenue * 0.001)
Number of invalid or fraudulent claims that are (Percentage of warranty claims approved that claims
approved per FTE that performs the process were invalid or fraudulent * Percentage of
"process warranty claims" warranty claims approved * Total number of
warranty claims processed * 0.0001) / Number of
FTEs who to perform the process "process
warranty claims"
Number of invalid or fraudulent claims that are (Percentage of warranty claims approved that claims
approved per $1,000 revenue were invalid or fraudulent * Percentage of
warranty claims approved * Total number of
warranty claims processed * 0.0001) / (Total
business entity revenue * 0.001)
Percentage of customers satisfied with warranty Percentage of customers satisfied with warranty Percent
process / experience process
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"perform financial reporting" that perform the "perform financial reporting" who perform legal
activity "perform legal and management and management consolidation / Number of FTEs
consolidation" who perform the process "perform financial
reporting") * 100
Revenue per employee (entire organization) Total organization revenue / Number of Dollar
organization employees
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
employee relations" per $1,000 revenue employee relations" / (Total business entity
revenue * 0.001)
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
employee relations" per business entity employee employee relations" / Number of business entity
employees
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"manage employee relations" per $1,000 revenue "manage employee relations" / (Total business
entity revenue * 0.001)
Total cost to perform the HR function per FTE that Total cost to perform the function "develop and dollars
performs the process group "manage employee manage human capital" / Number of FTEs that
relations" perform the process group "manage employee
relations"
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"manage employee relations" per business entity "manage employee relations" / Number of
employee business entity employees
Employee engagement score Employee engagement score
Number of FTEs that perform the process group Number of FTEs that perform the process group FTEs
"manage employee relations" per $1 billion "manage employee relations" / (Total business
revenue entity revenue * 0.000000001)
Overhead and other costs of the process group (Internal overhead and other cost (direct and/or percent
"manage employee information and analytics" as allocated to the business entity) to perform the
a percentage of the total cost to perform the process group "manage employee information and
process group analytics" / Total cost to perform the process
group "manage employee information and
analytics") * 100
Total cost to perform the HR function per FTE that Total cost to perform the function "develop and dollars
performs the process groups "manage employee manage human capital" / Total number of FTEs
communications" and "deliver employee that perform the process groups "manage
communications" employee communications" and "deliver employee
communications"
Number of FTEs that perform the process groups Total number of FTEs that perform the process FTEs
"manage employee communications" and "deliver groups "manage employee communications" and
employee communications" per $1 billion revenue "deliver employee communications" / (Total
business entity revenue * 0.000000001)
Selling, general, and administrative (SGA) costs as (Total SG&A costs/Total business entity percent
a percentage of business entity revenue revenue)*100
Non-interest expense as a percentage of total Annual non-interest expense per total assets for percent
assets the overall bank
Net income plus interest as a percentage of total Annual net income plus interest expense per total percent
assets assets for the overall bank
New transaction account income as a percentage Percentage of annual fee income for banking percent
of fee income operation attributed to new transaction accounts
opened in the last year
Loss due to asset integrity incidents Loss due to asset integrity incidents dollars
Occupational Health Hazard Assessment (OHHA) Occupational Health Hazard Assessment (OHHA) items
Percentage of legal services FTEs that perform the Percentage allocation of legal services function percent
process "manage the corporate liability insurance FTEs dedicated to the process "manage the
program" corporate liability insurance program"
Average time in months that telecommunications Average number of months that customers months
customers persuaded to convert from pre-paid to converted from pre-paid to post-paid remain as
post-paid remain as post-paid post-paid customers
Telecommunications inbound contact center cross- Inbound contact center cross-sell / up-sell rate percent
sell/up-sell rate
Total cost to perform the process group "govern (Total annual cost for new product/service dollars
and manage product/service development development * Percentage of total annual cost for
program" per $1,000 revenue new product/service development allocated to
overall governance and program management *
0.01) / (Total business entity revenue * 0.0010)
Number of FTEs (including external) that perform Percentage of FTEs performing product/service percent
the process group "govern and manage development are allocated to overall governance
product/service development program" as a and program management
percentage of total function FTEs
Total cost to perform the process group "govern Percentage of total annual cost for new percent
and manage product/service development product/service development allocated to overall
program" as a percentage of total function cost governance and program management
Total cost to perform the process group "generate (Total annual cost for new product/service dollars
and define new product/service ideas" per $1,000 development * Percentage of total annual cost for
revenue new product/service development allocated to
generating and defining product/service ideas *
0.01) / (Total business entity revenue * 0.0010)
Total cost to perform the process group "generate (Total annual cost for new product/service dollars
and define new product/service ideas" per concept development * Percentage of total annual cost for
(pre-design phase) new product/service development allocated to
generating and defining product/service ideas *
0.01) / Total number of product/service concepts
in the pre-design phase
Number of FTEs (including external) that perform (FTEs performing product/service development FTEs
the process group "generate and define new processes * Percentage of FTEs performing
product/service ideas" per $1 billion revenue product/service development are allocated to
generating and defining product/service ideas *
0.01) / (Total business entity revenue *
0.000000001)
Number of concepts (pre-design phase) per FTE Total number of product/service concepts in the concepts
(including external) that performs the process pre-design phase / (Number of FTEs who develop
group "generate and define new product/service and manage products and services * Percentage
ideas" of FTEs performing product/service development
are allocated to generating and defining
product/service ideas * 0.01)
Total cost to perform the process group "generate Percentage of total annual cost for new percent
and define new product/service ideas" as a product/service development allocated to
percentage of total function cost generating and defining product/service ideas
Number of FTEs (including external) that perform Percentage of FTEs performing product/service percent
the process group "generate and define new development are allocated to generating and
product/service ideas" as a percentage of total defining product/service ideas
function FTEs
Total cost to perform the process "design and (Total annual cost for new product/service dollars
prototype products and services" per $1,000 development * Percentage of total annual cost for
revenue new product/service development allocated to
designing, building, and testing products/services
* 0.01) / (Total business entity revenue * 0.0010)
Number of FTEs (including external) that perform (Number of FTEs who develop and manage FTEs
the process "design and prototype products and products and services * Percentage of FTEs
services" per $1 billion revenue performing product/service development are
allocated to designing, building, and testing
products/services * 0.01) / (Total business entity
revenue * 0.000000001)
Number of FTEs (including external) that perform Percentage of FTEs performing product/service percent
the process "design and prototype products and development are allocated to designing, building,
services" as a percentage of total function FTEs and testing products/services
Total cost to perform the process "design and Percentage of total annual cost for new percent
prototype products and services" as a percentage product/service development allocated to
of total function cost designing, building, and testing products/services
Total cost to perform the process "test market for (Total annual cost for new product/service dollars
new or revised products and services" per $1,000 development * Percentage of total annual cost for
revenue new product/service development allocated to test
marketing products/services * 0.01) / (Total
business entity revenue * 0.0010)
Number of FTEs (including external) that perform (Number of FTEs who develop and manage FTEs
the process "test market for new or revised products and services * Percentage of FTEs
products and services" per $1 billion revenue performing product/service development are
allocated to test marketing products/services *
0.01) / (Total business entity revenue *
0.000000001)
Total cost to perform the process "test market for Percentage of total annual cost for new percent
new or revised products and services" as a product/service development allocated to test
percentage of total function cost marketing products/services
Number of FTEs (including external) that perform Percentage of FTEs performing product/service percent
the process "test market for new or revised development are allocated to test marketing
products and services" as a percentage of total products/services
function FTEs
Total cost to perform the process "prepare for (Total annual cost for new product/service dollars
production/service delivery" per $1,000 revenue development * Percentage of total annual cost for
new product/service development allocated to
preparing for production or service delivery * 0.01)
/ (Total business entity revenue * 0.0010)
Number of FTEs (including external) that perform (Number of FTEs who develop and manage FTEs
the process "prepare for production/service products and services * Percentage of FTEs
delivery" per $1 billion revenue performing product/service development are
allocated to preparing for production or service
delivery * 0.01) / (Total business entity revenue *
0.000000001)
Number of FTEs (including external) that perform Percentage of FTEs performing product/service percent
the process "prepare for production/service development are allocated to preparing for
delivery" as a percentage of total function FTEs production or service delivery
Total cost to perform the process "prepare for Percentage of total annual cost for new percent
production/service delivery" as a percentage of product/service development allocated to
total function cost preparing for production or service delivery
Percentage of products designed with a 'design for Percentage of products are designed with a percent
supply chain' philosophy 'design for supply chain' philosophy
Percentage of total sales of core Percentage of total sales of core products made percent
telecommunications products made via digital via digital channels
channels
Average effort in man-hours required to complete Average effort in man-hours required to complete man-hours
delivery, installation, and back-haul of large/bulky delivery, installation, and back-haul of large/bulky
products products
Number of FTEs who perform retail banking (Number of FTEs who perform Branch Banking FTEs
activities per $1 billion fee income activities + Number of FTEs who perform Non-
Branch Banking activities) / (Total annual fee
income for retail banking operation * .000000001)
Number of FTEs who perform retail banking (Number of FTEs who perform Branch Banking FTEs
activities per $1 billion retail bank revenue activities + Number of FTEs who perform Non-
(interest income plus fee income) Branch Banking activities) / (Total annual revenue
for retail banking operation * .000000001)
Number of retail banking customers per back Number of unique retail banking customers / customers
office activities FTE Number of FTEs who perform back office activities
Cost to serve banking customers (all channels) per Total annual cost to serve retail banking dollars
retail banking customer customers / Number of unique retail banking
Number of customers with retail banking customer customers
(Percentage of total branch banking staff time customers
relationship of less than one year per $1 million allocated to deposit account servicing * Number of
retail bank revenue unique retail banking customers * 0.01) / (Total
annual revenue for retail banking operation
*.000001)
Number of customers with retail banking customer (Percentage of total branch banking staff time customers
relationship of three to five years per $1 million allocated to internal marketing or sales * Number
retail bank revenue of unique retail banking customers * 0.01) / (Total
annual revenue for retail banking operation
*.000001)
Number of customers with retail banking customer (Percentage of total branch banking staff time customers
relationship of more than five years per $1 million allocated to loan/origination * Number of unique
retail bank revenue retail banking customers * 0.01) / (Total annual
revenue for retail banking operation *.000001)
Annual operating expense as a percentage of (Total operating expense for retail banking percent
retail bank revenue (interest income plus fee operation / Total annual revenue for retail banking
income) operation) * 100
Annual fee income as a percentage of retail bank (Total annual fee income for retail banking percent
revenue (interest income plus fee income) operation / Total annual revenue for retail banking
operation) * 100
Number of retail banking customers per branch Number of unique retail banking customers / Total customers
(including staffed kiosks) number of branches forming the branch network
Annual non-interest expense as a percentage of (Total non-interest expense for retail banking percent
retail bank revenue (interest income plus fee operation / Total annual revenue for retail banking
income) operation) * 100
Annual non-interest expense as a percentage of (Total non-interest expense for retail banking percent
operating expense operation / Total operating expense for retail
banking operation) * 100
Average price paid by the consumer for delivery, Average price paid for delivery, installation, and dollars
installation, and haul-away for large/bulky haul-away for large/bulky deliveries
deliveries
Average lead-time in days between consumer Average lead-time in days between consumer days
order and the first accepted delivery window order and the first accepted delivery window
Percentage of delivery orders rescheduled or Percentage of delivery orders rescheduled or percent
modified prior to delivery modified prior to delivery
Percentage of large/bulky deliveries refused Percentage of large/bulky deliveries refused percent
Percentage of consumers who paid a fee for an Percentage of consumers who paid a fee for an percent
expedited or priority delivery service level expedited or priority delivery service level
Percentage of deliveries requiring post-delivery Percentage of deliveries requiring post-delivery percent
follow-up or issue resolution follow-up or issue resolution
Average cost per inbound contact Average cost per inbound contact dollars
Average cost per contact measured 12 months Average cost per inbound contact 12 months ago dollars
ago
Percentage change in average cost per contact Percentage change in average cost per contact dollars
over the past 12 months attributable to AI over the past 12 months attributable to AI
Organization's current learning budget per Learning budget per customer service employee dollars
customer service employee
Organization's learning budget per customer Learning budget per customer service employee dollars
service employee 12 months ago 12 months ago
Average number of days per customer service Average number of days per customer service days
employee currently dedicated to learning employee dedicated to learning
Average number of days per customer service Average number of days per customer service days
employee dedicated to learning 12 months ago employee dedicated to learning 12 months ago
Percentage of customer service FTEs added/hired Percentage attribution of customer service FTEs percent
in the past 12 months attributed to AI added/hired as a result of AI
Percentage of customer service FTEs Percentage attribution of customer service FTEs percent
eliminated/redeployed in the past 12 months eliminated/redeployed as a result of AI
attributed to AI
Average cost to dispose of back-hauled products Average cost to dispose of back-hauled products dollars
Total cost to perform the HR function per FTE that Total cost to perform the function "develop and dollars
performs the process group "manage employee manage human capital" / Number of FTEs that
on-boarding, development, and training" perform the process group "manage employee on-
boarding, development, and training"
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"manage employee on-boarding, development, "manage employee on-boarding, development,
and training" per process group FTE and training" / Number of FTEs that perform the
process group "manage employee on-boarding,
development, and training"
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
employee on-boarding, development, and employee on-boarding, development, and
training" per $1,000 revenue training" / (Total business entity revenue * 0.001)
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
employee on-boarding, development, and employee on-boarding, development, and
training" per business entity employee training" / Number of business entity employees
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
employee on-boarding, development, and employee on-boarding, development, and
training" per process group FTE training" / Number of FTEs that perform the
process group "manage employee on-boarding,
development, and training"
Personnel cost to perform the process group (Personnel cost to perform the process group percent
"manage employee on-boarding, development, "manage employee on-boarding, development,
and training" as a percentage of the total cost to and training" / Total cost to perform the process
perform the process group group "manage employee on-boarding,
development, and training") * 100
Overhead and other costs to perform the process (Overhead and other cost to perform the process percent
group "manage employee on-boarding, group "manage employee on-boarding,
development, and training" as a percentage of the development, and training" / Total cost to perform
total cost to perform the process group the process group "manage employee on-
boarding, development, and training") * 100
Outsourced cost of the process group "manage (Outsourced cost to perform the process group percent
employee on-boarding, development, and "manage employee on-boarding, development,
training" as a percentage of the total cost to and training" / Total cost to perform the process
perform the process group group "manage employee on-boarding,
development, and training") * 100
Percentage of FTEs that perform the process group (Allocation of FTEs for the process group "manage percent
"manage employee on-boarding, development, employee on-boarding, development, and
and training" that are senior management / training" from the senior management/executive
executive level level / Number of FTEs that perform the process
group "manage employee on-boarding,
development, and training") * 100
Percentage of FTEs that perform the process group (Allocation of FTEs for the process group "manage percent
"manage employee on-boarding, development, employee on-boarding, development, and
and training" that are middle training" from the middle management/specialist
management/specialists level / Number of FTEs that perform the process
group "manage employee on-boarding,
development, and training") * 100
Personnel cost to perform the process group (Personnel cost to perform the process group percent
"manage employee on-boarding, development, "manage employee on-boarding, development,
and training" as a percentage of total process and training" / Total cost to perform the process
group cost group "manage employee on-boarding,
development, and training") * 100.0
Systems cost to perform the process group (Systems cost to perform process group "manage percent
"manage employee on-boarding, development, employee on-boarding, development, and
and training" as a percentage of total process training" / Total cost to perform the process group
group cost "manage employee on-boarding, development,
and training") * 100.0
Overhead and other costs to perform the process (Overhead and other cost to perform the process percent
group "manage employee on-boarding, group "manage employee on-boarding,
development, and training" as a percentage of development, and training" / Total cost to perform
total process group cost the process group "manage employee on-
boarding, development, and training") * 100.0
Outsourced cost of the process group "manage (Outsourced cost to perform the process group percent
employee on-boarding, development, and "manage employee on-boarding, development,
training" as a percentage of total process group and training" / Total cost to perform the process
cost group "manage employee on-boarding,
development, and training") * 100.0
Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage financial policies and procedures" that "manage policies and procedures" who publish
perform the activity "publish accounting policies" accounting policies / Number of FTEs who perform
the process "manage policies and procedures") *
100
Percentage of IT costs allocated to mobility Percentage allocation of total IT costs to mobility percent
Percentage of IT capital cost allocated to hardware Percentage allocation of IT capital costs to percent
hardware
Percentage of IT capital cost allocated to software Percentage allocation of IT capital costs to percent
software
Percentage of IT capital cost allocated to costs Percentage allocation of IT capital costs to percent
other than hardware or software categories other than hardware and software
Percentage of total annual IT operating costs Percentage of IT operating cost (excluding percent
allocated to outsourced costs depreciation/amortization) that is outsourced
Percentage of IT operating costs dedicated to IT Percentage allocation of IT operating costs to IT percent
business administration business administration
Percentage of IT operating costs dedicated to Percentage allocation of IT operating costs to percent
develop and manage IT customer relationships developing and managing IT customer
Percentage of IT operating costs dedicated to relationships
Percentage allocation of IT operating costs to percent
develop and manage IT business strategy developing and managing IT business strategy
Percentage of IT operating costs dedicated to Percentage allocation of IT operating costs to percent
manage IT resilience and risk managing IT resilience and risk
Percentage of IT operating costs dedicated to Percentage allocation of IT operating costs to percent
manage enterprise information managing enterprise information
Percentage of IT operating costs dedicated to Percentage allocation of IT operating costs to percent
develop and integrate services/solutions developing and integrating services/solutions
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