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K010288 Property and Casualty Insurance v100 Vs Property and Casualty Insurance v721 2 April 2023
K010288 Property and Casualty Insurance v100 Vs Property and Casualty Insurance v721 2 April 2023
INSURANCE PROCESS
CLASSIFICATION FRAMEWORK
VERSION NUMBER 1.0.0
GENERATED ON 4/9/2020
For more information about the PCF, visit www.apqc.org/pcf
These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly
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 throughout
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back to
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by the
process element. It will be consistent across releases as long as the conceptual meaning does not change.
Hierarchy ID is the human-readable index number corresponding to this specific process element on each row.
This number will not be consistent across releases - meaning that a process element may have a different
hierarchy ID among a set of releases.
Difference index is a score identifying the volume of changes to this process element across releases. The score
is only computed when a specific release is compared to another specific release. The difference index
encapsulates the changes among all of the process element's descendents, not just the immediate children. 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 element was added
since the last release. A "minus" symbol ("-") before a number indicates that the specific process element was
removed since the last release. If the process element was renamed, the sentence will include the phrase
"RENAME, WAS:" followed by the name previously used by the process element. A new element is identified
by the word "NEW". A "c" before a number indicates that the specific process element changed since the
compared release; it saw elements added, removed, the name changed, or some combination of those three
operations.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarking
library for this specific process element. For more information, please visit http://www.apqc.org/osb
EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (17058)
was added to the framework. This new element was added to the file. This new element contains a number of
previously used elements, including a significant change to one of its immediate children, 10731, which was
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 the structure
overall remains very simlar (difference index = 50).
Copyright 2020 APQC and IBM
EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (17058)
was added to the framework. This new element was added to the file. This new element contains a number of
previously used elements, including a significant change to one of its immediate children, 10731, which was
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 the structure
overall remains very simlar (difference index = 50).
10023 1.1.1.4 Identify political and regulatory issues Identifying areas of concern pertaining to public policy and
regulation, established by sovereign or multinational authorities.
Examine various regions and geopolitical formations to identify
those political and regulatory issues-present or developing-that can
potentially affect the organization. Plan for an iterative process,
partitioned across regional and geopolitical entities that have a
direct bearing on the organization's activities. Assess changes in
environmental compliance, product standards, trade barriers, etc.
10024 1.1.1.5 Assess new technology innovations Assessing developments in technologies presently being used by the
business, new technologies that have a potential for the business,
and any disruptive innovations. Conduct a survey of advancement in
technologies that are already deployed with inputs from the
personnel closely working with them, tracking utility and feasibility
for deployment. Arrange for mid- to senior-level management
personnel who explore contingent uses to assess new and disruptive
technologies. Follow up with desk research, involving physical
scoping and viability assessment.
10025 1.1.1.6 Analyze demographics Analyzing statistical data relating to the size, distribution, and
composition of relevant populations, as well as their characteristics.
Perform quantitative analysis over raw data-sets gathered from well-
founded sources such as government census or large, private
databases. Consider employing primary research in collecting
required statistics. Use comprehensive studies (reports, briefs, and
articles) to assist with the analysis, in place of raw data.
10034 1.1.3.6 Identify core competencies Determining a strategically significant aggregate of competence and
capacities that differentiates the organization in the market. Identify
distinguishing attributes including unique skills and resources and
its brand and services in the marketplace. Have senior executives
and management personnel assess competencies in order to further
develop these capabilities into distinct commercial value
propositions.
10020 1.1.4 Establish strategic vision Establishing the organization's long-term vision as a strategic
positioning and engagement of stakeholders. Institute the vision by
creating strategic orientations of all stakeholders. Understand the
strategy development frameworks in this context.
19949 1.1.4.1 Define the strategic vision Developing goals to define organizations vision. Define and
document ideas, direction, and activities which enable the
organization to reach these goals.
10035 1.1.4.2 Align stakeholders around strategic vision Orienting those entities, associated with the organization that have a
direct bearing on its operations and output, in a way that advances
its strategic vision. Map all stakeholders in strategic configurations,
within the architectural layout of the marketplace, and position the
organization relative to them. (This exercise is undertaken by senior
strategy personnel, drawing upon the process Define a business
concept and long-term vision [17040].)
16792 1.1.5 Conduct organization restructuring opportunities Examining the scope and contingencies for restructuring based on
market situation and internal realities. Map the market forces over
which any and all probabilities can be probed for utility and
viability. Once the restructuring options have been analyzed and the
due-diligence performed, execute the deal. Consider seeking
professional services for assistance in formalizing these
opportunities.
16793 1.1.5.1 Identify restructuring opportunities Identifying opportunities for restructuring the organization, through
an analysis of internal viability and external contingency. Conduct a
broad-based survey of the market landscape, taking the large-scale
trends and movements into account, to determine the necessity and
possibility of restructuring the organization. Review the
organization's internal capacities, the readiness of its process
frameworks, the robustness of its financials, the capableness of its
systems, the resourcefulness of its personnel, etc. for assimilating an
extensive overhaul.
16794 1.1.5.2 Perform due-diligence Auditing the status quo of the probabilities, before formalizing any
restructuring of the organization with another entity. Systematically
investigate all entities discerned to be of interest in Identify
restructuring opportunities [16793], to verify all tangible and
substantial facts. Consider engaging specialist professional services
including legal, accounting, and consulting help.
16796 1.1.5.3.1 Evaluate acquisition options Appraising entities identified as being suitable for acquisition,
taking into account the restructuring opportunities in the internal
and external context. Verify the appropriateness and viability of the
short-listed options. Ensure these entities pertain to the state-of-
affairs in the market, as well as fit with the resources and
capabilities of the organization.
16797 1.1.5.3.2 Evaluate merger options Appraising entities identified as being suitable for a merger, taking
stock of the restructuring opportunities within the firm and the
market. Verify the appropriateness and viability of such options.
Assess these entities to ensure their pertinence to the contextual
state-of-affairs in the market, as well as a fit with the resources and
capabilities of the organization itself. (This process can be carried
out, in its entirety, by qualified in-house personnel or may be
designated to specialist professional services providers.)
16798 1.1.5.3.3 Evaluate de-merger options Evaluating departments and subsidiaries within the organization,
and/or previously merged entities, to assess the appropriateness of a
de-merger, taking account of the fit between these entities as well as
any relevant externalities. Examine the pertinence and soundness of
a formalized dissociation.
16799 1.1.5.3.4 Evaluate divesture options Evaluating departments and/or subsidiaries within the organization
to assess the appropriateness of a divestment, taking account of all
market externalities. Examine any internal entities that have been
identified to be suitable for dismemberment from the organization.
Ensure the pertinence and soundness of such a move.
10045 1.2.1.2 Formulate mission Outlining actionable objectives that effectively set a course to fulfill
the organization's vision. In this fundamental activity, articulate
certain goals or targets in broad but practicable terms to reach long-
term objectives.
10046 1.2.1.3 Communicate mission Developing and executing a communication strategy to convey the
mission statement. Create a universal communication strategy and
appropriate delivery channels, with the objective of leveraging the
latter to execute the former. Convey the inherent message of the
mission to all stakeholders, including employees, customers, and the
public. Ensure collaboration between senior strategy personnel and
the communications/marketing team.
10047 1.2.2.1 Define strategic options Defining the various options available to achieve the goals
highlighted in the mission statement. Delineate (in accordance with
a predefined criteria) the various permutations of strategic decisions
that would help the organization achieve the objectives outlined in
Develop overall mission statement [10037]. Involve senior
management and key strategy personnel, with timely help from
professional services providers.
18083 1.2.2.1.1 Select partnerships and relationships to support the extended Supporting the design, manufacture and distribution of product and
enterprise services through the extended enterprise model. This is concerned
with the strategic decisions on make vs buy, in house or out
sourced. Senior Executives map out how they want to run their
business. Make strategic choices as to whether to buy in
components / sub-assemblies, run their own distribution fleet or
contract out, own their dealerships or franchise out, etc. Strategize
with partnerships. Collaborate design consideration at strategy level
for automotive and procurement act within the Target Operating
Model set at strategy level.
10048 1.2.2.2 Assess and analyze impact of each option Scoping and probing to study the impact of strategic options for
fulfilling the organization's objectives. Estimate a measure of the
impact effectuated by each set of strategic decisions, which
comprise Define strategic options [10047]. Closely examine the
consequences of each option.
13289 1.2.2.2.1 Identify implications for key operating model business elements Determine impacts of elements such as staffing, skills, training, new
that require change markets, technology, or policies within operating model which
needs change.
13290 1.2.2.2.2 Identify implications for key technology aspects Determining key factors for technology ROI, benefits, architecture,
etc.
10041 1.2.5 Create organizational design Formulating a design for the organization's resources that allow it to
meet its objectives. Develop a new framework for molding the
organization's various processes into a coherent and seamless
whole.
10050 1.2.5.2 Perform job-specific roles mapping and value-added analyses Appraising job-specific roles within the organizational chart and
their hierarchical architecture. Analyze a map of work-related roles
within the organizational structure. Examine the value added by the
positions associated with jobs to be performed and how they stack
up within the organization's operations.
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity Examining the constituent exercises and undertakings within a
work-related position for the purpose of effective delegation.
Deconstruct job-specific roles into activities and visualize the
relations among them, with the objective of assigning
responsibilities to the appropriate personnel.
10052 1.2.5.4 Perform organization redesign workshops Organizing workshop sessions to adopt organizational redesign.
Communicate the organizational structure and mapping of
responsibilities against job roles in order to facilitate an effective
understanding among personnel. Use a collaborative process that
may include participative workshop sessions.
10053 1.2.5.5 Design the relationships between organizational units Fleshing out the connections and dependencies among the various
units of the organization. Delineate the relationship among business
units or process frameworks within the organization, in terms of
activities, synergies, and shared resources and responsibilities.
Formalize relationships among business units so that any mutual
coherence is clearly understood and can be attended to.
19954 1.2.6.2 Establish baseline metrics Establishing baselines that provide standards for assessing
performance. Create metrics and KPI's for various
functions/processes/activities based on organizational goals.
19955 1.2.6.3 Monitor performance against goals Defining methodology and frequency of assessment for measuring
and monitoring performance of various
functions/processes/activities against standard set goals.
10057 1.3.1 Develop strategic initiatives Developing strategic projects that help fulfill long-term goals.
Develop time-bound projects that are discretionary in nature and lie
beyond the scope of the organization's routine operations.
19981 1.3.3.2 Communicate strategic initiatives to business units and Establishing procedures for communications within the organization
stakeholders which creates the road map for successful understanding of strategic
initiatives for both business units and stakeholders (internal and
external).
10060 1.3.4 Establish high-level measures Devising measures to examine strategic projects. Formulate
evaluation criteria to assess the strategic initiatives for the level of
impact.
19982 1.3.4.1 Identify business value drivers Determining key indicators or factors responsible for driving
business value. Key business value drivers comprise of operational,
financial, and sustainability drivers.
19983 1.3.4.2 Establish baselines for business value drivers Establishing baseline measures that provide standards for assessing
performance of Identify business value drivers [19982].
19984 1.3.4.3 Monitor performance against baselines Overseeing the progress of activities to ensure they are on-course
and on-schedule in meeting the objectives and performance targets
against Establish baselines for business value drivers [19983].
19507 1.3.5 Execute strategic initiatives Successfully implement strategic initiatives. Execution of strategy is
also defined as the process of implementing logical set of connected
activities by an organization to make a strategy work.
20944 1.4 Develop and maintain business models Establishing how an organization creates, delivers and captures
value or makes profit. Identify the products or services that a
business will sell, its target market, anticipated expenses, and other
core aspects of its modus operandi. Revise the plan as required to
reflect changing circumstances.
20945 1.4.1 Develop business models Creating an economic model that describes the goals of an
organization and the business processes needed to achieve those
goals. This involves information gathering, securing necessary
approvals and authorizations, integrating with preexisting models,
including the general business concept [10002] and business
strategy [10015], and formally accepting the model as the basis for
organization's day-to-day operations.
20951 1.4.2.1 Establish business model maintenance parameters Determining the timeline, procedures and responsibilities for
reviewing the business model and for updating it to best serve the
organization.
20952 1.4.2.2 Accept business model feedback parameters Deciding the type of responses, reactions, sentiments and insights
that are crucial to be taken into consideration with business model
maintenance.
20953 1.4.2.3 Prioritize and manage incoming feedback Evaluating the feedback regarding products, services, processes or
resources. Determine which judgments are critical and mandate
changes to the current business model to better deliver the desired
value
20954 1.4.2.4 Update existing models Modifying the business models that are presently in use in response
to incoming feedback or changing markets to achieve the enterprise
business goals.
20955 1.4.3 Establish business model governance Creating and implementing a strategy, responsibilities and control
mechanisms for managing business models that are timely, efficient
and cost-effective.
10063 2.1.1.1 Evaluate performance of existing products/services against Assessing the capabilities and performance of existing
market opportunities products/services, in light of market opportunities. Examine
performance of the existing line of products/services, including
measures of profitability, penetration, and value delivered. Identify
gaps between existing solutions' portfolio or their performance
levels, on the one hand, and the current market demand, available
technologies, and/or customer expectations, on the other. Consider
opportunities in the present market environment and any relation
with the performance. Consider input from professional services
providers.
10073 2.1.1.3 Plan and develop cost and quality targets Setting prerequisites for the cost of development and quality
standards for the new solutions' portfolio and/or its individual
offerings. Set targets for the budget and quality standards for the
revamped portfolio of solution offerings. Prepare a plan for the
outlay required for revising and adding new product/services.
Identify intended levels of quality for these, bearing in mind the
existing standards of solutions offered by the organization and its
competitors. Enlist senior management executives, particularly
those responsible for finance and budgeting, product/service design,
manufacturing/processing, delivery, and quality control.
10074 2.1.1.4 Prioritize and select new product/service concepts Selecting from among the potential new/revised solutions and
capitalizing on market opportunities so that they meet the cost and
quality prerequisites. Create an index of product/service concepts,
and arrange them in order of preference. Base prioritization on
adherence to Plan and develop cost and quality targets [10073], and
choose options that would comprise the revised solution portfolio.
10075 2.1.1.5 Specify development timing targets Determining the individual and collective timeframe for realizing
new/revised solutions. Create a schedule that clearly demarcates the
timeframes designated for the development of every new solution
and/or revising each of the existing ones. Create a timetable by
setting deadlines for each step in overhauling the product/service
portfolio.
10067 2.1.2 Manage product and service life cycle Manage the introduction and withdrawal of products/services.
Administer associated changes, namely measuring the performance
of new solution offerings and the revision of master files in the
archives.
16824 2.1.2.1 Develop plan for new product/service development and Developing a program and managing a perspective for new
introduction/launch product/service introduction and launch.
10077 2.1.2.2 Introduce new products/services Launching revamped product/service portfolio in to the market.
Introduction in to the marketplace is done by deploying effective
channels for marketing, sales, delivery, and after-sales servicing.
Introduce new/revised solution offerings in a concerted effort.
Coordinate a cross-functional effort.
10078 2.1.2.3 Retire outdated products/services Removing nonconforming products and services. Withdraw those
products/services that do not conform to market realities and are not
positioned to take advantage of prevailing opportunities. Coordinate
with processing/delivery teams within the organization and key
stakeholders in the supply chain. Create mechanisms for continued
after-sales servicing, as well as deploy effective public relations
efforts in order to preserve the image and goodwill of the
organization through the process.
10079 2.1.2.4 Identify and refine performance indicators Attuning the performance measures of products/services to better
reflect the revamped portfolio of solution offerings. Revise the
parameters used to measure performance, apropos the organization's
product/service offerings. (Modify these standards in consideration
of the changes made to the portfolio by Introduce new
products/services [10077] and Retire outdated products/services
[10078].)
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability in the Measuring the performance of marketing once the product/services
market are launched. This broadly covers measuring user engagement and
product's/service's performance in the market.
11424 2.1.2.5.2 Review market performance Conducting customer and market analysis to review progress and
identify opportunities for increasing market position. Track and
review product/service response through sales reports, website
statistics, direct response from customers, and survey reports.
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution network Determining the performance of supply chain to all departments and
logistics from input to shop floor. Seeking performance reviews at
each intersection and communication channels. Review
effectiveness of supply chain and distribution to check if it is
meeting the demands of the various groups and organizations that
are concerned with its activities (groups might include customers,
partners, suppliers, and vendors).
19647 2.1.2.5.4 Apply data and analytics to review supply chain methodologies Collecting and examining raw data with the purpose of drawing
conclusions about that information and correlate gaps and
efficiencies to the existing supply chain channels. Apply the
information to make better business decisions to the related supply
chain methodologies to meet efficiency.
16827 2.1.3.3 Determine patent and copyright needs Determining the business need for patents and copyrights. The
patents and copyrights are managed by Manage copyrights and
patents [11062].
19697 2.1.3.4 Define product technical documentation management Defining sourcing and procurement requirements for new product
requirements technical documentation management. Make sourcing-based
decisions that identify the capabilities that will be required in order
to launch the new product. This documentation will be used to
support the product following entry into service. It is compiled and
managed in Manage product and process related data [12082], but
the capability to manage and maintain this documentation must be
defined and established.
12772 2.1.3.5.1 Train employees on appropriate regulatory requirements Conducting training and impart learning to existing and new
employees. Training will relate to the most recent/enforced
regulations of the business to meet Manage regulatory requirements
[12771].
12773 2.1.3.5.2 Maintain records for regulatory agencies Identifying steps and procedures to manage and regularly update the
records for regulatory agencies. Updates will be made to safety
procedures, identity and access management, software tools and
applications, internal accessibility policies, internal quality
parameters, etc.
12776 2.1.3.5.3 Manage regulatory submission life cycle Determine and follow the timely input and update of regulatory
information by assessing reforms, regulatory policies, and
guidelines.
11740 2.1.4 Manage product and service master data Controlling/authorizing to enable services' and products' data and
other critical data of these functions through a well secured storage
and accessibility processes backed by siloed applications/IT
systems.
11741 2.1.4.1 Manage materials master lists Controlling the details of materials' storage and utilization, supplier
details linked to materials, in a defined sequential manner and
ensuring regular updates with permissible accessibility.
11742 2.1.4.2 Manage bills of material Managing the purchase details/bills through regular and error free
updates to applications. Create manual entries wherever necessary
and ensure timely review of the laid processes and systems.
11749 2.1.4.8 Manage traceability data Identifying and handling data accessed by the permitted touch
points. Ensure that no data is accessible to any unnecessary
recipient. Data flow should be controlled through secured access
and free from unauthorized access.
11750 2.1.4.9 Review and approve data access requests Determining the requests pertaining to data accessibility. Review
the requester details based on internal data security policies and
permit data access only if internal policies and data access
parameters are met.
19698 2.2 Generate and define new product/service ideas Identifying and describing new product or service thoughts based on
organizational objectives/targets.
10065 2.2.1 Perform discovery research Coordinating R&D activity to identify new technologies to integrate
into the revamped portfolio of products/services. Conduct early-
stage R&D activity to close gaps between existing solution
offerings and changing market expectations. Triangulate appropriate
technologies that can support the development of a revised
product/service portfolio.
10072 2.2.1.3 Assess feasibility of integrating new leading technologies into Appraising the feasibility of integrating new technologies, whether
product/service concepts developed as a custom solution or adopted from an external source,
into revised portfolio of solution offerings. Examine recently
developed technological advances for suitability to incorporate them
into the concept of revised and/or new solution offerings. Enlist
senior management, in consultation with in-house personnel
responsible for the design, processing, and delivery of these
solutions, as well as key supply-chain stakeholders.
19669 2.2.2 Generate new product/service concepts Producing and defining ideologies for new product/service
offerings.
19986 2.2.2.1 Gather new product/service ideas and requirements Collecting necessary items, documents, regulatory requirements,
etc., based on Generate and define new product/service ideas
[19698]
19987 2.2.2.2 Analyze new product/service ideas and requirements Assessing and reviewing the concepts and requirements of Generate
and define new product/service ideas [19698]
11331 2.2.3.1 Define product/service requirements Determining requirements related to the creation of the
product/service. Explain potential achievements that could be made.
19991 2.2.3.1.1 Define basic functional requirements Determining the operations of functions related to the
product/service in the marketing environment.
16808 2.2.3.1.2 Derive interoperability requirements for products and services Determining the ability of products and services to work together,
exchange and use information in a multi-vendor, multi-network, and
multi-service environment.
16809 2.2.3.1.3 Derive safety requirements for products and services Developing safety requirements in line with environmental safety,
occupational health and safety, and community health and safety
guidelines.
10085 2.3.1.4 Develop product/service design specifications Creating design specifications. Create specifications for the design
of new or revised product/service concepts as a measure to meet
during development. Have the senior functional-level solutioning or
design staff create a framework of compliance standards for these
products/services.
16813 2.3.1.5 Develop user experience design specifications Determining the usability and user experience of products and the
business impact it creates.
10086 2.3.1.6 Document design specifications Documenting requirements to meet in the design of new or revised
products/services. Specify technical, quality, and costing
requirements, as well as ergonomic, safety, and servicing
requirements for such products/services. Ensure the information
presented can be understood by the personnel executing the design
and includes examples, anecdotal references, and illustrations.
10087 2.3.1.7 Conduct mandatory and elective external reviews Conducting any mandatory and elective appraisals of the
product/service design specifications in order to ensure compliance
with external standards. Carry out external reviews of specifications
created for the development of new product/service designs.
Conduct mandatory appraisals such as legal and regulatory, as well
as any optional assessments that, for instance, pitch the
specifications against industrial benchmarks.
19995 2.3.1.8 Design products/services Creating a sketch of the customer focused product/service in
Develop and Manage Products and Services [10003].
16822 2.3.1.8.1 Review product troubleshooting methodology Reviewing the design and approach for troubleshooting the product.
10093 2.3.2.1 Prepare detailed market study Composing a detailed study of the market ecosystem in light of new
products/services. Conduct a detailed analysis of the targeted
market(s) in order to Introduce new products/services [10077].
Examine the competition, market size and growth rate, market
trends, customer segments and their characteristics, market
influencers, distribution channels, and profitability. Enlist in-house
marketing and/or solutioning teams, or outsource to specialized
professional services agencies.
10094 2.3.2.2 Conduct customer tests and interviews Conducting both qualitative and quantitative studies to determine
the fit between the newly developed products/services and the
customers. Conduct external tests of the new product/service, and
then refine them to maximize the customer uptake. Gather feedback
from prospective customers and targeted populations by conducting
surveys, focus groups, interviews, and detailed studies. Enlist
professional services such as public relations or market research
organizations.
10095 2.3.2.4 Finalize product/service characteristics and business cases Finalizing the characteristics of new products/services by
appropriately weighing feedback from prospective customers
against a cost-benefit analysis in order to produce a profitable
business proposition. Refine the attributes of the newly developed
products/services, in light of the feedback and insights collected
during Conduct customer tests and interviews [10094]. Revisit the
high-level business case to justify the resources assigned to the
product/service project against the anticipated benefits.
10097 2.3.3.3 Identify requirements for changes to delivery processes Identifying any changes that need to be effectuated in the
organization's internal processes for manufacturing, and delivering
the newly developed products/services. Determine if any changes
need to be made to the production and distribution processes, in
light of the new products/services. Begin production process
planning. Prepare for factory layout planning. Generate shop-floor
instructions and changes to the supply chain.
11418 2.3.3.4 Request process change Requesting changes in the production and/or delivery operations for
processing the new or revised products/services. Rectify any
problems identified in the manufacturing or delivery processes
(through Monitor production runs [11417]). Seek changes in
components, repair machinery, optimize production lines, and tweak
factory assemblies through a formal notice to the concerned
division, known as an engineering change order.
19998 2.3.3.6 Validate launch procedures Verifying the measures/processes/techniques through systems and
tools involved in the introduction of products and services.
10004 3.0 Market and Sell Products and Services Outlining process groups related to understanding markets,
customers, and capabilities; developing marketing strategies;
executing marketing plans; developing sales strategies; developing
and managing marketing plans; and managing sales partners and
alliances.
10101 3.1 Understand markets, customers, and capabilities Making sense of the market and customers to identify the right
opportunities to be capitalized, given the organization's
competencies. Discern trends and shift in the market and customers.
Identify the right market opportunities that fit closely with the
organization's capabilities and strategy by gathering intelligence on
various attributes of different market/customer segments.
10106 3.1.1 Perform customer and market intelligence analysis Gathering intelligence on the market and customers. Closely
examine the inherent attributes and collective behavior of the
various market and customer segments. Track trends in the market.
Determine what drives the customers to make purchasing decisions
in order to identify opportunities in the market.
10108 3.1.1.1 Conduct customer and market research Carrying out research studies to understand the behavior of
customers and the realities of the market. Undertake research to
understand the market conditions as well as the characteristics,
drives, and desires of prospective customers. Gather highly
contextualized intelligence through primary and secondary research
methods, with the objective of gaining insights over how to best
seize a market opportunity. Consider assistance from professional
research services.
10115 3.1.1.2.1 Determine market share gain/loss Determining the increase or decrease of the company's sales volume
in the targeted markets. Conduct an analysis to determine the factors
and underlying causes that affect the changes in the demand for
products or services offered. Consider changes in offerings or in the
business strategy to regain or increase the market share.
10110 3.1.1.3 Analyze market and industry trends Examining large-scale shifts and trends, with relevance to the
organization's products/services. Vet the industrial and larger
market landscape to identify broad-based movements that could
have a direct or tangential impact on the uptake of the organization's
products/services. Examine, among other things, the market
capitalization of similar products, the profitability of organizations
offering competing products/services, the stock price of key
vendors/suppliers in the organizational value-chain, the rate and
scale of innovation activity in the organization's product/service
category, the price and availability of raw materials, and the shelf-
life of similar products/services. Conduct primary and secondary
research, and consider enlisting professional services.
10119 3.1.2.4 Validate opportunities Confirming the practicability and reasonableness of the market
opportunities that have been identified. Give substance to the real-
time feasibility of the market opportunities.
10120 3.1.2.4.1 Test with customers/consumers Validating identified market opportunities by testing company's
offerings on limited-size samples of the consumer population that
are hypothesized to be representative of the target market at large
and to have similar purchasing behavior. The feedback gained
through consumer testing can be used to modify or reject product
offerings before their full scale launch, saving the company valuable
resources, should the initial offering not be successful.
10121 3.1.2.4.2 Confirm internal capabilities Verifying that the company has sufficient infrastructure and
resources to deliver their offerings in a timely and cost-effective
manner, and that it is able to scale up from the small-scale market
samples, used for consumer testing, to the entire identified market
segment.
10102 3.2 Develop marketing strategy Charting a strategic course for marketing products/services. This
will include defining the value proposition, creating a mechanism
for pricing, and determining the right mix of marketing channels.
Create a specific positioning and branding for the organization's
offerings. Enlist marketing head to lead, with inputs from the
business development and sales functions.
11168 3.2.1 Define offering and customer value proposition Refining the attributes of organizational offerings to define their
value proposition for the customer. Clearly define the suite of
offerings in terms of the value delivered, from the perspective of
what the customer desires. Validate the benefits delivered to the
customers against target market segments, using techniques such as
minimum viable product. Position brands for the respective
products/services, in line with their unique value proposition and
aligned with customers needs.
11171 3.2.1.3 Validate value proposition with target segments Validating the desirability of the perceived value delivered by the
organization's offerings, to the targeted customer segment.
Substantiate the value of the benefits accrued to the customers
through the organization's offerings. Justify the value proposition in
light of the targeted segments by gathering feedback (using teaser
demonstrations, surveys, interviews, primary research studies, and
customer case studies). Corroborate the benefits of the
organization's offerings.
11172 3.2.1.4 Develop new branding Creating branding collaterals and campaigns that carve a significant
and differentiated presence for the organization's offerings. Create
new collaterals, which include names, designs, and symbols, for
their products/services. Ensure collaterals reflect the unique value
proposition of the respective offerings through a consistent theme.
Create advertising and promotion campaigns.
10128 3.2.3.4 Select channels for target segments Choose the most pertinent marketing channel for the targeted
segments (based on Determine channel fit with target segments
[10127]).
20003 3.2.3.5 Identify required channel capabilities Determining the maximum output rate required from a distribution
channel to optimally market and deliver the products and services
the company offers or would like to offer. Ideally, a channel should
be able to adapt to a certain degree of variability in the demand for
the offerings, and able scale up if needed.
10126 3.2.3.6 Evaluate channel attributes and potential partners Assessing the attributes of all marketing channels, and evaluating
the key partners in those channels. Closely examine the various
characteristics of all available marketing channels such as the cost
of using them, durability of impact, applicability to the
organization's products/services, turn-around time, involvement of
middlemen, and conversion rate. Analyze key partners in the
marketing channels including those who have been associated with
the organization; evaluate their capabilities, the scale and scope of
their operations, quality of support provided, etc.
20004 3.2.3.10 Orchestrate seamless customer experience across supported Coordinating marketing and distribution efforts across different
channels channels that integrate well with each other, are in conformance
with company values, visual identity and branding, and offer
uniform customer service experience that drives customer loyalty
and repeat business.
16573 3.2.4.1 Establish channel-specific metrics and targets Determining measurable parameters to be used for comparing the
performance of different marketing channels. Decide on
benchmarks and values for optimum or desired performance.
16574 3.2.4.2 Monitor and report performance Tracking trends and changes in performance inside individual
marketing channels and in channels collectively. Summarize and
document results. Alert relevant parties about significant or
unexpected deviations from expected behaviors.
16575 3.2.4.3 Monitor and report events influencing factors Analyzing the factors and circumstances that influence desired
outcomes. Communicate core findings to relevant parties.
16501 3.2.4.5 Develop plan for improvements Devising a course of action to be taken to improve under-
performing channels and to promote or expand channels that surpass
expectations.
16848 3.2.5 Develop marketing communication strategy Establishing marketing communications that deliver promotional
messages, in a coordinated way, through multiple marketing
channels, such as print, radio, television, direct mail, online or
mobile advertising, email, social media or personal selling.
16849 3.2.5.1 Develop customer communication calendar Timing and scheduling the delivery of marketing messages to
maximize their impact on customer purchasing behavior. Integrate
individual messages to larger marketing campaigns and to seasonal
purchasing patterns.
16850 3.2.5.2 Define public relations (PR) strategy Deciding how to promote and maintain a favorable public image of
the company in the eyes of its employees, customers, investors,
suppliers, politicians or the general public. This may involve
various means but is frequently conducted through publicity,
education, corporate social responsibility, charitable causes or civic
engagements.
16851 3.2.5.3 Define direct marketing strategy Devising a master plan how to select potential customers or
qualified clients for customized offers, and contact them on one-to-
one basis through chat, phone, email or regular mail. The strategy
would need to take into account that personalizing offers and
contacting customers individually is an effective but resource-
intensive marketing technique, and that ill-targeted offers risk at
angering and alienating the contactees.
16852 3.2.5.4 Define internal marketing communication strategy Developing a program to promote the objectives, values, products
and services of the company to its employees by treating them as
potential customers, in order to extend company client base,
increase employee engagement or to foster brand advocacy.
16633 3.2.6.4 Monitor customer loyalty program benefits to the enterprise Surveying and tracking the benefits of customer loyalty programs
and the customer both for the company and for customers. Compare with comparable
loyalty programs instituted in competitor companies. Propose
changes as needed to keep up with market trends.
18927 3.2.6.5 Optimize loyalty program value to both the enterprise and the Enhancing the customer loyalty program so that it will yield
customer maximum value both for the company and for the patrons enrolled
in the program, increasing customer retention and continued
engagement.
20008 3.3 Develop and manage marketing plans Creating specific plans to market offerings to customers. This
process group includes processes for making budgets, identifying
and developing media, pricing products and services, managing
packaging, managing marketing content and promotional activities,
tracking and responding to customer insight and monitoring
measures established within "develop marketing strategy".
Additionally, in this process group, organizations take action on
plans made in earlier processes. Here, marketing and customers are
managed and measured along with any supporting materials.
10148 3.3.1 Establish goals, objectives, and metrics for products/services by Determining what to achieve by marketing. Create qualitative and
channel/segment quantitative targets. Establish metrics to track performance (for
individual Market segments [10109] and Channels for target
segments [10129]). Enlist the head of marketing to determine
marketing priorities and the related measures. (The decision in
establishing these goals, objectives, and metrics is founded in
Develop marketing strategy [10102] and takes cues from current
priorities and organizational strategy.)
10155 3.3.2.1 Confirm marketing alignment to business strategy Ensuring corroboration of the marketing strategy and the
organizational strategy. Ensure the organization's marketing
strategy/plan aligns with the overall business strategy. Fine-tune the
marketing plan according to the organizational strategy.
10156 3.3.2.2 Determine costs of marketing Calculating the total cost of marketing the organization's portfolio
of products/services. Calculate the total outlay needed for
promoting, selling, and delivering the organization's
products/services to customers. Account for all costs to acquire
customers and sustain a relationship with them. Include the
expenses needed for promotional actives, warehousing,
transactional costs, and distribution of the organization's offering.
10157 3.3.2.3 Create marketing budget Estimating the outlay required for promoting, selling, and
distributing the products/services of the organization. Add up the
expenses of all activities necessitated in marketing, such as
promotional campaigns, advertising, marketing communications,
PR campaigns, employing skilled personnel, and office space.
17683 3.3.2.4 Determine projected ROI for marketing investment 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.
10158 3.3.3.1 Define media objectives Creating a set of general objectives that the organization aims to
achieve through the use of various media vehicles, for its marketing
efforts. Outline the intention and purpose in using certain media
channels for the marketing and promotion of its products/services.
Create a media plan with specific goals for media channels.
10161 3.3.3.2 Engage media provider Enrolling the services of certain media providers, who employ
marketing channels that are appropriate for target audience. Analyze
vendors over several criteria, including channels appropriate for
these populations, price points, turnaround time, reliability, quality
of deliverables, etc.
10162 3.3.3.3 Develop and execute advertising Developing and delivering advertising messages to the target
audience, with the objective of influencing their purchasing
decisions. Create advertising campaigns geared to specific
offerings, and deliver through the media providers. Create content
(textual and visual) that is highly contextualized to deliver the
message in a specific manner. Consider enlisting specialized
professional services.
11253 3.3.3.4 Develop and execute other marketing campaigns/programs Designing and executing additional marketing campaigns, besides
advertising, including undercover marketing, relationship
marketing, sponsorships, viral marketing, social media marketing,
thought-leadership, and content marketing.
20593 3.3.5 Develop and manage premiums 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.
20009 3.3.5.1 Understand resource requirements for each product/service and Determining the production and distribution costs for each product
delivery channel/method or service, and each channel or method as factors in determining
overall pricing.
18948 3.3.5.2 Determine corporate incentives Introducing financial inducements, such as discounts, to
distributors, resellers or vendors as a motivation to prioritize selling
company's products or services over those of its competitors.
10163 3.3.5.3 Determine premiums Establishing a dynamic pricing mechanism for the organization's
offerings that is supported by the number of units in production.
Outline a system for determining the optimum price point for each
product/service. Based this model on an estimation of the volume of
anticipated sales for each offering and variable costs.
10164 3.3.5.5 Execute premium plan Implementing the pricing mechanism to determine prices for all
individual offerings in the organizational portfolio. Calculate the
prices of all offerings based on the established methodology and/or
formulaic structure.
10166 3.3.5.7 Refine premiums as needed Refining the pricing mechanism to create equitable prices for all
products/services with the objective of maximizing the profits
and/or customer uptake of these offerings. Reconcile the pricing
mechanism in order to achieve equilibrium pricing. Adjust the
prices for all of the organization's offerings, using the insights
gleaned from examining how much profit or customer uptake is
generated by the present pricing strategy.
11495 3.3.5.8 Implement promotional pricing programs Managing schemes that offer lower pricing for a limited time as a
promotional and sales incentive when launching a new product or a
service.
11496 3.3.5.9 Implement other retail pricing programs Determining the optimum consumer pricing for each product or
service at the point of sale, based on production and distribution
costs and estimated sales volume.
11497 3.3.5.10 Communicate and implement price changes Assigning new prices or pricing adjustments to products or services
to replace the original base prices. Update the prices in product
catalogs and databases, and disseminate the information through all
involved distribution and marketing channels.
17684 3.3.5.11 Achieve regulatory approval for pricing Obtaining internal price approvals and governmental approvals that
are required for licensed products and for products that can be
reimbursed by the government.
10167 3.3.6.1 Define promotional concepts and objectives Outlining a conceptual framework for all promotional activity in
order to create an overarching aspiration and ensure consistency.
Create a plan for running promotional programs and designing the
associated activities in order to increase visibility or sales.
Determine how the organization quantifies what it wishes to achieve
from these activities, what sort of messages the organization
comfortable publicizing, what channels the organization wishes to
employ, etc.
10159 3.3.6.2 Develop marketing messages Developing the central messages for a segment of its customers.
Craft concise statements that position the value proposition of
individual products/services around the pressing concerns in the
market, thereby showing how the organization's offerings are the
right fit for the customers.
10160 3.3.6.3 Define target audience Determining the appropriate audience to direct marketing efforts at.
Identify the particular group of customers to target. Discover the
appropriate customer groups at a micro-level. Use techniques such
as segmentation analysis, whereby the entire population is sliced
according to certain demographic or behavioral attributes.
10169 3.3.6.5 Execute promotional activities Executing promotional programs in the market for reaching out to
the desired customer segments. Implement the promotional schemes
and campaigns. Create collaterals for the dissemination of
information about the product, product line, brand, or company to
the target audiences in an effective manner. Leverage relationships
with distributors, vendors, and retailers. Consider enlisting
professional services such as design, PR, and advertising firms.
10170 3.3.6.6 Evaluate promotional performance metrics Evaluating the success of promotional programs through metrics
that track the impact of these activities. Examine the performance of
promotional activities. Measure the success of these programs
through metrics representative of customer uptake, market
penetration, sustenance of impact created, revenue growth through
offerings marketed, etc. Measure through primary data collection.
Analyze through various statistical techniques to generate insights.
10171 3.3.6.7 Refine promotional performance metrics Fine-tuning promotional activities by employing the insights
gleaned from the quantitative, as well as any qualitative,
performance evaluations. Change certain attributes of the schemes,
campaigns, and programs deployed in order to increase the impact
generated, in terms of measures already agreed upon such as
customer uptake, market penetration, sustenance of impact created,
and revenue growth through offerings marketed.
10175 3.3.7.3 Analyze customer attrition and retention rates Calculating measures that capture the proportion of customers the
organization is able to retain to those it is losing. Compute metrics
such as the tendency to switch brands/providers and the proportion
of return customers to comprehend the trends within the customer
attrition and retention rates.
10177 3.3.7.5 Revise customer strategies, objectives, and plans based on Reviewing and reappraising the strategies, objectives, and plans for
metrics all customer-centered processes. Revisit all customer-focused
processes and activities--which relate to their acquisition,
conversion, and retention--with the objective of revising them in
light of customer analysis. Revise accordingly.
16613 3.3.8 Analyze and respond to customer insight Reviewing and responding to customer feedback. Create tickets to
initiate bug fixes or to propose feature updates. Monitor and track
progress.
16627 3.3.8.1 Monitor and respond to social media activity Following postings on social media to promote offerings, raise
brand awareness, interact with customers, increase customer
engagement and brand loyalty, respond to queries, gauge sentiment
regarding company's products or services, and to derive customer
insight.
16614 3.3.8.2 Analyze customer website activity Examining user activity on company, vendor or reseller websites to
improve traffic on and to the website, improve user experience on
the website to simplify purchasing process and encourage repeat
purchases, and to increase the site's visibility in search engine
results. Various metrics can be used to measure user activity, such
as number of users who are new, returning or unique, time spent on
page, session duration, bounce rate, click through rate, conversion
rate, and others.
16615 3.3.8.3 Analyze customer purchase patterns Conducting analyses to uncover customer purchasing habits. Detect
patterns and categorize users based on similar characteristics and
behaviors, demographic information, geographic location, search
history, etc.
10129 3.4.1 Develop sales forecast Developing a sales forecast for the organization's portfolio of
offerings, bearing in mind the effect of promotional events, and
fine-tuning these in the context of the new forecast. Estimate the
future demand for the organization's products/services by analyzing
historical information and any promotional activity.
10135 3.4.1.2 Analyze sales trends and patterns Analyzing sales order data to identify patterns in order to capitalize
on emerging trends in the industry or the economy. Closely examine
the directory of sales orders. Discern any patterns from this index,
which is representative of the demand for the organization's
offerings. Identify trends among the various segments of the
organization's customer base to create forecasts. Glean patterns
from this analysis, including the triangulation of segments that are
showing the most growth in demand or those that represent the
highest decline revenue, industry-wide trends such as decline/boost
in overall demand, and any unusual trends that lie outside of the
organization's expectations.
10136 3.4.1.3 Generate sales forecast Calculating the future demand for the organization's
products/services. Use the trends and patterns identified in the sales
data to estimate future demand. Use forecast to prepare for future
customer demand and to recalibrate the strategic course of functions
and business units.
10137 3.4.1.4 Analyze historical and planned promotions and events Reviewing promotional activities' effect on the sales orders.
Analyze all promotional events and campaigns that the organization
has already employed or is planning to deploy.
10130 3.4.2 Develop sales partner/alliance relationships Cultivating an alliance of partners by identifying, analyzing,
negotiating, and managing partnerships with other economic agents.
10138 3.4.2.1 Identify alliance opportunities Identifying collaboration opportunities for selling, marketing, and
distributing the organization's products/services. Determine any
scope for partnering with other economic agents, with synergies for
the marketing, sales, and/or distribution of the organization's
products/services. Identify alliance opportunities that target
customer segments who would be interested.
10140 3.4.2.3 Select alliances Choosing alliance partners using the selected programs and
methodology. Select the most feasible and profitable alliance
partners, based on Design alliance programs and methods for
selecting and managing relationships [10139] and through a careful
scrutiny of the potential alliance.
10141 3.4.2.4 Develop partner and alliance management strategies Designing strategies for effectively managing, identifying, and
countering any possible issues from the alliance partnerships
formed. Create a strategic road map for managing the partnerships
forged through Design alliance programs and methods for selecting
and managing relationships [10139]. Determine where the alliance
partnerships are headed, possible problems or pushback from the
partners, how these issues might be countered, how these alliance
partnerships would evolve in the future, any other business cases
where these partnerships might be deployed, etc.
10142 3.4.2.5 Establish partner and alliance management goals Setting targets for organizational achievement. This includes what
the organization aims to achieve from and how it wishes to manage
both the individual partners and the alliance as a whole. Set
immediate through long-term goals including revenue targets,
market penetration, footfall numbers, and geographical coverage.
18629 3.4.2.6 Establish partner and alliance agreements Setting up strategic alliances with key trade partners and ratifying
partnership agreements.
10131 3.4.3 Establish overall sales budgets Setting up a financial plan for the sales function. Calculate the
estimated sales revenue and costs, which helps in calculating the
overall net profit. Create a sound plan for resource outlay by
comparing the forecast with historical data.
10105 3.5 Develop and manage sales plans Selling products/services. Set appropriate customer expectations.
Work with customers using the same schedule that product/service
development, production, and customer service functions follow.
Manage sales personnel and sales partnerships/alliances.
10182 3.5.1 Manage leads/opportunities Generating leads of prospective customers to grow the
organization's business. Identify viable customers based on
customer and market research. Discover leads through IT
applications, cold calling, reference/network development, or other
sales and business development techniques. Employ a scoring
model qualify the prospective customers into leads, and prioritize
them.
10188 3.5.1.1 Identify potential customers Identifying people who can be converted into customers. Leverage
personal and professional networks, business research over
databases and directories, and secondary research.
10189 3.5.1.2 Identify/receive leads/opportunities Qualifying the prospective customers into credible leads by gauging
their behavior against the organization's offering. Triangulate leads
to increase the efficiency of sales and marketing efforts. Build a
detailed profile of the prospects. Determine what products/services
they already use, if they have decision-making authority, their views
on the products/services they already use, how prone they are to
switch, if the organization's solution better in some attributes than
those prospects currently use, etc.
20011 3.5.1.6 Manage opportunity pipeline Overseeing and planning the acquisition of new customers.
10209 3.5.1.7 Determine sales resource allocation Planning the distribution of personnel across various sales
functions. Match the capabilities of individual employees with the
skill sets needed for specific roles. Seek assistance from HR.
10184 3.5.2 Manage customer sales calls Managing the entire sales process, from using leads to open sales to
closing sales and creating records. Govern all sales activities. Make
sales calls based on leads and preparatory work (drafting terms of
the sale, creating proposals, suggesting prices, etc.). Close the sale,
along with any administrative activities related to data entry and the
processing of the sale.
10190 3.5.2.1 Perform sales calls Communicating with customers and prospects with the intent of
creating sales opportunities. Reach out to existing and prospective
customers through alternate media and networking channels, apart
from cold calling/emailing.
10191 3.5.2.2 Perform pre-sales activities Capitalizing on sales calls by pitching on bids and closing deals.
Outline the nature and scope of the work, draft agreement terms,
prepare proposals and agreements, and propose timelines and prices.
20012 3.5.2.2.1 Manage customer meetings/workshops Arranging and leading meetings, seminars, workshops and training
events with customers to educate them about current offerings, best
practices and technological advances to provide more value to
customers and to increase their attrition and loyalty.
10192 3.5.2.3 Close the sale Formalizing a sale by reaching an agreement on terms of the deal.
Negotiate on the price, and reach a consensus on the terms and
conditions.
10193 3.5.2.4 Record outcome of sales process Completing all the paper-work associated with the sale of its
products/services. Exchange any pertinent legal/financial
information required for completing the sale, signing of a
contract/work-order, and issuing copies of bills/invoices.
11781 3.5.4.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) Accepting procurement proposals.
17404 3.5.7.6 Identify/perform cross-sell/up-sell activity Utilizing customer inquiries as opportunities to either provide a
comparable service to the one in question, offer additional
complimentary service, or suggest a service that is better than what
was initially offered.
10199 3.5.7.7 Process back orders and updates Processing any unfulfilled orders, and updating the status of any
orders that have been accepted and are being attended to. Deliver on
any purchase orders that remain unserviced due to temporary
unavailability of the product/service. Manage any updates to the
sales orders. Revise their status in the order system.
10200 3.5.7.8 Handle sales order inquiries including post-order fulfillment Attending to any queries received from the customers, even after a
transactions sales order has been serviced. Deploy ad hoc personnel for
managing these enquiries.
10186 3.5.8 Manage sales force Overseeing the best possible utilization of sales personnel employed
by the organization. Deploy staff members to suitable assignments.
Create a framework for rewarding and recognizing their efforts.
10187 3.5.9 Manage sales partners and alliances Managing the organization's partners and alliances, with the
objective of maximizing revenue. Train partners regarding the
organization's portfolio of products/services. Craft sales forecasts.
Examine their performance. Manage all data held by the
organization on these partners.
10211 3.5.9.1 Provide sales and product/service training to sales Imparting guidance and instruction to sales partners/alliances
partners/alliances concerning products/services. Distribute literature about the
organization's products/services. Conduct workshops. Disseminate
useful media content to engage and enlighten partners. Create
communities through group engagements.
10284 4.1.1.4 Represent needs to supply capabilities Synchronizing the requirements of materials and services and the
capacity of suppliers for providing these materials and services.
Revamp the procurement needs of the company in consideration of
the capabilities of the suppliers.
10285 4.1.1.5 Analyze spend profile Evaluating the spend profile of the organization. Collect, cleanse,
classify, and analyze the procurement data with the purpose of
reducing procurement costs, improving efficiency, and monitoring
compliance.
10286 4.1.1.6 Seek opportunities to improve efficiency and value Seeking the most efficient sourcing and procurement opportunities.
10287 4.1.1.7 Collaborate with suppliers to identify sourcing opportunities Collaborating with the suppliers of materials and services in order to
determine new opportunities for sourcing.
10265 4.1.1.8 Establish sourcing relationships Establishing relationships with transportation/distribution sources in
order to ensure an effective distribution network and strategy.
Screen and evaluate various sources available to pick out the best
among them.
10278 4.1.2 Select suppliers and develop/maintain contracts Evaluating supplier options to select the most effective and efficient
suppliers. Validate selected suppliers. Establish and manage
supplier contracts.
10288 4.1.2.1 Select suppliers Evaluating the pros and cons of various suppliers. Choose the most
appropriate and cost-effective suppliers on the basis of their
material quality, delivery schedules, and costs.
10289 4.1.2.2 Certify and validate suppliers Validating the supply sources, and provide certification as an
official supplier.
20070 5.2.2.1 Analyze environment and customer needs Understanding the needs of the customer and providing the
necessary resources to meet those requirements within the scope of
the organization.
20088 6.3.3 Define and manage customer service channel strategy Establishing and refining procedures for customer service and
technical support.
10382 6.3.4 Define customer service policies and procedures Outlining the framework of policies and methods for developing
customer service strategy. Establish the rules and regulations that
serve as a guideline for the customer service strategy. Take into
account customer needs and behavior.
10383 6.3.5 Establish service levels for customers Determining and implementing levels for customer services.
Benchmark certain customer service practices, and base customer
level services on those benchmarks. Create a service level
agreement, which is a negotiated agreement designed to create a
common understanding about services, priorities, and
responsibilities.
10379 6.4 Plan and manage customer service operations Planning and administering work force operations for customer
service provision by taking care of customer services
requests/inquiries, as well as the complaints.
10387 6.4.2 Plan and manage customer service work force Creating and administering the work force deployed for the
customer service process. Forecast the customer work force needs to
correctly schedule the work force. Track the utility of the work
force deployed. Examine the interactions between the customer and
customer service representatives to achieve high quality.
10391 6.4.2.2 Schedule customer service work force Deploying the work force to manage customer service contracts.
Create a systematic summary of the operations and service required,
as well as the specific amount of work force that is to be deployed
to the customer service operations. Ensure work force is directly
proportional to the estimated forecast of customer service contracts.
10392 6.4.2.3 Track work force utilization Tracking the utilization of work force deployed for managing
customer service operations. Monitor the utility of the work force
deployed for managing customer service operations in order to
evaluate its efficiency and cost effectiveness. Calculate the overall
labor effectiveness, which measures the utility, performance, and
quality of the work force.
10393 6.4.2.4 Monitor and evaluate quality of customer interactions with Tracking and determining the quality of interactions between the
customer service representatives customer and customer representatives. Use electronic devices to
record and effectively assess customer representatives' interactions.
10388 6.4.3 Manage customer service requests/inquiries Handling the requests and inquiries from customers that seek
information regarding the organization's products/services. Obtain
the customer requests online and by phone. Direct these requests to
higher-level representatives. Approve requests, and respond to
customers.
10394 6.4.3.1 Receive customer problems, requests, and inquiries Receiving requests for information from customers over multiple
channels. Receive various requests and inquiries from customers
regarding products/services. Accept these inquiries through
channels such as email, telephone, online forms, text messages,
social media, and in person. Supply dedicated equipment, systems,
and personnel.
10380 6.5 Measure and evaluate customer service operations Calculating and assessing the operational activities of the customer
service function. Evaluation is achieved through the customer
requests/inquiries handling process, the customer complaint
handling process, and product and services quality. Examine
activities to ensure high levels of customer service.
10401 6.5.1 Measure customer satisfaction with customer problems, Calculating satisfaction levels of customers by effectively
requests, and inquiries handling evaluating the process of handling requests/inquiries of customers.
Effectively calculate the performance of customer-requests/inquiries
handling and resolution. Obtain information regarding
requests/inquiries handling and resolution through customer
feedback. Use it to explore new ideas and opportunities for
enhanced customer requests/inquiries handling and resolution
process.
11687 6.5.1.1 Solicit customer feedback on customer service experience Creating an avenue for which the customer can provide feedback on
their experience with how their inquiry, problem, or request was
handled.
11238 6.5.3.1 Gather and solicit post-sale customer feedback on products and Obtaining customer feedback/review on the quality and utility
services derived from the products/services after the sale is complete. Use
techniques such as surveys, feedback boxes, and user activity and
usability tests.
11241 6.5.3.5 Provide feedback and insights to appropriate teams Providing feedback from customers on products/services to the
product management team. Analyze information collected through
Gather and solicit post-sale customer feedback on products/services
[11238]. Share with the product management team for consideration
while improving existing offerings or developing new
products/services.
10007 7.0 Develop and Manage Human Capital Delivering processes traditionally defined as "human resources".
Process groups include those related to developing and maintaining
workforce strategy, recruiting employees, developing and
counseling employees, managing employee relations, rewarding and
retaining employees, redeploying and retiring employees, managing
employee information, and managing employee communications.
17043 7.1 Develop and manage human resources planning, policies, and Creating strategies for the HR function. Create and implement
strategies strategies for managing the work force. Supervise and enhance the
strategies, plans, and policies supporting the HR function.
Developing models for managing competency levels of the HR of
the organization.
10420 7.1.1.3 Determine HR costs Ascertaining the costs and expenses of the HR function. Identify
and report HR investments using, for example, a cost approach or a
present value of future earnings approach.
10421 7.1.1.4 Establish HR measures Evaluating the performance of HR function. Lay out the course of
HR procedures that would formulate a plan of action needed to
fulfill strategic HR needs. Deploy measures such as hiring policies,
leave management, internal code of conducts, and compensation
structure.
10422 7.1.1.5 Communicate HR strategies Conveying the strategies of HR function to employees and
management. Effectively explain the vision, plans, and anticipated
benefits of the HR strategy employees, as well as the public.
Develop statements and messages that are easy to read, informative,
and relevant to the audience.
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools Creating a strategy for the use of systems/technologies/tools in
operating the HR function. Create a strategy concerning the use and
utility of HR support tools and technologies. Decide what specific
tools to use and in what quantity. Determine the levels of
technology required for the HR management.
20606 7.1.1.7 Manage employer branding Creating, maintaining and communicating company's reputation and
values to keep current employees and attract potential hires.
10423 7.1.2.1 Gather skill requirements according to corporate strategy and Evaluating the current and future skill requirements of the
market environment organization with regard to the overall corporate strategy of the
organization and market conditions. Identify and establish the
minimum skills needed for the requisite HR needs.
10424 7.1.2.2 Plan employee resourcing requirements per business Determining the requirements for employees and the need for
unit/organization employee resourcing for each every unit/function. Lay out a plan
detailing employee resourcing requirements of individual functions
and the organization as a whole.
10425 7.1.2.3 Develop compensation plan Designing a plan that specifies the combination of wages, salaries,
and benefits the employees receive in exchange for work. Define the
total amount of compensation, in addition to the manner in which
the compensation is paid and the purposes for which employees can
receive bonuses, salary increases, and incentives.
10210 7.1.2.3.1 Establish incentive plan Creating a scheme of awards and recognition for sales employees to
promote a results-based culture. Create specific incentives to reach
desired outcomes, such as landing key clients, growing the customer
base, providing exceptional servicing, and increasing profit margins.
10426 7.1.2.4 Develop succession plan Creating and implementing the plan for continuation of key
positions within the organization. Identify internal people with the
potential to fill key business leadership positions. Provide critical
development experiences to employees who can move into
important roles. Engage leaders to support the development of high-
potential leaders.
16938 7.1.2.5 Develop high performers/leadership programs Creating a program that incorporates incentives and compensation
put forth by the organization to recognize high performing workers
and excellence in leadership.
10434 7.1.3.1 Measure realization of objectives Determining the accomplishment of HR goals and objectives.
Evaluate the effectiveness of the HR function by estimating the
present rate of achievement of the established objectives. Use
metrics to determine if the objectives are being realized. Leverage
measures such as turnover, training, return on human capital, costs
of labor, and expenses per employee.
10435 7.1.3.2 Measure contribution to business strategy Determining the role of HR function in implementing the
organizational strategy. Measure the correlation between the HR
performance and the overall business strategy. Calculate the amount
of contribution of the HR function to the overall business growth.
10436 7.1.3.3 Communicate plans and provide updates to stakeholders Conveying the plans for HR function to stakeholders. Ensure that
the HR plans and strategy are effectively communicated to the
people who can affect or be affected by the organization's actions,
objectives, and policies such as the creditors, shareholders,
employees, and suppliers. Provide regular updates to these
stakeholders to ensure effective communication.
10438 7.1.3.4 Review and revise HR plans Reassessing the strategies, plans, and policies of the HR function,
with the objective of revising them. Revisit the schematic plans for
the HR function. Taking stock of any suggestions or feedback from
the stakeholders, revamp the blueprint of HR strategies and plans.
10439 7.2.1 Manage employee requisitions Handling the requirements for new employees. Create and open job
requisitions by clearly defining the job descriptions. Post these
requirements internally and externally, and modify them as
appropriate. Manage the dates of the whole requisition process.
10445 7.2.1.1 Align staffing plan to work force plan and business unit Creating a correspondence between the plan for hiring new
strategies/resource needs employees and the desired employee requirements. Staff an
adequate amount of people with the appropriate skills to effectively
accomplish its legislative, regulatory, service, and production
requirements.
10447 7.2.1.2 Develop and maintain job descriptions Creating descriptions for job requisitions. Define the normal
components of a job description, such as the overall position
description with general areas of responsibility listed, essential
functions of the job described with a couple of examples of each,
required knowledge, skills, abilities, required education and
experience, a description of the physical demands, and a description
of the work environment.
10446 7.2.1.3 Open job requisitions Developing specific job requisitions, and ensuring their
accessibility. Create and open a job requisition to fill the vacant
positions within the organization. Clearly describe the job title,
department, fill date, and the requisite skills and qualifications for
the job.
10453 7.2.2.1 Determine recruitment methods and channels Defining the methods and channels for recruitments in order to
maximize the amount of candidate availability. Use channels such
as headhunting, job postings, job portals, networking websites, and
media advertising. Choose from the various methods of recruitment
such as internal/external third-party sourcing.
10454 7.2.2.2 Perform recruiting activities/events Organizing and executing recruiting activities and events. Activities
and events include on-campus hiring, refresher courses, information
sessions, career fairs, etc. to increase the coverage of the sourcing in
order to ensure that the most deserving and appropriate candidates
are hired.
10455 7.2.2.3 Manage recruitment vendors Establishing and maintaining relationships with recruitment vendors
(suppliers). Create and maintain relationships with third-party
agencies such as staffing and firms to expand. Use these
relationships to implement the sourcing process effectively.
10457 7.2.3.2 Interview candidates Assessing the candidates by their performance in the interviews.
Conduct HR interview, technical interview, hiring manager
interview, etc. Understand the mindset of the candidate, and
comprehend his/her personal and professional lives.
10458 7.2.3.3 Test candidates Examining the candidates through tests. Prepare tools such as
aptitude, technical, and grammar tests. Test the skills of the
candidate through a written, oral, or computerized test.
10459 7.2.3.4 Select and reject candidates Approving the deserving candidates, and rejecting the others.
Examining the performance of candidates. Ensure candidates would
fit well with the organization. (Assess performance from Interview
candidates [10457] and Test candidates [10458].)
10443 7.2.4 Manage new hire/re-hire Creating and making job offers to the selected candidates. Fairly
negotiate the job offers. Agree on terms with the candidate to
complete the hiring process.
10463 7.2.4.1 Draw up and make offer Compiling job-related information for the selected candidates in
order to make up a job. Include information about the job
description, reporting relationship, salary, bonus potential, benefits,
and vacation allotment.
10464 7.2.4.2 Negotiate offer Negotiating an offer with selected candidates. Discuss the job offer
with the candidate to ensure a mutual understanding.
20124 7.2.5.3.1 Complete position classification and level of experience Identifying the requirements for the position to be filled. Determine
the experience and skills necessary to perform the tasks outlined.
10468 7.2.5.4 Archive and retain records of non-hires Retaining and storing the records of the candidates who were
rejected and not hired to ensure future availability in case the need
arises. Create a centralized repository of profiles. Label these
records in order to readily identify them. Add remarks for any future
consideration.
20599 7.3 Manage employee on-boarding, development, and training Assisting employees in developing their capabilities, and providing
them counseling services. Handle the orientation and deployment of
the employees. Administer the performance of employees.
Administer the development and enhancement of the employees.
Provide training and development programs for employees.
10469 7.3.1 Manage employee orientation and deployment Creating and maintaining various employee on-boarding programs
typically known as induction programs in order to ensure that the
new employees are effectively introduced to the organization and its
existing employees. Examine and evaluate the performance of these
induction programs. Execute these programs on the ground level.
10483 7.4.1 Manage labor relations Managing labor relations, the collective bargaining process, and the
relationships between the labor and management. Take care of
employee grievances.
10484 7.4.2 Manage collective bargaining process Managing any negotiations between an employer and a group of
employees that determine the conditions of employment. Engage
employees to reach agreements in regulating working conditions.
10485 7.4.3 Manage labor management partnerships Handling partnerships between labor and management. Develop a
lasting two-way relationship that is beneficial for the labor,
management, and the organization.
10502 7.5.1.5 Administer compensation and rewards to employees Managing the provision of compensations and rewards to the
employees while maintaining consistency with the compensation
and benefits plan. Follow the compensation and benefits plan
rigorously in order to avoid any discrepancies.
10513 7.6.2 Manage separation Managing the process of employee separation, including
resignations, discharges, and layoffs. Inform the employee of the
termination. Complete paperwork for continuation of benefits.
10514 7.6.3 Manage retirement Managing and administering instances where a person stops
employment completely.
10515 7.6.4 Manage leave of absence Managing the period of time that an employee must be away from
their primary job, while maintaining the status of employee (i.e.,
paid and unpaid leave of absence but not vacations, holidays,
hiatuses, sabbaticals, and work-from-home programs).
10516 7.6.5 Develop and implement employee outplacement Helping former employees transition to new jobs or to re-orient
themselves in the job market. Deliver help through one-on-one
sessions or in a group format. Provide guidance in career evaluation,
resume writing, interview preparation, developing networks, and job
searching.
17057 7.8 Manage employee communication Creating an effective plan that initiates and promotes
communication and engagement among the employees and between
employees and management.
10529 7.8.1 Develop employee communication plan Creating a plan for managing communication among employees.
Inform employees of direction. Counter resistance with change
management approaches. Seek specific areas of input to the
decision-making process. Seek varying degrees of involvement and
co-creation.
16944 7.8.2 Conduct employee engagement surveys Questioning employees to ascertain overall workplace satisfaction.
10532 7.9 Deliver employee communications Implementing the communication plan for employees. Initiate
dialogues and engagement by monitoring the exchange of ideas and
opinions, the development of personal relationships, etc.
20607 8.0 Manage Information Technology (IT) Managing process groups relevant to the business of information
technology within an organization. The process groups include
"Develop and manage IT customer relationships", "Develop and
manage IT business strategy", " Develop and manage IT resilience
and risk", " Manage information", " Develop and manage
services/solutions", "Deploy services/solutions", and " Create and
manage support services/solutions".
20620 8.1.3.3 Determine IT performance indicators Determining IT KPIs crucial to the organization's success. Measure
indicators such as IT costs as percentage of revenue, IT
maintenance ratio, and system downtime in an effort to evaluate the
performance of IT across the organization.
20621 8.1.3.4 Create IT marketing messages Developing concise statements that position the value proposition
around the pressing concerns of the internal IT user base, thereby
showing how the IT offerings are the right fit for a segment of IT
customers.
20622 8.1.3.5 Create IT service marketing plan Creating a marketing strategy for IT offerings to customers. Plan
processes for making budgets; identifying and developing media;
and managing marketing content and promotional activities.
20623 8.1.4 Provide IT transformation guidance Understanding the necessity of IT transformation for the business.
Collect and analyze customer requirements. Identify opportunities
and prioritize outcomes. Develop and support business case for
transformation. Develop transformation plan and roadmap.
20624 8.1.4.1 Develop IT transformation plans Developing a robust plan to replace or upgrade an organization's
information technology systems. Understanding the business need
of IT transformation from current to an expected state for the
business. Developing a strategic plan for IT operating model,
governance, service delivery, and workforce transformation.
20625 8.1.4.2 Collect IT customer requirements Identifying existing or potential IT gaps between the expected
business performance levels and current business outcomes.
20937 8.1.4.3 Analyze IT customer requirements Assessing identified IT gaps to plan for remediation efforts to allow
outcomes to meet established performance levels.
20626 8.1.4.4 Identify and prioritize IT opportunities Identifying IT opportunities on the basis of collection and analysis
of IT customer requirements, then prioritize the identified IT
opportunities on the basis of their importance.
20635 8.1.5.3 Maintain IT services catalog Maintain information about IT deliverables, prices, contact points,
and processes for requesting a service.
20636 8.1.5.4 Define service level agreement Designing and maintaining commitment of service by performance
evaluation of IT services and communicate the results to the
management.
20637 8.1.5.5 Maintain IT customer contracts Maintaining and documenting commitment of service to staff for
information technology contracts including providing software or
hardware solution through communication channels like phone,
email, and on-site services.
20653 8.2.1 Define business technology and governance strategy Defining the need of technology in business and systematic
implementation of IT investments. It comprises of assessing
competitive technology components to ensure structural analysis,
development, usage and security of technology for efficient
business operations.
20654 8.2.1.1 Build and maintain IT strategic intelligence Building and maintaining intelligence towards changing
organizational goals, supporting management, and operational or
functional levels of the business. It is the ability to understand
business trends that present threats or opportunities for IT in an
organization.
20655 8.2.1.2 Monitor and map current and emerging technologies Monitoring and evaluating existing and forthcoming technologies to
meet the current and future growth plans for business operations.
20656 8.2.1.3 Define and communicate digital transformation strategy Defining the integration of digital technology into business
operations and service delivery, and convey the strategy to different
segments of business. It is always backed by continuous
improvement followed by periodic review and change per
requirement of the business.
20657 8.2.1.4 Develop IT strategic alignment Developing the process of aligning the organization's business
divisions and staff members with the organization's planned
objectives for IT.
20659 8.2.1.6 Maintain IT strategic alignment Maintaining alignment of the organization's business divisions and
staff members with the organization's planned objectives for IT.
20660 8.2.2 Manage IT portfolio strategy Strategy for systematic management of IT investments, projects,
and activities. Analyze and examine the value of the IT portfolio
and allocate resources based on business objectives.
20661 8.2.2.1 Establish and validate IT value criteria Create and certify the standards to determine the value of the
investments, projects, and activities of IT function for the overall
business objectives.
20662 8.2.2.2 Determine IT portfolio investment balance Determining the uninvested amount out of the total approved
amount for overall IT management, IT investments, projects, and
activities.
20663 8.2.2.3 Evaluate proposed IT investment projects Evaluating IT investment projects to achieve overall business
objectives in regard to implementation, efficiency, and profitability.
20664 8.2.2.4 Prioritize IT projects Listing the IT projects in the order of most important to the least.
Determining which of many IT projects are most important or
critical to business operations.
20665 8.2.2.5 Align IT resources to strategic priorities Aligning physical IT resources like software, IT infrastructure,
networks, and non-physical resources like technology expertise, to
strategic objectives ranked by their importance in achieving the
strategic goals.
20667 8.2.2.6 Align IT portfolio to business objectives Aligning IT investments, projects, and activities to achieve overall
business objectives.
20668 8.2.3 Define and maintain enterprise architecture Outlining and maintaining the organization's IT architecture.
Establish the IT architecture definition and framework. Ensure the
relevance of IT. Create and confirm the approach for IT
maintenance. Create rules and regulations to guide IT architecture.
Authenticate and finalize all IT related research and innovation that
takes place within the organization.
20670 8.2.3.1 Create and publish enterprise architecture principles Creating and publishing high level statements of the fundamental
values (principles) based on the organization's objectives that guide
Information Technology decision-making and activities, and are the
foundation for enterprise architecture.
20672 8.2.3.3 Research technologies to innovate IT services and solutions Systematically investigating and studying materials and sources
relevant to the IT function. Reach meaningful insights and
conclusions in the form of new ideas and innovation for delivering
IT services and solutions.
20673 8.2.3.4 Provide input to definition and prioritization of IT projects Analyze the value driven through IT projects and redefine and/or
reprioritize. Evaluate planning, organizing, and implementation of
IT projects based on research outcomes and business objectives.
20674 8.2.4 Define IT service management strategy Defining perspective, position, plans, and patterns needed to
execute designing, delivering, managing, and improving the way
information technology is used within an organization.
20675 8.2.4.1 Establish IT service management strategy and goals Implementing strategy for designing, delivering, managing, and
improving the way information technology be used in the
organization. The goal of IT Service Management is to ensure that
the right processes, people, and technology are in place to meet
business goals.
20676 8.2.4.2 Identify IT service operating and process requirements Identifying operating and process requirement for designing,
delivering, managing, and improving the way information
technology be used in the organization.
20677 8.2.4.3 Define IT service catalog Create and design an organized and curated collection of all IT-
related services that can be performed by, for, or within the
organization.
20678 8.2.4.4 Establish IT service management framework Create a layered structure for IT service management framework
ensuring right processes, people, and technology are in place to
meet business goals.
20679 8.2.4.5 Define and implement IT service management Defining and implementing activities involved in designing,
creating, delivering, supporting, and managing the lifecycle of
information technology services within an organization.
20699 8.2.7 Define and manage technology innovation Outline and manage the innovation of technology within the
organization. Research and understand emerging future
technological concepts and capabilities. Plan for IT innovation
investments. Plan and execute viable innovation projects.
20700 8.2.7.1 Establish selection criteria for research initiatives Establishing the standard for selecting IT research initiatives to
align with organizational criteria for implementing future
technologies.
20701 8.2.7.2 Analyze emerging technology concepts Assessing new and future technologies relevant to the organization's
vision of its IT capabilities.
20702 8.2.7.3 Identify technology concepts and capabilities Identification of conceptual elements that define the benefits of
technology to business.
20703 8.2.7.4 Execute IT research projects Implement information technology research projects that focus on
meeting the goals of the organization's IT services and capabilities.
20939 8.2.7.5 Evaluate IT research project outcomes Assessing IT research projects based on defined outcome
expectations.
20704 8.2.7.6 Identify and promote viable concepts Determine project viability. Promote relevant IT innovations that
meet business objectives.
20940 8.3.1.2 Understand business unit risk tolerance Understand the risk tolerance levels of individual business units,
given risk-return trade-offs for one or more anticipated and
predictable consequences.
20709 8.3.1.3 Establish IT risk tolerance Determine the specific maximum risk to take in quantitative terms
for each relevant risk sub-category, including strategic, operational,
financial, and compliance risks.
20710 8.3.1.4 Establish risk ownership Establish an individual or a group who is ultimately accountable for
ensuring that IT risks are managed appropriately.
20711 8.3.1.5 Establish and maintain risk management roles Determine and maintain roles that are specialized in each risk areas
and coordinating all risk management activities for IT function with
due escalation structure.
20712 8.3.1.6 Establish compliance objectives Establishing compliance objectives which ensures that the
organization has systems of internal controls that adequately
measure and manage IT risk.
20941 8.3.1.7 Identify systems to support compliance Identifying and adopting information technology solutions to
support changing regulatory compliance. Safeguard compliance and
manage risk by outlining the risk policies and procedures.
20714 8.3.1.9 Evaluate IT-related risks resiliency Assess IT-related risk resilience strategies to ensure that the
organization effectively manages its risk.
20715 8.3.1.10 Create IT risk mitigation strategies and approaches Developing activities to improve performance opportunities and
lessen threats in IT. Evolve strategies and policies to attain
organizational objectives.
20716 8.3.2 Develop IT resilience strategy Developing resilience strategies of IT across the organization so that
prospective risks can be avoided.
20717 8.3.2.1 Determine IT delivery resiliency Determining resilience strategies to ensure that IT effectively
manages it's delivery process to mitigate risk.
20718 8.3.2.2 Determine critical IT risks Determining risks that could disrupt objectives of IT.
20719 8.3.2.3 Prioritize IT risks Prioritize potential IT risks based on business need to ensure overall
IT stability.
20720 8.3.2.4 Establish mitigation approaches for IT risks Establishing activities to improve opportunities and lessen threats
for IT.
20721 8.3.3 Control IT risk, compliance, and security Ensure effective control in overall IT risk management, formulate
and execute guidelines in-line with regulatory bodies, and manage
organizational security throughout the business operations.
20722 8.3.3.1 Evaluate enterprise regulatory and compliance obligations Evaluation of dynamic, strategic, and integrated approach to
manage regulatory requirements and compliance obligations.
20723 8.3.3.2 Analyze IT security threat impact Analyzing the impact of threats to critical IT assets across different
departments and functions in the organization in terms of
quantifiable results.
20724 8.3.3.3 Create and maintain IT compliance requirements Develop and maintain IT compliance standards. Maintaining
requirements set forth by such directives as GRCP, PMI RMP,
CGRC, CGEIT, CRMA.
20942 8.3.3.4 Create and maintain IT security policies, standards, and Develop and maintain an architecture for securing and ensuring the
procedures privacy of data flows throughout the organization. Create, test,
evaluate, and implement IT security policies to ensure the safe use
of IT services and solutions.
20725 8.3.3.5 Develop and deploy risk management training Develop and implement training in regard to managing IT risks,
understanding criticality, impact, and opportunities associated with
business objectives.
20745 8.3.6.2 Conduct IT compliance control auditing of internal and external Examine compliance control systems and tools implemented for
services internal and external IT services.
20746 8.3.6.3 Perform IT compliance reporting Execute IT compliance reporting in order to review processes,
standards, regulations, and laws are followed as laid out by the
regulatory bodies.
20747 8.3.6.4 Identify and escalate IT compliance issues and remediation Identify and escalate issues related to IT compliance to ensure that
requirements corrective measures are taken.
20748 8.3.6.5 Support external audits and reports Supporting audits and reports through external resources. This
process requires the organization to follow all the regulations set
forth by external auditors.
20749 8.3.7 Develop and execute IT resilience and continuity operations Create and execute a process to rapidly adapt and respond to any
internal or external opportunity, demand, disruption, or threat in IT.
Maintain continuous IT operations to protect employees, assets, and
overall brand equity.
20750 8.3.7.1 Conduct IT resilience improvement projects Conducting projects to improve the strategy and process for rapidly
adapting to any threat in IT.
20754 8.3.7.5 Provide IT resilience training Conduct and manage employee training programs on IT resilience
so that prospective risks can be avoided.
20755 8.3.7.6 Execute recurring IT business operations continuity Implement regular resources supporting uninterrupted operations of
critical IT services.
20756 8.3.8 Manage IT user identity and authorization The process of identifying, authenticating, and authorizing IT users
to have access to applications, systems, IT components, or networks
by associating user rights and restrictions with established identities.
20757 8.3.8.1 Support integration of identity and authorization policies Create and implement policies that integrate authorization policies
with authorized profiles of users meant to access network resources.
20758 8.3.8.2 Manage IT user directory Managing directory of user profiles and access requirements across
different levels in the organization's IT network.
20759 8.3.8.3 Manage IT user authorization Managing the process of authorizing IT users to access applications,
systems, IT components, or networks by associating user rights.
20760 8.3.8.4 Manage IT user authentication mechanisms Create and manage the process to authenticate IT users from user
directory based on the internal policies.
20761 8.3.8.5 Audit IT user identity and authorization systems Examine the processes responsible for reviewing IT user identity
and authorization.
20762 8.3.8.6 Respond to IT information security and network breaches Address any form of unauthorized network breach such as
unauthorized access or usage of data, applications, services,
networks, and/or devices. Identify the root cause and take corrective
measures to resolve the breach.
20770 8.4.2 Define and maintain business information architecture Creating strategies to manage the organization's information and
content. Outline the architecture for information collection and
communication. Administer information resources, data
management and content.
20771 8.4.2.1 Determine enterprise business information requirements Determining strategies to manage the enterprise wide flow of
business information and content. Outline the required architecture
for information resources.
20772 8.4.2.2 Define enterprise data models Define different ways of representation, usage, and identification of
data with independent or interdependent sources across the
organization.
20796 8.5.2.3 Determine IT service/solution approach Determining an approach to create a base for delivering IT
service/solution aligned with overall business needs while
maintaining a tight control on delivery and costs.
20797 8.5.2.4 Define IT solution lifecycle Defining solutions to satisfy business needs. IT solution lifecycle
provides a means to address the full life cycle of an information
technology solution and addresses the current and future state of IT
services and solutions.
20798 8.5.2.5 Develop IT service/solution "sunset" plans Developing plans to retire IT service/solution resources when the
service/solution is no longer feasible.
20799 8.5.3 Develop and manage service/solution architecture Creating the architecture for the IT services and solutions. Assess
architecture and business constraints in order to understand
integration requirements. Promote existing architecture. Manage
exceptions.
20800 8.5.3.1 Assess IT application and infrastructure architecture Assessing limitations in IT application and infrastructure
constraints architecture that may hinder expected performance.
20801 8.5.3.2 Assess business constraints on IT service/solution Evaluate business limitations that may hinder IT service/solution
performance.
20802 8.5.3.3 Determine IT component integration requirements Determining the requirements to integrate IT components such as
hardware, software, database, telecommunication, and network.
20803 8.5.3.4 Identify opportunities for IT component reuse Identification of opportunities for reusing IT components so that
they can be cost-effective and efficient.
20804 8.5.3.5 Promote adoption of existing service/solution architecture Encouraging acceptance of existing IT service/solution architecture
in the organization.
20805 8.5.3.6 Develop and maintain service/solution architectures Creating and maintaining a services and solutions architecture over
a network that can be revised as needed or even eliminated in case
of inefficiencies.
20806 8.5.3.7 Assess IT service/solution architecture conformance Assessing functional compliance of the IT service/solution
architecture. Safeguard compliance with guidelines for the
architecture.
20812 8.5.4.1.3 Build and test IT service/solution components Building and testing new components required for the development
of IT services and solutions.
20813 8.5.4.1.4 Integrate IT components and services Combining the newly built IT component along with IT services in
order to gain optimum output.
20814 8.5.4.1.5 Execute IT service/solution validation Validating that the proposed IT service/solution is feasible and
provides the needed services for the customer.
20815 8.5.4.1.6 Bundle service/solution deployment packaging Creating and implementing a strategy for the deployment of IT
service/solution by defining all of the activities that make the IT
function available for use. Define the deployment process,
procedures, and tools. Select the most feasible and practical
methodologies for the deployment process.
20816 8.5.4.1.7 Manage service/solution process exceptions Identifying and resolving internal needs/inquiries for
service/solution that cannot be resolved immediately. Research
inquiries that require the need of exceptional solutions.
20822 8.5.5.1.4 Manage service/solution operations Understanding customer requirements. Managing services/solutions
based on the requirements. Develop components for providing the
requirements. Train resources to provide support. Confirm the
customer experience post-sale. Evaluate the performance of
service/solution. Communicate the results to the management.
20823 8.5.5.1.5 Prepare fixed/enhanced service/solution packaging Developing packaging for fixed/enhanced service/solution based on
the standalone or bundled offerings to be used by the organization.
20835 8.6.2.3 Determine implementation requirements Determine requirements for implementation of IT deployment.
Carry out a pre-implementation audit to assess the impact and use
case. Gauge the possible vulnerabilities and impact the business
operations during and after the implementation.
20841 8.6.3.1 Asses IT change/release impact Evaluating the impact of IT change/release on the business.
20842 8.6.3.2 Confirm change/release compliance Ensure that change/release meets change guidelines set by the
organization.
20843 8.6.3.3 Assess IT change/release risk Evaluating for any kind of risks or threats which could be caused
due to IT change/release deployment.
20844 8.6.3.4 Consolidate IT change Integrate all forms of changes in IT in order to make more efficient
use of resources and down time, and optimizing results.
20845 8.6.3.5 Create and communicate deployment schedule Defining and communicating the schedule for implementation to
related stakeholders and functions.
20846 8.6.3.6 Approve change/release deployment Permitting for the change/release deployment. Approve deployment
based on the evaluation of business impact due to change/release.
20847 8.6.3.7 Document IT change/release outcome Recording outcomes related to the change/release deployment.
20848 8.6.4 Implement technology solutions Deploy the identified solutions for information technology
important for healthy business operations. Confirm status and
operational availability of IT resources. Perform testing and
distribution of change. Execute roll-back protocol if necessary.
20849 8.6.4.1 Confirm hardware/software operational status Confirm if hardware/software are operating as per the expectation.
20850 8.6.4.2 Confirm operational availability Confirm if operational activities of IT services could be performed.
20851 8.6.4.3 Execute internal IT implementation plan Executing IT implementation plan to make the IT services and
solutions available for internal use.
20860 8.6.5.2 Prepare and distribute service/solution communications Coordinating communications regarding the changes in IT services
and solutions with employees in the organization.
20861 8.6.5.3 Support organizational changes Creating a strategy for providing support for organizational
changes. Providing support to users of IT services and solutions.
20862 8.6.5.4 Execute rollout plans Executing a plan for introducing the IT services and solutions to the
organization's end user base.
20863 8.6.5.5 Provide rollout support Establishing services for providing support to users of IT services
and solutions for rollout. Define the plethora of services by which
the organization assists users of technology products.
20864 8.6.5.6 Manage rollout support capabilities Managing the necessary skills and competencies required to
efficiently provide IT resolution for rollout through the support
structure. Identify the gaps and needs in support structure.
20865 8.6.5.7 Monitor and record rollout issues Track and record any issues being faced due to rollout. Define
methodology of assessment for measuring and monitoring issues.
20900 8.7.5.6 Define IT escalation mechanisms Determining mechanisms to report for a higher degree of decision
making depending on the criticality of IT escalations. Define the
processes and procedures needed to follow for IT escalation at
different levels. Convey the mechanisms within the organization.
20901 8.7.5.7 Manage IT service support resources Managing resources required for administration of IT service
support. Establish sources that will make use of e-mail, live support
software online, or a tool where users can log a call or incident in
order to retrieve IT support.
20902 8.7.5.8 Coordinate with external support providers Developing a strategy that will make use of multiple resources to
coordinate with external support providers in order to make the
support services work more smoother.
20903 8.7.5.9 Triage IT service delivery incidents Sorting the incidents of IT service delivery in certain order so that
the services could be delivered based on the criticality.
20904 8.7.5.10 Monitor IT service support performance Defining methodology and frequency of assessment for measuring
and monitoring performance of various processes and activities of
IT service support against standard set goals.
20905 8.7.6 Develop and manage service delivery operations Developing and managing different delivery services using service
delivery systems for operational activities within the IT function in
order to achieve organizations goal.
20906 8.7.6.1 Operate and monitor online systems Operating and defining methodology of assessment for measuring
and monitoring performance of online systems against its expected
result.
20907 8.7.6.2 Run and monitor batch job schedule Operate and monitor the application of scheduling batch jobs to be
run in the background at a certain date and time.
20914 8.7.7 Manage infrastructure resource administration Managing the resources required for administration of IT
infrastructure. Manage the IT inventory and assets. Take care of the
organization's IT resource capacity.
20915 8.7.7.1 Manage infrastructure configuration Identifying and tracking individual configuration items,
documenting functional capabilities and interdependencies of IT
infrastructure. Determining the gaps and needs in order to enhance
existing infrastructure configuration.
20916 8.7.7.2 Perform infrastructure component maintenance Evaluating and maintaining all aspects of infrastructure component
maintenance. Ensure that all components of an IT infrastructure are
functioning properly as per the expectation. Maintenance includes
all preventative, routine, and corrective measures.
20927 8.7.8.5 Resolve IT issues/requests Creating a structure to resolve issues/requests of IT services using
different mechanisms.
14057 9.1.2.2 Perform profit center accounting Determining the revenue, profits, and losses incurred by each unit
within the organization that produces profit.
10775 9.1.2.3 Perform cost of sales analysis Studying expenses directly associated with product. Analyze the
cost of sales, which is the cost of manufacturing products.
10776 9.1.2.4 Perform product costing Studying and finding out the relevant cost center for a product by
studying every resource used in its making.
10777 9.1.2.5 Perform variance analysis Discovering the changes between forecasted and actual costing.
Analyze actual and planned behavior by reviewing the amount of a
variance on a trend line in order to maintain control over a business.
11175 9.1.2.6 Report on profitability Making a report about revenues generated by the organization or
business unit concerned. This process requires the organization to
create a report which shows how business is generating profits.
Profits are the part which is left after paying all expenses directly
related to the generation of the revenue, such as producing a
product, and other expenses related to conducting business
activities.
10740 9.1.3 Perform cost management Deciding which expenses can be avoided to reduce some costs and
increase revenues. Plan and control the organization's budget to
forecast future expenditures.
10778 9.1.3.1 Determine key cost drivers Defining cost drivers for a particular activity.
10779 9.1.3.2 Measure cost drivers Calculating cost drivers.
10782 9.1.4.1 Assess customer and product profitability Studying product demand and targeted customer preferences. Study
customers' demands or preferences after deducting the cost of
delivering the final product.
10783 9.1.4.3 Evaluate new products Checking demand about a specific product by a customer segment.
Conduct a detailed study--or research a customer behavior or
preference for a product--in order to determine its production and
profitability in a specific market.
10784 9.1.4.4 Perform life cycle costing Determining the cost of delivering an end product at different stages
of production. Study the total life cycle of a product/process to
determine how much revenue and production cost will be incurred
at every stage in order to make strategic decisions.
10785 9.1.4.5 Optimize customer and product mix Creating the best fit between a product and the end user. Maximize
the customer base by providing different products in the market.
10786 9.1.4.6 Track performance of new-customer and product strategies Observing the behavior of a new set of customers for different
products. Prepare strategies to improve sales and profits.
10787 9.1.4.7 Prepare activity-based performance measures Evaluating performance based on different sets of activities created
by management to measure performance.
10788 9.1.4.8 Manage continuous cost improvement Conducting activities to improve cost distribution regularly. Follow
or adopt different ways of reducing costs.
10729 9.2 Perform revenue accounting Comparing revenue targets to reality. Review all transactions and
entries passed in final accounts in a year in order to examine profits.
10731 9.4 Manage fixed-asset project accounting Managing accounts for large funds-invested projects. Manage and
account for fixed assets projects (capital projects), which required
significant capital investments over many years.
10751 9.4.1 Perform capital planning and project approval Preparing a project finance report to solicit approvals in capital
projects. Prepare budgets for projects that require heavy
investments. Report on project finances to solicit approvals from
management.
10844 9.4.1.1 Develop capital investment policies and procedures Creating procedures and policies to follow for investing in capital
projects. Create rules and regulations regarding large investment
plans, which require in-depth forecasting for expenditure and
revenue.
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets Creating budgets, and soliciting approvals for capital projects.
Prepare budgets for projects that require heavy investments. Secure
approvals from management.
10848 9.4.2.1 Create project account codes Giving reference codes for every project.
10849 9.4.2.2 Record project-related transactions Noting every transaction during a project in a common financial
database. Document all transactions associated with any project.
Maintain a centralized repository of all such financial data.
10850 9.4.2.3 Monitor and track capital projects and budget spending Evaluating project progress and funds invested. Observe and track
significant funds invested on any long-term project. Compare to
budget.
10851 9.4.2.4 Close/capitalize projects Checking for returns generated from projects for decision making.
Evaluate capital projects that require heavy investments. Decide
whether to proceed based on the revenues generated.
10852 9.4.2.5 Measure financial returns on completed capital projects Comparing a finished project's profitability with forecasted returns.
Scrutinize revenues generated by completed projects that required
heavy investments. Determine profitability.
10732 9.5 Process payroll Handling reporting time, managing pay, and processing taxes from
salaries. Pay employees. Withhold taxes. Confirm the correct funds
are paid to the correct government agency.
10753 9.5.1 Report time Recording the reporting time of employees on-site. Track working
days, salary calculations, holidays taken, number of hours spend in
the office, billing hours, etc.
10853 9.5.1.1 Establish policies and procedures Developing policies and procedures for the HR function to calculate
compensation.
10854 9.5.1.2 Collect and record employee time worked Tracking billing hours of each employee on daily basis.
10863 9.5.2.6 Process and distribute manual checks Handling incorrect/omitted salary payments.
10864 9.5.2.7 Process period-end adjustments Adjusting salary deductions for tax purposes at the end of the year.
10865 9.5.2.8 Respond to employee payroll inquiries Addressing salary-related queries raised by employees.
10755 9.5.3 Manage and process payroll taxes Deducting and paying taxes from employees' salaries.
14075 9.5.3.1 Develop tax plan Devising a method to minimize payroll tax liability by means of
allowances, deductions, exclusions or exemptions.
14076 9.5.3.2 Manage tax plan Overseeing maintaining the reduction of payroll taxes [14075].
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file Matching records of bills to be paid with accounts. Check accounts
payable entries with vendor's account for every payment made.
10870 9.6.1.2 Maintain/manage electronic commerce Tracking all online transactions.
10871 9.6.1.3 Audit invoices and key data in AP system Monitoring and evaluating bills registered in accounts books. Check
all invoices. Maintain records.
10872 9.6.1.4 Approve payments Processing payments for products/services.
10873 9.6.1.5 Process financial accruals and reversals Handling transactions for accruals and reversals. Record
transactions in the books of accounts on an accrual basis
(irrespective of the actual cash flow) and reversals basis (cancel out
the adjusting entries) for balancing accounts.
10874 9.6.1.6 Process payables taxes Filing the amount of taxes that a company owes as of the balance
sheet date. Prepare tax returns, including the income tax filing for
an individual or business entity from earnings.
10875 9.6.1.7 Research/Resolve payable exceptions Resolving any atypical or inconsistent situation concerning
payments to be made by the organization. Address any exceptional
case of accounts payable on an ad hoc basis, by seeking counsel or
carrying out any necessary research.
10876 9.6.1.8 Process payments Making payments for products/services on due dates (payment
cycle) decided by parties involved.
10892 9.7.1.8 Define system security requirements Describing the need of system security requirements for controlling
access, reliability of information, accountability, and availability of
information in the organization.
10759 9.7.2 Manage cash Taking care of all cash-related activities in the business. Manage
and reconcile cash positions. Manage cash equivalents. Process and
oversee electronic fund transfers. Develop cash flow forecasts.
Manage cash flows. Produce cash management accounting
transactions and reports. Manage and oversee banking relationships.
Analyze, negotiate, resolve, and confirm bank fees.
10893 9.7.2.1 Manage and reconcile cash positions Correcting cash differences in the books of accounts. Make
optimum utilization of funds available in the business. Check for
differences to rectify.
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries Maintaining subsidiaries' company accounts opened with bank
inside the corporation. Manage different financial services provided
by in-house bank structure for parent companies' subsidiaries or
branches.
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions Arranging loans for subsidiaries from in-house banks.
10903 9.7.3.3 Manage centralized outgoing payments on behalf of subsidiaries Handling payments made for subsidiaries by parent company.
10904 9.7.3.4 Manage central incoming payments on behalf of subsidiaries Handling payments received by parent company for subsidiaries.
10905 9.7.3.5 Manage internal payments and netting transactions Taking care of all business outflows and recording as whole.
Manage making all payments for the organization and its units or
subsidiaries. Track in books of accounts of parent company.
10907 9.7.3.7 Provide account statements for in-house bank accounts Facilitating account statements for all in-house banking activity.
10761 9.7.4 Manage debt and investment Taking care of the organization's financial position. Manage its
loans or debts from different sources and investments. Leverage the
most profitable options to balance the financial position in the
market.
14079 9.7.4.1 Establish investment policy Developing and instituting principles that the organization ill use in
making investments.
10908 9.7.4.2 Manage financial intermediary relationships Maintaining smooth relations with financial investment banks that
help availing loans and services.
10909 9.7.4.3 Manage liquidity Managing and maintaining enough liquidity in form of cash and
cash equivalents in the business to meet urgent and timely
requirements
10910 9.7.4.4 Manage issuer debt and investment exposure Managing the exposure incurred by the issuer for providing credit to
the borrower.
10911 9.7.4.5 Process and oversee debt and investment transactions Tracking loans taken and money invested in different options.
Arrange and supervise loans from banks and individuals and
investments in different available and profitable options.
10912 9.7.4.6 Process and oversee foreign currency transactions Arranging and supervising foreign exchange rate changes to avoid
loss on foreign-currency transactions.
10913 9.7.4.7 Produce debt and investment accounting transaction reports Creating transactions report of loans and investments. Prepare and
maintain records of loans and investment transactions.
14210 9.7.4.8 Process and oversee interest rate transactions Supervising the interest paid or received by the organization.
Arrange and supervise interest rate swap transactions to manage
exposure to fluctuations in interest rates. Or attain a marginally
lower rate of interest than could be gained through a swap.
11208 9.7.5 Monitor and execute risk and hedging transactions Performing transactions that limit investment risk with the help of
derivatives, such as options and futures contracts. Manage interest
rates, foreign exchange, and exposure risks. Develop and execute
hedging transactions. Evaluate and refine hedging positions.
Produce hedge accounting transactions and reports. Monitor credit.
19220 10.2.2.1 Develop construction strategy Developing a strategy to perform asset construction. Assure that
timelines, regulations, and resources are on task and on budget.
11276 10.2.2.2 Perform construction performance management Managing the construction process to ensure that activates are on
task, on budget, and are being performed with safety and quality in
mind.
19257 10.3.3.5 Perform unplanned maintenance and repairs Performing repairs that occur outside of normal routine or
preventative maintenance.
10940 10.4 Dispose of assets Retiring productive and non-productive assets.
10952 10.4.1 Develop exit strategy Creating a strategy for managing asset exits.
19258 10.4.2 Decommission productive assets Retiring assets that are no longer viable to the business.
Decommission assets that are no longer in working order, are out of
date, or whose maintenance exceeds the cost of replacement.
10953 10.4.3 Perform sale or trade Performing the sale of assets. Achieve and complete the sale
process. Deliver the end product to the customers.
10954 10.4.4 Perform abandonment Abandoning assets. Manage the act of deliberately and permanently
giving up, granting, leaving, or surrendering property or buildings
and allowing others to use the intellectual property without protest.
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and Ensuring that an organization effectively manages its risk. Process
Resiliency groups are aligned with traditional risk management activities.
17060 11.1 Manage enterprise risk Creating requisite frameworks and coordinating all risk
management activities for the entire organization and each function.
Manage the enterprise risk by outlining the risk policies and
procedures. Monitor and communicate all risk management
activities. Encourage correspondence among the business units.
Manage the risk of all business units and functions.
16439 11.1.1 Establish the enterprise risk framework and policies Creating an agenda for the rules and regulations of enterprise risk
that deal with hazardous, financial, operational, and strategic risks.
16440 11.1.1.1 Determine risk tolerance for organization Recognizing the organization's tolerance for risk, given risk-return
trade-offs for one or more anticipated and predictable consequences.
16441 11.1.1.2 Develop and maintain enterprise risk policies and procedures Establishing and maintaining the policies and procedures for
managing risk. Create rules and regulations for enterprise risk
dealing with hazardous, financial, operational, and strategic risks.
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are Checking that the blueprint created for managing risk in individual
implemented business units and divisions is correctly effectuated. Validate the
implementation of all activities geared to mitigate risks.
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored Ensuring risk monitoring and mitigation activities. Monitor actions
to enhance opportunities and reduce threats to project objectives.
16451 11.1.2.6 Report on enterprise risk activities Creating a report of activities to address hazard risks, liability torts,
financial risks, operational risks, social trends, competition, etc.
16452 11.1.2.7 Coordinate business unit and functional risk management Coordinating risk management activities to improve opportunities
activities and lessen threats. Specify the organization's objectives. Assign
resources to project objectives.
14133 11.2.1.3 Manage internal audits Managing accounts and prepare regular reports on financial
performance.
14137 11.2.1.4 Maintain controls-related technologies and tools Managing technologies and tools related to the confidentiality,
integrity, and availability of data in order to ensure the security of
the organization's information.
16463 11.2.2 Manage regulatory compliance Obeying laws, guidelines, strategies, and stipulations related to the
business.
16464 11.2.2.1 Develop regulatory compliance procedures Developing procedures and methodologies to comply with relevant
laws and regulations of an organization's obedience to laws,
guidelines, strategies and stipulations related to business.
16465 11.2.2.2 Identify applicable regulatory requirements Determining the regulatory requirements that are most appropriate
for the organization. Identify goals in order to follow the
appropriate rules and regulations, guidelines, and strategies.
16466 11.2.2.4 Monitor the regulatory environment for changing or emerging Analyzing and overseeing the regulatory environment in order to
regulations spot any changing or emerging regulations. This process element
calls upon the organization to monitor the regulatory environment
for any new statutes, policies, and enactments issued by the
respective government authorities or those which have been
updated.
16467 11.2.2.5 Assess current compliance position and identify weaknesses or Evaluating current regulatory policies and regulations. Assess their
shortfalls therein performance. Make necessary changes.
16468 11.2.2.7 Implement missing or stronger regulatory compliance controls Assessing the current policies and policies. Implement missing and
and policies necessary changes environmental changes, political changes,
technological changes, etc.
17381 11.2.4.4.2 Manage investigation unit and anti fraud and abuse operations Setting program thresholds to match investigation unit capacity,
scanning incoming claims to detect anomalies and suspicious
patterns, scoring and prioritizing transactions according to risk
level, flagging and holding suspicious transactions for further
investigation and managing and concluding investigation cases.
17466 11.2.4.5 Manage insurance risk Managing re-insurance through setting up proportional, non-
proportional XL, non-proportional CAT XL and facultative treaty
masters.
18748 11.2.4.5.2 Manage portfolio risk Managing insurance risk includes Managing the insurance portfolio
includes the management of Life, Non-Life, Health, and Disability
risk.
11201 11.3.1 Create remediation plans Creating plans for remediation efforts. Make a plan to address a
case of environmental adulteration. Identify and treat the
adulteration so that the area will become operational again.
11202 11.3.2 Contact and confer with experts Discussing and soliciting advice from experts for in order to
incorporate their suggestion (regarding Create remediation plans
[11201]).
11203 11.3.3 Identify/Dedicate resources Identifying and dedicating the resources for managing remediation
efforts. Discern the resources needed for remediation efforts.
Dispense with resources in a sound and well-reasoned manner.
11204 11.3.4 Investigate legal aspects Examining regulatory and legislative frameworks. Obligate the
organization to remediate any damages through compensations,
fines, and any other remedial efforts necessitated to correct the
situations. Analyze local environmental laws, binding international
covenants, etc. in order to examine legal accuracy about the rules
and procedures.
11205 11.3.5 Investigate damage cause Studying the causes of damage, which could be environmental,
physical, social, etc. at country level in order to institute better
policies and regulations.
11206 11.3.6 Amend or create policy Crafting a new framework of policies and procedures for deploying
remediation efforts, or change existing policies and procedures.
Adapt the policy structure to the context of the apposite national and
international regulatory frameworks.
11216 11.4 Manage business resiliency Including the processes required to rapidly adapt and respond to any
internal or external opportunity, demand, disruption, or threat.
Develop a more dynamic, strategic, and integrated approach to
managing compliance obligations.
12875 12.2.2.1 Establish relationships with agencies Engaging government, regulatory, or industry agencies to establish
relationships. Analyze steps and requirements necessary for
inclusion, if needed.
12876 12.2.2.2 Respond to audit inquiries Cooperating with auditors regarding potential or ongoing inquiries.
12877 12.2.2.3 Maintain documentation of contacts Keeping a repository of documents that contain information about
the network of partners, prospects and customers. Keep records up-
to-date with routine reviews and modify as needed.
12878 12.2.2.4 Plan and manage meetings Ensuring regular interaction between business entity and quasi-
government bodies in order to maintain established relationships.
Collect and record meeting data for further analysis and use.
11040 12.2.3 Manage relations with trade or industry groups Managing relations with organizations established and financed by
businesses that operate in a specific industry. Participate in public
relations actions such as lobbying and publishing, advertising,
education, and political donations.
12879 12.2.3.1 Evaluate the requirements for strategic relationships Determining the requirements to enter in to an agreement with trade
or industry agencies. Discover what activities or processes can be
conducted to provide the best mutual outcome.
11046 12.4.3 Develop and perform preventive law programs Creating and applying programs and activities. Encourage the
adherence preventive laws, such as environmental law, sex
discrimination, computer law, estate planning, corporate
compliance, business planning, and property transactions.
11062 12.4.6.1 Manage copyrights, patents, and trademarks Managing the patents and copyrights already held or sought by the
organization. Administer and oversee applying for, securing, and
maintaining intellectual property rights in the form of patents and
copyrights. Submit applications for such rights. Handle associated
legal issues. Draft and communicate proper attributions. Collect
royalties. Monitor any misuse of the intellectual property rights.
11063 12.4.6.2 Maintain intellectual property rights and restrictions Managing the upkeep of intellectual property rights by creating and
managing a framework of rules, policies, procedures, and
restrictions. Outline a clear policy for any possible scenario of their
use by any external agent.
11064 12.4.6.3 Administer licensing terms Administering and overseeing the terms and policies associated with
licensing the organization's intellectual property. Create and manage
the policies and terms governing the possible granting of a license
to any external agent. Demarcate a clear framework that governs the
licensing of any patents or copyrights held by the organization.
16380 13.1.1.1 Define and manage governance approach Outlining and managing the methodology for administering
business process management (BPM). Define the method for setting
standards and priorities for BPM efforts. Identify BPM governance
leaders. Define BPM project participants' roles.
16381 13.1.1.2 Establish and maintain process tools and templates Instituting, organizing, and maintaining the upkeep of the
techniques used for business process management (BPM). Create
and maintain templates of BPM tools that can be readily
implemented, including process engine, business analytics, content
management, and collaboration tools.
16382 13.1.1.3 Assign and support process ownership Assigning resources (employees) ownership of tasks. These include
the responsibility of identifying, analyzing, and improving business
processes in order to meet the goals and objectives such as
increasing profits and performance, reducing costs, and accelerating
schedules.
16383 13.1.1.4 Perform process governance activities Implementing and executing activities for governing business
processes. Execute activities that encourage participation,
accountability, transparency, responsiveness, equity and
inclusiveness, etc. within the business processes.
16384 13.1.2 Define and manage process frameworks Determining and organizing the structural composition of business
processes. Design, establish, and administer the framework. Identify
any cross-functional processes that are mandatory for achieving
business excellence.
16385 13.1.2.1 Establish and maintain process framework Defining and managing the framework that outlines the required
business processes of the organization, key elements, and how they
should interact. Institute strategy infrastructure and product,
operations, and enterprise management.
16392 13.1.4 Manage process performance Evaluating and handling the performance of business processes.
Provide training to process owners. Support the execution of
business processes. Measure and report the performance of the
business processes.
16393 13.1.4.1 Provide process training Providing training for the employees and process owners that
administer the business processes. Design internal training programs
or source third party agencies to provide the skills and training
necessary.
16401 13.2.1 Manage portfolio Managing the business portfolio of the organization, including
investments, holdings, products, businesses, and brands. Establish a
portfolio strategy. Define portfolio governance. Monitor and control
the portfolio.
16402 13.2.1.1 Establish portfolio strategy Instituting the strategy for managing business portfolio. Create a
systematic plan that defines the strategy for managing investments,
holdings, products, businesses, and brands.
16404 13.2.1.3 Monitor and control portfolio Overseeing and administering the business portfolio of the
organization. Monitor all activities related to investments, holdings,
products, businesses, and brands by effectively monitoring and
supervising these activities.
16405 13.2.2 Manage programs Establishing, implementing, and managing business programs.
Successfully handle related projects that together constitute a
program. Establish the program structure and approach. Coordinate
with stakeholders and partners. Execute the program. Assess and
report the performance of the program. Coordinate and prioritize
resources across projects. Manage links between the projects and
the overall costs and risks of the program.
16406 13.2.2.1 Establish program structure and approach Constructing and instituting the framework and approach to manage
business programs. Monitor key factors such as governance,
alignment with the overall business vision, assurance, and
management.
16407 13.2.2.2 Manage program stakeholders and partners Managing relationships with stakeholders and partners of the
business programs.
16408 13.2.2.3 Manage program execution Administering and implementing business programs. Implement
and execute programs with the intention of improving an
organization's performance. Execute all the individual projects of
the program to ensure the desired success.
16409 13.2.2.4 Review and report program performance Evaluating and documenting the performance of business programs.
Evaluate the performance of the programs. Create reports on the
basis of the analysis. Use performance indicators and metrics such
as desired/achieved goals, completion dates, issues and defects, and
cost effectiveness.
16410 13.2.3 Manage projects Establishing the scope of the projects. Create plans for
implementing the projects. Initiate projects. Review and report
project performance to management. Close projects.
17471 13.3 Manage enterprise quality Managing organizational attributes that are closely associated with
the quality of output. Determine the quality requirements. Evaluate
the correspondence between the quality performance and
requirements. Manage non-conformance activities. Ensure
implementation and maintenance of the enterprise quality
management system.
17472 13.3.1 Establish quality requirements Determining essential activities, processes, and attributes for
securing enterprise quality. Outline critical characteristics for
quality. Outline activities encouraging the preservation of quality.
Create quality controls. Confirm capabilities in accordance with
quality requirements. Finalize the plan for quality maintenance.
17481 13.3.1.5 Finalize quality plan Establishing how the critical-to-quality characteristics will be
achieved, controlled, ensured, and managed throughout the lifecycle
of a product/service. Address quality requirements and critical-to-
quality characteristics. Conduct a preventive quality assessment.
Describe how to verify the product/service, verification criteria, and
response to nonconformance. Keep records to demonstrate
conformity.
17482 13.3.2 Evaluate performance to requirements Analyzing if the performance of the quality plan has achieved the
estimated and desired requirements. Conduct tests against the
quality plan. Assess the results of these tests.
17483 13.3.2.1 Test against quality plan Examining the quality of organizational processes. Conduct tests.
Collect information and data. Record the results of these tests.
Determine the dispositions of the test results.
17484 13.3.2.1.1 Conduct test and collect data Evaluating quality performance through periodic or episodic testing
against the established standards for quality characteristics. For
periodic testing, design a schedule with sufficient time to make any
required adjustments to the process or system to maintain the
desired level of quality. For episodic testing, conduct a test
whenever a known non-conformance or fault occurs, which results
in outputs or outcomes known to be unsatisfactory to performance
requirements.
17485 13.3.2.1.2 Record result(s) 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.
17487 13.3.2.2 Assess results of tests Assessing the significance of the sample. Summarize the results of
the test. Recommend improvement actions. Decide what steps to
take next.
17488 13.3.2.2.1 Assess sample significance 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.
17489 13.3.2.2.2 Summarize result(s) 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.
17490 13.3.2.2.3 Recommend actions Recommending measures for improvement. Assess the summarized
results to identify areas which can be improved. Suggest actions to
management for improving the quality plan basis on the results of
the tests.
17491 13.3.2.2.4 Decide next steps Selecting the subsequent actions that the organization can adopt for
improving the enterprise quality. Select measures and recommended
actions for managing the enterprise quality.
17492 13.3.3 Manage non-conformance Handling any nonconformance activities or events. Assess the
potential impact of the nonconformity. Decide the immediate
actions to take. Identify the root causes. Take corrective or
preventive action. Ensure future conformance.
17493 13.3.3.1 Assess potential impact Analyzing any nonconformance events. Determine the need for
corrective and/or preventative action(s). Leverage root-cause
analysis, risk exposure, and other evaluations to properly review
and approve/reject subsequent actions.
17510 13.3.4.6.6 Transfer proven EQMS methods Recording and transferring the best practices and proven methods
associated with enterprise quality management systems (EQMS)
that can be leveraged in improving the organization's framework.
Record proven methodologies and approaches with the objective of
communicating them for upgrading, refining, and enhancing the
organization's systems.
11074 13.4 Manage change Planning, designing, and implementing the change. Ensure
improvement in the change process.
11134 13.4.1 Plan for change Crafting a plan for implementing change to the organization's
multiple frameworks, systems, and functional areas. Chart a
schematic plan that gives the organization a foundation to shape its
change efforts.
11138 13.4.1.1 Select process improvement methodology Assessing and choosing methodologies to identify, analyze, and
improve existing processes within an organization to meet new
goals and objective. Assess the various methodologies available
such as process mapping, statistical process control, and simulation.
Choose the most appropriate and effective methodology.
11140 13.4.1.2 Determine stakeholders Identifying and communicating with shareholders affected by the
change. Consider internal and external stakeholders that will be
affected by the change. Determine the amount of influence the
change will have on them. Ensure the involvement of these
stakeholders in the change process by effectively communicating
with them.
11139 13.4.1.3 Assess readiness for change Determining the level of preparedness of the conditions, attitudes,
and resources at all levels in the organization needed for change to
happen successfully. Define scope of the proposed change. Select
the tools for a change readiness assessment.
11144 13.4.1.7 Understand current state Using graphical and statistical tools such as pareto diagrams,
process flow diagrams, cause-and-effect diagrams, check sheets,
histograms, run charts, and scatter diagrams.
11145 13.4.1.8 Define future state Determining the state or position that the organization wants to be
in after the implementation of the change. Gather necessary
information about the processes, structures, and cultures. Define
resource requirements.
11146 13.4.1.9 Conduct organizational risk analysis Looking beyond the immediate consequences of the threat to a
critical asset and placing it in the context of what is important to the
organization. Identify the impact of threats to critical assets. Create
risk evaluation criteria. Evaluate the impact of threats to critical
assets. Incorporate probability into the risk analysis.
11147 13.4.1.10 Assess cultural issues Evaluating the culture within the organization. Adopt a quantitative,
multidimensional measurement approach of an organization's
culture and the aspirations for it. Diagnose cultural activities,
enhance leadership sections. Integrate cultures.
20143 13.4.1.11 Identify impacted groups Recognizing the impact of threats to critical assets. Determine what
groups are impacted by this impact.
20144 13.4.1.12 Determine degree/extent of impact Evaluating the impact of threats to critical assets. Determine what
assets will be impacted by the change.
11152 13.4.2.1 Assess connection to other initiatives Correlating the change initiative with the other initiatives. Create an
alignment between the goals and objectives of the change process
and that of the other initiatives.
11153 13.4.2.2 Develop change management plans Creating a detailed structure summary for the purposes of managing
the change. Demonstrate the reasons for the change. Define the type
and scope of change. Form a change management team. Create a
communication plan.
11154 13.4.2.3 Develop training plan Creating a detailed summary of all the actions relevant to teaching a
person a particular skill or type of behavior. Determine who will
deliver the training. Determine when and where the apprentice or
trainee needs to go to receive the structured component of the
training.
11107 13.5.1.7 Develop training and communication plans Creating plans for KM training plans and conveying the knowledge
management strategy within the organization. Create training
programs, sessions, and activities in order to familiarize employees
and management with the concept of knowledge management.
11108 13.5.1.8 Develop change management approaches Creating approaches for effectively administering the changes in
knowledge management. Design an approach that transforms
individuals, teams, and the organization to a desired future state
represented by the change.
11109 13.5.1.9 Develop strategic measures and indicators Establishing measures and indicators for evaluating the performance
of the knowledge management function. Define key performance
indicators such as the amount of knowledge assets created and
number of knowledge projects undertaken.
11096 13.5.2 Assess KM capabilities Assessing the maturity of the existing initiatives in knowledge
management, and evaluating existing KM approaches. Identify the
gaps and needs in order to enhance the existing KM approaches.
Develop and implement new KM approaches.
11110 13.5.2.1 Assess maturity of existing KM initiatives Evaluating if initiatives are effective or should be discarded. Design
a framework for assessing maturity, typically from Level 1
(undefined), Level 2 (repeatable), Level 3 (defined), and Level 4
(managed) through Level 5 (optimized).
11111 13.5.2.2 Evaluate existing KM approaches Evaluating existing procedures, policies, and guidelines for
knowledge management. Study and examine the organization's
approach against industry best practices by benchmarking,
competitive analysis, etc.
20969 13.5.4 Evolve and sustain KM capabilities Developing resources for improved knowledge management and
knowledge engineering.
11113 13.5.4.1 Enhance/Modify existing KM approaches Leveraging KM evaluations and identified gap to enhance existing
approaches.
20970 13.5.4.2 Sustain awareness and engagement Developing awareness about available knowledge bases and
promoting their use to maximize their impact.
20971 13.5.4.3 Expand KM infrastructure to meet demand Augmenting available resources to better leverage the offerings of
the organization to serve existing clients and to expand the client
base.
16436 13.6 Measure and benchmark Creating and administering a strategy to manage organizational
performance. Benchmark the performance of the internal processes,
as well as the organization as a whole.
11078 13.6.1.4 Measure staff productivity Evaluating the productivity of employees. Measure activities
performed to determine where automation could increase
productivity. Identify differences between the productivity of
employee groups. Evaluate the quality of work.
11072 13.6.2 Benchmark performance Comparing organizational performance internally or externally with
other organizations.
11083 13.6.2.1 Conduct performance assessments Measuring, researching, and recording the performance of people,
processes, mechanisms, or other areas of the business that the
organization wants to benchmark or track.
11084 13.6.2.2 Develop benchmarking capabilities Improving an organization's ability to compare its performance
internally or externally, and maintaining benchmarking
relationships with other organizations. Train staff in benchmarking.
Develop technological solutions or other materials to aid
benchmarking efforts. Consult with external entities to gain
knowledge or tools to help benchmark.
11085 13.6.2.3 Conduct internal process and external competitive Benchmarking internal processes and against external competitors.
benchmarking
11087 13.6.2.4 Conduct gap analysis Examining performance against benchmarked organizations or
entities. Determine how much performance needs to change to meet
expectations. Reach strategic goals.
11088 13.6.2.5 Establish need for change Establishing a need for changing the performance of the
organization. Make use of the gap analysis results in order to define
the need for change.
20147 13.6.3 Evaluate process performance Assessing process data, measures, and trends in an effort to evaluate
process performance and identify possible improvements.
10270 13.6.3.1 Establish appropriate performance indicators (metrics) Designing key measures that analyze and interpret how effectively
the business is achieving its objectives.
10271 13.6.3.2 Establish monitoring frequency Deciding on the appropriate amount of supervisions that are needed
to effectively assess the performance of business plans.
20148 13.6.3.3 Collect performance data Consolidating acquired metrics and trends. Provide data that can be
benchmarked against historical data.
11180 13.7.1 Determine environmental health and safety impacts Determining the impact of EHS offering--and the procedures it
employs to process them--on the environment at large, as well as the
health and safety of employees. Evaluate the environmental impact
of the organization's products, services, and operations. Conduct
health, safety, and environmental audits.
11186 13.7.1.1 Evaluate environmental impact of products, services, and Evaluating the impact of offerings and the auxiliary operations
operations required to process them on the immediate ecosystem and the
environment at large. Study the lifecycle of the products/services
offered by the organization. Estimate any affect on the environment
through metrics such as a calculation of carbon footprint.
11187 13.7.1.2 Conduct health and safety and environmental audits Conducting an inspection to verify that the organization adequately
complies with the environmental, health, and safety standards.
Audit procedures and records regarding responsibility for the
environment, health, and safety.
11182 13.7.3 Train and educate functional employees Conducting programs such as on-the-job training sessions, group
training workshops, and online training.
11192 13.7.3.1 Communicate EHS issues to stakeholders and provide support Reporting any issues or problems with EHS to the stakeholders.
This includes management, creditors, directors, employees,
government agencies, shareholders, suppliers, and unions. Provide
support to them.
11183 13.7.4 Monitor and manage functional EHS management program Managing the costs and benefits of EHS. Measure and report the
performance of EHS. Implement plans for emergency response and
pollution prevention. Provide EHS support.
20962 13.8.3 Analyze data Conducting data analysis. Choose statistical algorithms that best
reveal patterns and trends in the data. Compare with hypotheses and
time series forecasts. Determine error rates and significant outliers.
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100026 Budget for research and development (R&D) as a
percentage of revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100253 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100256 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100259 Average project cost of existing product/service
improvements and extensions from start of
design and develop product/service process
through support product manufacturing or service
delivery process
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100262 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
improvement projects per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100273 Average project cost of new product/service
developments from start of design and develop
product/service process through support product
manufacturing or service delivery process
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100406 Compounded annual growth rate of R&D costs
over the past three reporting periods
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100425 Cost of existing product/service extension
opportunities per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100427 Cost of existing product/service extension
opportunities per product/service extensions
opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100429 Cost of existing product/service improvement
opportunities per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100431 Cost of existing product/service improvement
opportunities per product/service improvement
opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100447 Cost of new product/service development
opportunities per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100449 Cost of new product/service development
opportunities per new product/service
opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101491 Other cost to generate new product/service ideas
per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101764 Percentage growth in R&D cost from three
reporting periods prior
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101694 Overhead cost to generate new product/service
ideas per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102929 Personnel cost to generate new product/service
ideas per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103115 Research and development (R&D) budget per
R&D FTE
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103687 Total cost to generate new product/service ideas
per concept in the pre-design phase that is an
existing product/service improvement or
extension
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103689 Total cost to generate new product/service ideas
per completely new product/service concept
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103139 Research and development (R&D) cost per
$1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103141 Research and development (R&D) cost related to
new product development projects per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103143 Research and development (R&D) cost related to
product improvements and extensions per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103286 Systems cost to generate new product/service
ideas per new product/service opportunity
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103368 Systems cost to support product manufacturing or
service delivery per project that exits or
completes the test market products/services phase
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104142 Total R&D cost as a percentage of revenue (three
reporting periods prior)
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104144 Total R&D cost per $1,000 revenue (three
reporting periods prior)
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104146 Total R&D cost per business entity employee for
the current reporting period
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105236 Fixed cost to perform the function "develop and
manage products and services" as a percentage of
total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105237 Variable cost to perform the function "develop
and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105238 Total infrastructure cost for new product/service
development per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105239 Total annual cost of poor quality per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105512 Equipment cost to perform the function "develop
and manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105513 Material cost to perform the function "develop
and manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105514 Internal personnel cost to perform the function
"develop and manage products and services" per
$1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105515 Internal systems cost to perform the function
"develop and manage products and services" per
$100,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105516 Outsourced cost to perform the function "develop
and manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105518 Other cost to perform the function "develop and
manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105519 Fixed cost to perform the function "develop and
manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105520 Variable cost to perform the function "develop
and manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105527 Total cost to perform the function "develop and
manage products and services" per FTE
(including external)
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105509 Total cost to perform the function "develop and
manage products and services" per newly
launched product/service
10003 2.0 Develop and Manage Products and Services Cycle Time 100193 Average design cycle time in days for all
products
10003 2.0 Develop and Manage Products and Services Cycle Time 100379 Average time-to-market in days for all products
(including product improvements and extensions)
10003 2.0 Develop and Manage Products and Services Cycle Time 100381 Average time-to-profitability in months for
existing product/service improvement and
extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100383 Average time-to-profitability in months for new
product/service development projects
10003 2.0 Develop and Manage Products and Services Cycle Time 103464 Time-to-market in days for existing
product/service extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 103466 Time-to-market in days for existing
product/service improvement projects
10003 2.0 Develop and Manage Products and Services Cycle Time 103468 Average time-to-profitability in months for
existing product/service extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 107272 Average design-to-launch time, in months, for
product platforms
10003 2.0 Develop and Manage Products and Services Cycle Time 107273 Average design-to-launch time, in months, for
completely new products
10003 2.0 Develop and Manage Products and Services Cycle Time 107274 Average design-to-launch time, in months, for
new product variants
10003 2.0 Develop and Manage Products and Services Cycle Time 107275 Average design-to-launch time, in months, for
new software-enabled features for existing
products
10003 2.0 Develop and Manage Products and Services Process Efficiency 100275 Average team size in FTEs for existing
product/service extension projects per $1 billion
revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100278 Average team size in FTEs for existing
product/service extension projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100281 Average team size in FTEs for existing
product/service improvement projects per $1
billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100284 Average team size in FTEs for existing
product/service improvement projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100287 Average team size in FTEs for new
product/service development projects per $1
billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100290 Average team size in FTEs for new
product/service development projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100184 Average design and develop hours for existing
product/service extension projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100187 Average design and develop hours for existing
product/service improvement projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 101353 Number of concepts in the pre-design phase that
are new product/service developments per
$100,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101357 Number of new product/service development
projects per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101359 Number of new product/service opportunities
generated per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100236 Average percentage variance from budget for
existing product/service extension projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100239 Average percentage variance from budget for
existing product/service improvement projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100242 Average percentage variance from budget for
new product/service development projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100198 Average generate new ideas hours for existing
product/service extension projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100201 Average generate new ideas hours for existing
product/service improvement projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100204 Average generate new ideas hours for new
product/service development projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 101238 Number of FTEs for product development phases
per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100946 Number of concepts in the pre-design phase that
are existing product/service improvements and
extensions per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 102407 Percentage of product/service development
projects launched as commercial
products/services annually
10003 2.0 Develop and Manage Products and Services Process Efficiency 102526 Percentage of revenue from product/services
launched in the past year
10003 2.0 Develop and Manage Products and Services Process Efficiency 102462 Research and development (R&D) FTEs as a
percentage of total business entity FTEs
10003 2.0 Develop and Manage Products and Services Process Efficiency 102308 Percentage of new product/service development
projects launched on budget
10003 2.0 Develop and Manage Products and Services Process Efficiency 102310 Percentage of new product/service development
projects launched on time
10003 2.0 Develop and Manage Products and Services Process Efficiency 101979 Percentage of existing product/service extension
projects launched on budget
10003 2.0 Develop and Manage Products and Services Process Efficiency 101982 Percentage of existing product/service extension
projects launched on time
10003 2.0 Develop and Manage Products and Services Process Efficiency 101985 Percentage of existing product/service
improvement and extension projects launched on
budget
10003 2.0 Develop and Manage Products and Services Process Efficiency 101987 Percentage of existing product/service
improvement and extension projects launched on
time
10003 2.0 Develop and Manage Products and Services Process Efficiency 101754 Percentage of new idea development from
internal sources
10003 2.0 Develop and Manage Products and Services Process Efficiency 101381 Number of product/service extensions generated
per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101387 Number of product/service improvements
generated per $1,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 107264 Percentage of revenue from completely new
products/services launched in the past year
10003 2.0 Develop and Manage Products and Services Process Efficiency 103124 Ratio of the number of projects to concepts in the
pre-design phase for new product/service
developments
10003 2.0 Develop and Manage Products and Services Process Efficiency 103125 Ratio of the total numbers of projects to pre-
design concepts
10003 2.0 Develop and Manage Products and Services Staff Productivity 105510 Number of newly launched products/services per
FTE (including external) that performs the
function "develop and manage products and
services"
10003 2.0 Develop and Manage Products and Services Staff Productivity 104463 Number of research and development (R&D)
FTEs per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Staff Productivity 102644 Percentage of employees tasked with at least one
innovation goal
10003 2.0 Develop and Manage Products and Services Staff Productivity 101378 Number of product/service extensions generated
per generate new product/service ideas FTE
10003 2.0 Develop and Manage Products and Services Staff Productivity 101355 Number of new product/service development
projects per FTE involved from the start of the
design and develop products/services process
through the support product manufacturing or
service delivery process
10003 2.0 Develop and Manage Products and Services Staff Productivity 101350 Number of new product/service development
concepts per FTE that performs the phase
'generate new product/service ideas'
10003 2.0 Develop and Manage Products and Services Staff Productivity 100948 Number of existing product/service improvement
and extension projects per FTE involved from the
start of the design and develop products/services
process through the support product
manufacturing or service delivery process
10003 2.0 Develop and Manage Products and Services Supplemental 101998 Percentage of external ideas from
Information clients/customers
10003 2.0 Develop and Manage Products and Services Supplemental 101999 Percentage of external ideas from competitors
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102000 Percentage of external ideas from consultants
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102001 Percentage of external ideas from other sources
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102002 Percentage of external ideas from partners
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102003 Percentage of external ideas from suppliers
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102458 Percentage of R&D cost related to new product
Information development projects
10003 2.0 Develop and Manage Products and Services Supplemental 102460 Percentage of R&D cost related to product
Information improvements and extensions
10003 2.0 Develop and Manage Products and Services Supplemental 104141 Research and development (R&D) cost as a
Information percentage of revenue
10004 3.0 Market and Sell Products and Services Process Efficiency 107360 Organization's average conversion rate
10004 3.0 Market and Sell Products and Services Process Efficiency 107361 Organization's average conversion rate measured
12 months ago
10004 3.0 Market and Sell Products and Services Process Efficiency 107298 Net promoter score measured 12 months ago
10004 3.0 Market and Sell Products and Services Process Efficiency 107299 Percentage change in net promoter score
attributable to AI over the past 12 months
10004 3.0 Market and Sell Products and Services Process Efficiency 104725 Net Promoter Score
10004 3.0 Market and Sell Products and Services Process Efficiency 104210 Value of sales order line items not fulfilled due to
stockouts per $1 million revenue
10004 3.0 Market and Sell Products and Services Process Efficiency 104485 Number of marketing FTEs per $1 billion
revenue
10004 3.0 Market and Sell Products and Services Process Efficiency 104486 Number of sales FTEs per $1 billion revenue
10004 3.0 Market and Sell Products and Services Process Efficiency 101833 Percentage of active customers who transact via
an electronic marketplace
10004 3.0 Market and Sell Products and Services Process Efficiency 102289 Marketing, sales, and R&D FTEs as a percentage
of total business entity FTEs
10004 3.0 Market and Sell Products and Services Process Efficiency 101918 Percentage of customer accounts set up for
electronic data interchange (EDI)
10004 3.0 Market and Sell Products and Services Supplemental 107355 Percentage of average return on investment for
Information marketing / sales campaigns attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 107352 Percentage change in learning budget per
Information marketing employee over the past 12 months
attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 107353 Percentage change in customer retention rate over
Information the past 12 months attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 107336 Business entity revenue per sales FTE
Information
10004 3.0 Market and Sell Products and Services Supplemental 107342 Percentage change in marketing FTEs
Information
10004 3.0 Market and Sell Products and Services Supplemental 107343 Percentage of FTEs added/hired in the past 12
Information months attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 107344 Percentage of FTEs eliminated/redeployed in the
Information past 12 months attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 107345 Percentage of marketing FTEs with skill
Information requirement changes in the past 12 months
10004 3.0 Market and Sell Products and Services Supplemental 107346 Percentage of marketing FTEs with skill
Information requirement changes in the past 12 months driven
by the adoption of AI
10004 3.0 Market and Sell Products and Services Supplemental 107347 Average number of days per marketing employee
Information currently dedicated to learning
10004 3.0 Market and Sell Products and Services Supplemental 107348 Average number of days per marketing employee
Information dedicated to learning 12 months ago
10004 3.0 Market and Sell Products and Services Supplemental 107349 Percentage change in average number of learning
Information days per marketing FTE attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 107357 Organization's average revenue per customer
Information
10004 3.0 Market and Sell Products and Services Supplemental 107358 Organization's average revenue per customer
Information measured 12 months ago
10004 3.0 Market and Sell Products and Services Supplemental 107362 Percentage change in average conversion rate
Information over the past 12 months attributed to AI
10004 3.0 Market and Sell Products and Services Supplemental 104733 Percentage of customers targeted through
Information campaigns using the website channel
10004 3.0 Market and Sell Products and Services Supplemental 104734 Percentage of customers targeted through
Information campaigns using the mobile application channel
10004 3.0 Market and Sell Products and Services Supplemental 104735 Percentage of customers targeted through
Information campaigns using the search engine marketing
channel
10004 3.0 Market and Sell Products and Services Supplemental 104736 Percentage of customers targeted through
Information campaigns using the social media channel
10004 3.0 Market and Sell Products and Services Supplemental 104737 Percentage of customers targeted through
Information campaigns using the traditional face-to-face
contact channel
10004 3.0 Market and Sell Products and Services Supplemental 104738 Percentage of customers targeted through
Information campaigns using the direct mail channel
10004 3.0 Market and Sell Products and Services Supplemental 104739 Percentage of customers targeted through
Information campaigns using the indirect marketing channel
10004 3.0 Market and Sell Products and Services Supplemental 102288 Marketing FTEs as a percentage of total business
Information entity FTEs
10004 3.0 Market and Sell Products and Services Supplemental 101926 Revenue received from internet orders, WAP
Information orders, EDI orders, and orders from a direct
connection to the system as a percentage of total
business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102341 Revenue received from orders through a direct
Information connection to the system as a percentage of total
business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102343 Revenue received from EDI orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102345 Revenue received from email orders as a
Information percentage of total business entity revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106464 Overhead and other cost of the HR function per
$1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106465 Overhead and other cost of the HR function per
function FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106466 Overhead and other cost of the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106467 Outsourced cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106459 Personnel cost to perform the HR function per
function FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106408 Outsourced cost to perform the process groups
"manage employee communications" and
"deliver employee communications" per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106353 Total cost to perform the HR function as a
percentage of selling, general, and administrative
(SGA) costs
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106545 Selling, general, and administrative (SGA) costs
per business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105398 North American HR shared service center in-
house cost per North American center transaction
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105357 Total cost of the North American HR shared
services center as a percentage of revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105358 Total North American HR shared services center
cost per customer (employees + retirees)
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106028 Total cost to perform HR administration
activities per $1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106029 Total cost to perform HR administration
activities per business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103486 Total budget for the HR function per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103487 Total budget for the HR function per business
entity FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103488 Budget for the HR function per business entity
employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103489 Total business entity personnel cost per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104135 Personnel cost to perform the HR function per
business entity FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104136 Personnel cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104164 Systems cost to perform the HR function per
$1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104165 Systems cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104041 Total cost to perform the HR function per
business entity FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104042 Internal cost to perform HR administration
activities per $1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104043 Internal cost to perform HR administration
activities per business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104721 Overhead and other cost of the HR function as a
percentage of total HR function cost
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103564 Total cost to perform the HR function per HR
function FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103566 Total cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100195 Average fully loaded salary for middle
management or specialists
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100196 Average fully loaded salary for operational
workers or office staff
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100197 Average fully loaded salary for senior
management or executives
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100132 Personnel cost of temporary staff/contractor per
temporary staff/contractor
10007 7.0 Develop and Manage Human Capital Cycle Time 106030 Average speed to answer in seconds for your HR
service center
10007 7.0 Develop and Manage Human Capital Process Efficiency 106350 Senior management/executive satisfaction with
overall HR services
10007 7.0 Develop and Manage Human Capital Process Efficiency 106351 Middle management/specialist satisfaction with
overall HR services
10007 7.0 Develop and Manage Human Capital Process Efficiency 106352 Operational workers/office staff satisfaction with
overall HR services
10007 7.0 Develop and Manage Human Capital Process Efficiency 105354 Average speed to answer for North American HR
shared services center
10007 7.0 Develop and Manage Human Capital Process Efficiency 105355 First contact resolution for North American HR
shared services center
10007 7.0 Develop and Manage Human Capital Process Efficiency 106037 First contact resolution rate for your HR service
center
10007 7.0 Develop and Manage Human Capital Process Efficiency 101272 Number of FTEs that perform the HR function
per $1 billion revenue
10007 7.0 Develop and Manage Human Capital Process Efficiency 101031 Number of FTEs that perform HR administration
activities per $1 billion revenue
10007 7.0 Develop and Manage Human Capital Staff Productivity 106733 Total company employees served per payroll
processing employee headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 106734 Total company employees served per HR shared
services payroll CoE headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 106031 Number of original customer inquiries/calls
handled by Tier 1 service center employee per
Tier 1 service center employee per month
10007 7.0 Develop and Manage Human Capital Staff Productivity 106032 Total company employees per employee relations
specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106033 Total company employees per recruiting/staffing
specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106034 Total company employees per training
administration specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106035 Total number of job requisitions handled per
recruiting/staffing specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106038 Employee satisfaction index
10007 7.0 Develop and Manage Human Capital Staff Productivity 105359 Total company employees served per North
American HR shared services center
recruiting/staffing specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105361 Total hires handled per North American HR
shared services center recruiting/staffing
specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105362 Total company employees served per North
American HR shared services center workforce
administration specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105363 Total company employees served per North
American HR shared services center training
administration specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105364 Total company employees served per North
American HR shared services center leave of
absence administration specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105365 Total company employees served per North
American HR shared services center employee
relations specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105366 Self-service transaction volume per employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105368 Self-service transaction volume per employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105369 Self-service inquiry per employee for Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105370 Self-service transaction volume per employee for
Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105371 Self-service inquiry per employee for Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105372 Self-service transaction volume per employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105373 Self-service inquiry per employee for Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105374 Self-service transaction volume per employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105375 Self-service inquiry per employee for Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105376 Self-service transaction volume per employee for
Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105377 Self-service inquiry per employee for Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105379 Self-service inquiry per employee for Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105380 Total company employees served per HR shared
services center HR business partner headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105381 Total company employees served per HR shared
services center HR generalist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105382 Total company employees served per HR shared
services center HR administrator headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105383 Total company employees served per HR shared
services center field HR headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105384 Number of transactions per HR shared service
organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105385 Number of calls/inquiries per HR shared service
organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105387 Number of retirees served per HR shared service
organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 101335 Number of middle management/specialists
employees per HR function FTE
10007 7.0 Develop and Manage Human Capital Staff Productivity 101368 Number of operational workers/office staff
employees per HR function FTE
10007 7.0 Develop and Manage Human Capital Staff Productivity 100943 Number of business entity employees per HR
function FTE
10007 7.0 Develop and Manage Human Capital Staff Productivity 100487 Number of business entity employees per FTE in
HR administration
10007 7.0 Develop and Manage Human Capital Staff Productivity 105390 Number of Tier 1 HR shared service organization
employees per Tier 1 manager/supervisor
10007 7.0 Develop and Manage Human Capital Staff Productivity 105391 Tier 1 transaction volume per Tier 1 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105392 Tier 1 call/inquiry volume per Tier 1 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105394 Tier 2 transaction volume per Tier 2 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105395 Tier 2 call/inquiry volume per Tier 2 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105273 Number of transactions per Center 1 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105274 Number of calls/inquiries per Center 1 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105275 Number of employees served per Center 1
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105276 Number of retirees served per Center 1 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105277 Number of transactions per Center 2 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105278 Number of calls/inquiries per Center 2 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105279 Number of employees served per Center 2
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105281 Number of transactions per Center 3 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105282 Number of calls/inquiries per Center 3 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105283 Number of employees served per Center 3
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105284 Number of retirees served per Center 3 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105285 Number of transactions per Center 4 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105286 Number of calls/inquiries per Center 4 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105287 Number of employees served per Center 4
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105288 Number of retirees served per Center 4 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105289 Number of transactions per Center 5 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105290 Number of calls/inquiries per Center 5 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105292 Number of retirees served per Center 5 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105293 Number of transactions per Center 6 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105294 Number of calls/inquiries per Center 6 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105295 Number of employees served per Center 6
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105296 Number of retirees served per Center 6 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105297 Number of transactions per Center 7 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105298 Number of calls/inquiries per Center 7 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105299 Number of employees served per Center 7
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105300 Number of retirees served per Center 7 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105301 Total company employees served per HR shared
services center tier 1 headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105303 Total customers (employees + retirees) served by
HR shared services center per total HR headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105304 Total company employees served per HR shared
services center HRIS headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105305 Total company employees served per HR shared
services center talent acquisition CoE headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105306 Total company employees served per HR shared
services center talent management CoE
headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105307 Total company employees served per HR shared
services center compensation CoE headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105308 Total company employees served per HR shared
services center benefits CoE headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105311 Tier 1 employees per Tier 1 manager/supervisors
for Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105312 Transaction volume per Tier 1 employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105313 Call/inquiry volume per Tier 1 employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105314 Tier 1 employees per Tier 1 manager/supervisors
for Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105315 Transaction volume per Tier 1 employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105316 Call/inquiry volume per Tier 1 employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105317 Tier 1 employees per Tier 1 manager/supervisors
for Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105318 Transaction volume per Tier 1 employee for
Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105320 Tier 1 employees per Tier 1 manager/supervisors
for Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105321 Transaction volume per Tier 1 employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105322 Call/inquiry volume per Tier 1 employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105323 Tier 1 employees per Tier 1 manager/supervisors
for Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105324 Transaction volume per Tier 1 employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105325 Call/inquiry volume per Tier 1 employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105326 Tier 1 employees per Tier 1 manager/supervisors
for Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105327 Transaction volume per Tier 1 employee for
Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105328 Call/inquiry volume per Tier 1 employee for
Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105330 Transaction volume per Tier 1 employee for
Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105331 Call/inquiry volume per Tier 1 employee for
Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105332 Tier 2 employees per Tier 2 manager/supervisors
for Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105333 Transaction volume per Tier 2 employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105334 Call/inquiry volume per Tier 2 employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105335 Tier 2 employees per Tier 2 manager/supervisors
for Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105336 Transaction volume per Tier 2 employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105337 Call/inquiry volume per Tier 2 employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105338 Tier 2 employees per Tier 2 manager/supervisors
for Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105340 Call/inquiry volume per Tier 2 employee for
Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105341 Tier 2 employees per Tier 2 manager/supervisors
for Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105342 Transaction volume per Tier 2 employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105343 Call/inquiry volume per Tier 2 employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105344 Tier 2 employees per Tier 2 manager/supervisors
for Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105345 Transaction volume per Tier 2 employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105346 Call/inquiry volume per Tier 2 employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105347 Tier 2 employees per Tier 2 manager/supervisors
for Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105348 Transaction volume per Tier 2 employee for
Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105350 Tier 2 employees per Tier 2 manager/supervisors
for Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105351 Transaction volume per Tier 2 employee for
Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105352 Call/inquiry volume per Tier 2 employee for
Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 101416 Number of senior management/executive
employees per HR function FTE
10007 7.0 Develop and Manage Human Capital Supplemental 101435 Total cost for the learning management system as
Information a percentage of the total cost to perform the HR
function
10007 7.0 Develop and Manage Human Capital Supplemental 101441 Operational workers/office staff as a percentage
Information of total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 101873 Percentage of business entity employees with 15
Information years of tenure or more
10007 7.0 Develop and Manage Human Capital Supplemental 101875 Percentage of business entity employees with 25
Information years or more of tenure
10007 7.0 Develop and Manage Human Capital Supplemental 101876 Percentage of business entity employees with less
Information than 1 year of tenure
10007 7.0 Develop and Manage Human Capital Supplemental 101877 Percentage of business entity employees with less
Information than 5 years of tenure
10007 7.0 Develop and Manage Human Capital Supplemental 101963 Percentage of business entity employees who are
Information 60 years old or greater
10007 7.0 Develop and Manage Human Capital Supplemental 101964 Percentage of business entity employees who are
Information at least 25 but less than 30 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101965 Percentage of business entity employees who are
Information at least 30 but less than 35 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101966 Percentage of business entity employees who are
Information at least 35 but less than 40 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101967 Percentage of business entity employees who are
Information at least 40 but less than 45 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101968 Percentage of business entity employees who are
Information at least 45 but less than 50 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101969 Percentage of business entity employees who are
Information at least 50 but less than 55 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101971 Percentage of business entity employees who are
Information less than 25 years old
10007 7.0 Develop and Manage Human Capital Supplemental 102301 Percentage of middle management/specialists
Information that are female
10007 7.0 Develop and Manage Human Capital Supplemental 102330 Percentage of operational workers/office staff
Information that are female
10007 7.0 Develop and Manage Human Capital Supplemental 102081 Percentage of FTEs who perform the HR function
Information that do not directly report to the HR organization
10007 7.0 Develop and Manage Human Capital Supplemental 100861 Middle management/specialists as a percentage
Information of total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 100028 Other cost to perform the HR function as a
Information percentage of the total cost to perform the
function
10007 7.0 Develop and Manage Human Capital Supplemental 100043 Outsourced cost to perform the HR function as a
Information percentage of total HR function cost
10007 7.0 Develop and Manage Human Capital Supplemental 100045 Overhead cost to perform the HR function as a
Information percentage of the total cost to perform the
function
10007 7.0 Develop and Manage Human Capital Supplemental 103176 Senior management/executives as a percentage of
Information total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 100060 Personnel cost to perform the HR function as a
Information percentage of total HR function cost
10007 7.0 Develop and Manage Human Capital Supplemental 100082 Systems cost to perform the HR function as a
Information percentage of total HR function cost
10007 7.0 Develop and Manage Human Capital Supplemental 105353 HR service center employee turnover for North
Information American shared services center
10007 7.0 Develop and Manage Human Capital Supplemental 105388 Self-service transaction volume per HR shared
Information service organization employee
10007 7.0 Develop and Manage Human Capital Supplemental 105389 Self-service inquiry volume per HR shared
Information service organization employee
10007 7.0 Develop and Manage Human Capital Supplemental 104114 Personnel cost for middle management or
Information specialist as a percentage of total business entity
personnel cost
10007 7.0 Develop and Manage Human Capital Supplemental 104154 Personnel cost for senior management or
Information executive employees as a percentage of total
business entity personnel cost
10007 7.0 Develop and Manage Human Capital Supplemental 104130 Personnel cost for operational workers or office
Information staff as a percentage of total business entity
personnel cost
10007 7.0 Develop and Manage Human Capital Supplemental 104562 Percentage of total employees who are remote
Information employees
10007 7.0 Develop and Manage Human Capital Supplemental 107380 Percentage of positions for data science, digital
Information skills and other specialty IT skills filled by
internal reskilling versus external recruitment for
the past 3 years
10007 7.0 Develop and Manage Human Capital Supplemental 106039 Employees who perform the function "develop
Information and manage human capital" as a percentage of
total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 106036 Total number of HR service center portal hits per
Information 1,000 company employees
10007 7.0 Develop and Manage Human Capital Supplemental 106339 Average span of control for the HR function
Information
10012 12.0 Manage External Relationships Cost Effectiveness 106527 Total cost to perform the legal services function
as a percentage of selling, general, and
administrative cost (SG&A)
10012 12.0 Manage External Relationships Cost Effectiveness 106528 Total cost to perform the legal services function
as a percentage of revenue
10012 12.0 Manage External Relationships Cycle Time 106539 Cycle time in days for a legal services FTE to
complete contract preparation
10012 12.0 Manage External Relationships Cycle Time 106540 Cycle time in days for a legal services FTE to
complete contract review
10012 12.0 Manage External Relationships Staff Productivity 106541 Customer satisfaction rate for legal services
10012 12.0 Manage External Relationships Supplemental 106520 Percentage of contracts management FTEs that
Information perform "other contracts management function
processes”
10012 12.0 Manage External Relationships Supplemental 106538 Percentage of legal services FTEs that perform
Information other legal services processes
10012 12.0 Manage External Relationships Supplemental 106529 Percentage of legal services FTEs that perform
Information the process "conduct board activities"
10012 12.0 Manage External Relationships Supplemental 106530 Percentage of legal services FTEs that perform
Information the process "manage regulatory activities"
10012 12.0 Manage External Relationships Supplemental 106531 Percentage of legal services FTEs that perform
Information the processes "manage, prepare, and review
contracts"
10012 12.0 Manage External Relationships Supplemental 106532 Percentage of legal services FTEs that perform
Information the process "manage litigation and dispute
resolution"
10012 12.0 Manage External Relationships Supplemental 106533 Percentage of legal services FTEs that perform
Information the process "manage outside counsel"
10012 12.0 Manage External Relationships Supplemental 106534 Percentage of legal services FTEs that perform
Information the process "protect intellectual property"
10012 12.0 Manage External Relationships Supplemental 106535 Percentage of legal services FTEs that perform
Information the process "oversee corporate governance"
10017 1.1.1 Assess the external environment Supplemental 101747 Percentage of your organization's revenue growth
Information over the past three years due to acquisitions
10062 2.3 Develop products and services Cost Effectiveness 103512 Total cost to develop and manage products and
services per project that exits or completes the
test market products/services phase
10062 2.3 Develop products and services Cost Effectiveness 103924 Total cost to support product manufacturing or
service delivery per project that exits or
completes the test market products/services phase
10062 2.3 Develop products and services Cost Effectiveness 105529 Average project cost of existing product/service
improvements and extensions from the start and
finish of the process group "develop products and
services"
10062 2.3 Develop products and services Cost Effectiveness 105531 Average project cost of new product/service
developments from the start and finish of the
process group "develop products and services"
10062 2.3 Develop products and services Cost Effectiveness 105507 Total cost to perform the process group "develop
products and services" per product/service project
10062 2.3 Develop products and services Cycle Time 105530 Cycle time in days for new product/service
development projects from the start of the
process "design and prototype products and
services" to the end of the process "test market
for new or revised products and services"
10062 2.3 Develop products and services Cycle Time 105528 Cycle time in days for existing product/service
improvement and extension projects from the
start of the process "design and prototype
products and services" to the end of the process
"test market for new or revised products and
services"
10062 2.3 Develop products and services Process Efficiency 103119 Ratio of projects that enter the design and
develop products/services phase to projects that
enter the test market products/services phase
10062 2.3 Develop products and services Process Efficiency 103120 Ratio of projects that enter the test market
products/services phase to projects that exit or
complete the test market products/services phase
10062 2.3 Develop products and services Staff Productivity 105508 Number of product/service projects per FTE
(including external) that performs the process
group "develop products and services"
10063 2.1.1.1 Evaluate performance of existing Supplemental 105762 Market opportunity for the telecommunications
products/services against market opportunities Information business entity in US Dollars
10065 2.2.1 Perform discovery research Supplemental 105240 Percentage of products that are based on common
Information development platforms
10101 3.1 Understand markets, customers, and capabilities Supplemental 104740 Percentage of customers using your business
Information entity's website for information gathering on your
business entity's products/services
10101 3.1 Understand markets, customers, and capabilities Supplemental 104741 Percentage of customers using social media for
Information information gathering on your business entity's
products/services
10101 3.1 Understand markets, customers, and capabilities Supplemental 104742 Percentage of customers using mobile
Information applications for information gathering on your
business entity's products/services
10101 3.1 Understand markets, customers, and capabilities Supplemental 104743 Percentage of customers using traditional face-to-
Information face contact for information gathering on your
business entity's products/services
10101 3.1 Understand markets, customers, and capabilities Supplemental 104744 Percentage of customers using indirect marketing
Information for information gathering on your business
entity's products/services
10102 3.2 Develop marketing strategy Process Efficiency 100810 Key customer growth
10102 3.2 Develop marketing strategy Process Efficiency 100813 Key customer profitability
10102 3.2 Develop marketing strategy Process Efficiency 100816 Key customer retention rate
10102 3.2 Develop marketing strategy Process Efficiency 100479 Customer wallet share
10102 3.2 Develop marketing strategy Process Efficiency 100480 Market share
10102 3.2 Develop marketing strategy Process Efficiency 101660 Relative change in brand performance over the
past three years
10102 3.2 Develop marketing strategy Process Efficiency 101928 Percentage of customers who can name brand in
unaided recall test
10102 3.2 Develop marketing strategy Process Efficiency 101929 Percentage of customers who would recommend
product/service to family/friends
10103 3.4 Develop sales strategy Cost Effectiveness 100027 Budget for sales as a percentage of revenue
10105 3.5 Develop and manage sales plans Cycle Time 104636 Average sales cycle time in calendar days from
the time the lead/opportunity is identified and the
sale is closed
10105 3.5 Develop and manage sales plans Process Efficiency 100213 Average monthly sales forecast error within a
product family
10105 3.5 Develop and manage sales plans Staff Productivity 106145 Average daily retail shoppers to brick-and-mortar
retail store staff ratio
10105 3.5 Develop and manage sales plans Supplemental 102530 Sales FTEs as a percentage of total business
Information entity FTEs
10106 3.1.1 Perform customer and market intelligence Supplemental 106159 Customer lifetime value
analysis Information
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104751 Average return on investment on website channel
marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104752 Average return on investment on mobile
application channel marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104753 Average return on investment on search engine
marketing channel marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104754 Average return on investment on social media
marketing channel marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104756 Average return on investment on indirect
marketing (billboards, print, broadcasting
(radio/TV)) channel marketing/sales campaigns
10129 3.4.1 Develop sales forecast Process Efficiency 104838 Average monthly national/global forecast error
measured by the mean absolute percentage error
(MAPE)
10129 3.4.1 Develop sales forecast Supplemental 105867 Percentage of all of retail store units sold at full
Information price in the past year
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 105796 Average cost to acquire a telecommunications
customer
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 105797 Average cost to retain a telecommunications
customer
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 103165 Sales budget per sales FTE
10132 3.4.4 Establish sales goals and measures Process Efficiency 106120 Like for Like (LFL) retail sales growth
10133 3.4.5 Establish customer management measures Cycle Time 106147 Average time in minutes from queue to till in
brick-and-mortar retail stores
10148 3.3.1 Establish goals, objectives, and metrics for Cycle Time 106131 Average time in minutes a user spends on the
products/services by channel/segment retail website
10148 3.3.1 Establish goals, objectives, and metrics for Process Efficiency 106130 Number of unique visits to the retail website per
products/services by channel/segment $1 billion revenue
10148 3.3.1 Establish goals, objectives, and metrics for Process Efficiency 106137 Click through rate for the retail website
products/services by channel/segment
10148 3.3.1 Establish goals, objectives, and metrics for Process Efficiency 106132 Retail website bounce rate
products/services by channel/segment
10149 3.3.2 Establish marketing budgets Cost Effectiveness 100025 Budget for marketing as a percentage of revenue
10149 3.3.2 Establish marketing budgets Cost Effectiveness 100859 Marketing budget per marketing FTE
10149 3.3.2 Establish marketing budgets Supplemental 105826 Percentage of total annual marketing budget that
Information is not related to personnel (compensation and
benefits)
10149 3.3.2 Establish marketing budgets Supplemental 105827 Percentage of total annual marketing budget
Information allocated to digital marketing - website design,
management, and optimization
10149 3.3.2 Establish marketing budgets Supplemental 105828 Percentage of total annual marketing budget
Information allocated to digital marketing - mobile app
design, management, and optimization
10149 3.3.2 Establish marketing budgets Supplemental 105829 Percentage of total annual marketing budget
Information allocated to digital marketing - digital content
creation (e.g., videos, games)
10149 3.3.2 Establish marketing budgets Supplemental 105830 Percentage of total annual marketing budget
Information allocated to digital marketing - virtual events
(e.g., webinars)
10149 3.3.2 Establish marketing budgets Supplemental 105831 Percentage of total annual marketing budget
Information allocated to digital marketing - search engine
optimization (seo) and paid search / pay per click
(ppc)
10149 3.3.2 Establish marketing budgets Supplemental 105832 Percentage of total annual marketing budget
Information allocated to digital marketing - online advertising
(banners, pop-up ads, ads on external websites)
10149 3.3.2 Establish marketing budgets Supplemental 105833 Percentage of total annual marketing budget
Information allocated to digital marketing - mobile marketing
other than apps (e.g., text/multimedia messages)
10149 3.3.2 Establish marketing budgets Supplemental 105834 Percentage of total annual marketing budget
Information allocated to digital marketing - email marketing
10149 3.3.2 Establish marketing budgets Supplemental 105835 Percentage of total annual marketing budget
Information allocated to digital marketing - social media
engagement
10149 3.3.2 Establish marketing budgets Supplemental 105836 Percentage of total annual marketing budget
Information allocated to digital marketing - other
10153 3.3.7 Track customer management measures Process Efficiency 106125 Annual percentage change in retail customer
purchase frequency
10153 3.3.7 Track customer management measures Supplemental 104631 Percentage of business entity's growth in
Information revenues from the top twenty percent of
customers
10182 3.5.1 Manage leads/opportunities Process Efficiency 105808 Percentage of inbound calls to the
telecommunications call center that are turned
into potential revenue opportunities
10182 3.5.1 Manage leads/opportunities Supplemental 105824 Percentage of customers who are inactive
Information customers
10184 3.5.2 Manage customer sales calls Process Efficiency 106133 E-commerce sales conversion rate for the retail
website
10184 3.5.2 Manage customer sales calls Process Efficiency 102339 Percentage of order inquiry contacts received
through new (such as digital/electric) channels
10184 3.5.2 Manage customer sales calls Process Efficiency 102456 Percentage of qualified leads where the sale is
closed
10184 3.5.2 Manage customer sales calls Staff Productivity 104769 Number of active customers per sales FTE
10184 3.5.2 Manage customer sales calls Supplemental 104764 Percentage of annual net sales revenue
Information attributable to repeat customers
10185 3.5.7 Manage sales orders Cost Effectiveness 101535 Outsourced cost of the customer order
management function as a percentage of the total
cost of the function
10185 3.5.7 Manage sales orders Cost Effectiveness 100505 Combined personnel and systems costs of the
customer order management function as a
percentage of the total cost the function
10185 3.5.7 Manage sales orders Cost Effectiveness 101623 Outsourced cost to perform the process "manage
sales orders" as a percentage of the total cost to
perform the process
10185 3.5.7 Manage sales orders Cost Effectiveness 100126 Average cost per sales order for orders received
through new channels
10185 3.5.7 Manage sales orders Cost Effectiveness 100129 Average cost per sales order for orders received
through traditional channels
10185 3.5.7 Manage sales orders Cost Effectiveness 101688 Overhead cost to perform the process "manage
sales orders" per $1,000 revenue
10185 3.5.7 Manage sales orders Cost Effectiveness 102914 Personnel cost to perform the process "manage
sales orders" per $1,000 revenue
10185 3.5.7 Manage sales orders Cost Effectiveness 101460 Other cost of the customer order management
function as a percentage of the total cost of the
function
10185 3.5.7 Manage sales orders Cost Effectiveness 101639 Outsourced cost to perform the process "manage
sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per call contact
10185 3.5.7 Manage sales orders Cost Effectiveness 101726 Overhead cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact
10185 3.5.7 Manage sales orders Cost Effectiveness 101661 Overhead cost of the customer order management
function as a percentage of the total cost of the
function
10185 3.5.7 Manage sales orders Cost Effectiveness 103988 Total cost to perform the process "manage sales
orders" per sales order line item
10185 3.5.7 Manage sales orders Cost Effectiveness 103497 Total cost to perform the processes "manage sales
orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per active customer
10185 3.5.7 Manage sales orders Cost Effectiveness 103498 Total cost to perform the processes "manage sales
orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact
10185 3.5.7 Manage sales orders Cost Effectiveness 103520 Total cost to perform the customer order
management function per $1,000 revenue
10185 3.5.7 Manage sales orders Cost Effectiveness 103527 Total cost of the customer order management
function per sales order
10185 3.5.7 Manage sales orders Cost Effectiveness 103532 Total cost of the customer order management
function per sales order line item
10185 3.5.7 Manage sales orders Cost Effectiveness 103656 Total cost to perform the process "manage sales
orders" per process FTE
10185 3.5.7 Manage sales orders Cost Effectiveness 103664 Total cost to perform the process "manage sales
orders" per sales order placed
10185 3.5.7 Manage sales orders Cost Effectiveness 105608 Annual personnel cost savings through sales
order processing automation for the process
"manage sales orders" per $1 billion revenue
10185 3.5.7 Manage sales orders Cost Effectiveness 105609 Total cost to perform the process "manage sales
orders" as percentage of selling, general, and
administration costs
10185 3.5.7 Manage sales orders Cost Effectiveness 104800 Overhead and other costs to perform the process
"manage sales orders" per $100,000 revenue
10185 3.5.7 Manage sales orders Cycle Time 100170 Cycle time in hours from the time a sales order is
received until the time manufacturing/logistics is
notified
10185 3.5.7 Manage sales orders Cycle Time 100509 Cycle time in hours from receipt of customer
order to completing order preparation
10185 3.5.7 Manage sales orders Cycle Time 105605 Cycle time in hours before automation from the
time a sales order is received until the time
manufacturing/logistics is notified
10185 3.5.7 Manage sales orders Cycle Time 105606 Cycle time in hours after automation from the
time a sales order is received until the time
manufacturing/logistics is notified
10185 3.5.7 Manage sales orders Cycle Time 107424 Cycle time in days to perform the process
"manage sales orders"
10185 3.5.7 Manage sales orders Process Efficiency 102552 Percentage of sales order line items delivered on
time
10185 3.5.7 Manage sales orders Process Efficiency 102566 Percentage of sales orders received through new
(such as digital/electronic) channels
10185 3.5.7 Manage sales orders Process Efficiency 102101 Inbound calls for the process "manage sales
orders" as a percentage of total inbound calls
10185 3.5.7 Manage sales orders Process Efficiency 101799 Number of FTEs who perform order entry/order
processing as a percentage of total FTEs for the
"manage sales orders" process
10185 3.5.7 Manage sales orders Process Efficiency 101800 Number of FTEs who perform order inquiry as a
percentage of total FTEs for the "manage sales
orders" process
10185 3.5.7 Manage sales orders Process Efficiency 100976 Number of FTEs that perform the customer order
management function per $1 billion revenue
10185 3.5.7 Manage sales orders Process Efficiency 100731 First contact resolution rate for inquiries on
existing orders and service-after-sales requests
10185 3.5.7 Manage sales orders Process Efficiency 101014 Number of FTEs that perform the process
"manage sales orders" per $1 billion revenue
10185 3.5.7 Manage sales orders Process Efficiency 106022 Percentage of sales order line items placed
through WAP
10185 3.5.7 Manage sales orders Process Efficiency 106023 Percentage of sales order line items placed
through direct connection to system
10185 3.5.7 Manage sales orders Process Efficiency 106024 Percentage of sales order line items placed
through e-mail
10185 3.5.7 Manage sales orders Process Efficiency 106025 Percentage of sales order line items placed
through fax and mail
10185 3.5.7 Manage sales orders Process Efficiency 106026 Percentage of sales order line items placed
through telephone
10185 3.5.7 Manage sales orders Process Efficiency 106027 Percentage of sales order line items placed
through other methods
10185 3.5.7 Manage sales orders Process Efficiency 105189 Percentage of sales orders received through non-
digital channels (such as face-to-face, phone
calls, fax, post)
10185 3.5.7 Manage sales orders Process Efficiency 104640 Cross-sell/up-sell close rate
10185 3.5.7 Manage sales orders Process Efficiency 102827 Percentage of sales orders delivered on time
(three reporting periods prior)
10185 3.5.7 Manage sales orders Process Efficiency 104195 Value of sales order line items not fulfilled due to
production capacity or stockouts as a percentage
of revenue
10185 3.5.7 Manage sales orders Process Efficiency 102743 Percentage of sales order line items placed
through EDI
10185 3.5.7 Manage sales orders Process Efficiency 102588 Percentage of sales orders requiring no human
intervention to create, modify, or fulfill
10185 3.5.7 Manage sales orders Staff Productivity 101410 Number of sales orders placed per FTE that
performs the process "manage sales orders"
10185 3.5.7 Manage sales orders Supplemental 101495 Other cost to perform the process "manage sales
Information orders" as a percentage of total process cost
10185 3.5.7 Manage sales orders Supplemental 101698 Overhead cost to perform the process "manage
Information sales orders" as a percentage of total process cost
10185 3.5.7 Manage sales orders Supplemental 102008 Percentage of finance function FTEs allocated to
Information the process "manage sales orders"
10185 3.5.7 Manage sales orders Supplemental 102531 Percentage of sales order line items changed after
Information initial order placement through direct connection
to the system
10185 3.5.7 Manage sales orders Supplemental 102533 Percentage of sales order line items changed after
Information initial order placement through electronic data
interchange (EDI)
10185 3.5.7 Manage sales orders Supplemental 102535 Percentage of sales order line items changed after
Information initial order placement through e-mail
10185 3.5.7 Manage sales orders Supplemental 102539 Percentage of sales order line items changed after
Information initial order placement through other methods
10185 3.5.7 Manage sales orders Supplemental 102541 Percentage of sales order line items changed after
Information initial order placement through telephone
10185 3.5.7 Manage sales orders Supplemental 102543 Percentage of sales order line items changed after
Information initial order placement through the internet
10185 3.5.7 Manage sales orders Supplemental 102545 Percentage of sales order line items changed after
Information initial order placement through WAP
10185 3.5.7 Manage sales orders Supplemental 102708 Percentage of total sales order line items not
Information fulfilled due to lack of production
capacity/stockouts
10185 3.5.7 Manage sales orders Supplemental 102712 Percentage of sales orders not fulfilled due to
Information lack of production capacity/stockouts
10185 3.5.7 Manage sales orders Supplemental 102568 Percentage of sales orders changed by the
Information customer after the initial order placement
10185 3.5.7 Manage sales orders Supplemental 104750 Percentage of total annual sales revenue
Information attributable to sales completed through digital
channels other than social media, website, or
mobile applications
10185 3.5.7 Manage sales orders Supplemental 104802 Personnel cost of the process "Manage sales
Information orders" as a percentage of total process cost
10185 3.5.7 Manage sales orders Supplemental 104804 Overhead and other cost to perform the process
Information "manage sales orders" as a percentage of total
process cost
10185 3.5.7 Manage sales orders Supplemental 104805 Outsourced cost of the process "Manage sales
Information orders" as a percentage of total process cost
10185 3.5.7 Manage sales orders Supplemental 104352 Percentage of sales order line items changed by
Information the customer following initial order entry
10185 3.5.7 Manage sales orders Supplemental 104153 Total revenue per sales order
Information
10185 3.5.7 Manage sales orders Supplemental 104527 Inbound contacts for the process "manage sales
Information orders" as a percentage of total inbound contacts
10185 3.5.7 Manage sales orders Supplemental 105607 Percentage effect of sales order processing
Information automation on overall profitability
10185 3.5.7 Manage sales orders Supplemental 106074 Total cost to perform the process "manage sales
Information orders" as a percentage of total order-to-cash
process cost
10193 3.5.2.4 Record outcome of sales process Supplemental 106124 Annual percentage change in average retail
Information basket size
10195 3.5.7.2 Collect and maintain account information Process Efficiency 105569 Percentage of customer accounts set up for
automatic cash application
10196 3.5.7.3 Determine availability Process Efficiency 106157 Retail on-shelf/in-stock availability rate
10197 3.5.7.4 Determine fulfillment process Cycle Time 105795 Average time in days to move a
telecommunications customer from acquisition to
activation
10198 3.5.7.5 Enter orders into system Supplemental 105246 Percentage of total annual revenue that is
Information generated from up-sell/cross-selling services
associated with product purchases
10216 4.1 Procure materials and services Cost Effectiveness 106478 Total annual cost takeout savings obtained on
purchased goods and services
10216 4.1 Procure materials and services Cost Effectiveness 106479 Total annual cost avoidance savings obtained on
purchased goods and services
10216 4.1 Procure materials and services Cost Effectiveness 106492 Total annual personnel cost to perform the
procurement process group per $1,000 revenue
10216 4.1 Procure materials and services Cost Effectiveness 106493 Total annual systems cost to perform the
procurement process group per $100,000 revenue
10216 4.1 Procure materials and services Cost Effectiveness 106495 Total annual outsourced cost to perform the
procurement process group per $1,000 revenue
10216 4.1 Procure materials and services Cost Effectiveness 106496 Total annual other cost to perform the
procurement process group per $1,000 revenue
10216 4.1 Procure materials and services Cost Effectiveness 106497 Personnel cost to perform the procurement
process group per process group FTE
10216 4.1 Procure materials and services Cost Effectiveness 106498 Systems cost to perform the procurement process
group per process group FTE
10216 4.1 Procure materials and services Cost Effectiveness 106499 Total annual overhead cost to perform the
procurement process group per process group
FTE
10216 4.1 Procure materials and services Cost Effectiveness 106501 Total annual other cost to perform the
procurement process group per procurement
process group FTE
10216 4.1 Procure materials and services Cost Effectiveness 104789 Total cost to perform the process group "procure
materials and services" per $1 billion revenue
10216 4.1 Procure materials and services Cost Effectiveness 103387 Systems cost of the procurement process group as
a percentage of total cost of the process group
10216 4.1 Procure materials and services Cost Effectiveness 106015 Total cost to perform the process group "procure
materials and services" per business entity
employee
10216 4.1 Procure materials and services Cost Effectiveness 106123 Annual percentage change in savings in Goods
Not For Resale (GNFR)
10216 4.1 Procure materials and services Cost Effectiveness 103993 Total cost to perform the procurement process
group as a percentage of cost of goods sold
(COGS)
10216 4.1 Procure materials and services Cost Effectiveness 103994 Total cost to perform the process group "procure
materials and services" as a percentage of
revenue
10216 4.1 Procure materials and services Cost Effectiveness 103997 Total cost to perform the process group "procure
materials and services" per $1,000 revenue
10216 4.1 Procure materials and services Cost Effectiveness 104002 Total cost to perform the procurement process
group per process group FTE
10216 4.1 Procure materials and services Cost Effectiveness 104004 Total cost to perform the procurement process
group per purchase order
10216 4.1 Procure materials and services Cost Effectiveness 104005 Total cost to perform the procurement process
group per purchase order line item
10216 4.1 Procure materials and services Cost Effectiveness 100475 Cost to source per $1,000 total revenue
10216 4.1 Procure materials and services Cycle Time 100642 Days payable
10216 4.1 Procure materials and services Cycle Time 106474 Average cycle time in days for sourcing events
for the procurement process group
10216 4.1 Procure materials and services Cycle Time 106475 Average cycle time in days to establish a contract
with a supplier
10216 4.1 Procure materials and services Cycle Time 106476 Average cycle time in days to set up a supplier in
the procurement system
10216 4.1 Procure materials and services Cycle Time 107252 Average procure-to-pay cycle time in days for
goods
10216 4.1 Procure materials and services Cycle Time 103094 Average procure-to-pay cycle time in days
10216 4.1 Procure materials and services Cycle Time 105457 Average procure-to-pay cycle time in days for
services
10216 4.1 Procure materials and services Cycle Time 100322 Average supplier lead time in days on purchased
materials
10216 4.1 Procure materials and services Process Efficiency 100385 Transaction amount per purchase order
10216 4.1 Procure materials and services Process Efficiency 101214 Number of FTEs that perform the process group
"procure materials and services" per $1 billion
purchases
10216 4.1 Procure materials and services Process Efficiency 101861 Percentage of purchase value from certified
vendors
10216 4.1 Procure materials and services Process Efficiency 102648 Percentage of supplier orders received by original
request date (on time)
10216 4.1 Procure materials and services Process Efficiency 102426 Percentage of purchase orders approved
electronically
10216 4.1 Procure materials and services Process Efficiency 102428 Percentage of purchase orders received complete
10216 4.1 Procure materials and services Process Efficiency 102430 Percentage of purchase orders received damage
free
10216 4.1 Procure materials and services Process Efficiency 102415 Percentage of purchase order line items received
complete
10216 4.1 Procure materials and services Process Efficiency 102419 Percentage of purchase order line items received
damage free
10216 4.1 Procure materials and services Process Efficiency 102422 Percentage of purchase order line items
transacted using e-procurement enabled catalogue
suppliers
10216 4.1 Procure materials and services Process Efficiency 102452 Percentage of purchase value transacted via a
private electronic marketplace
10216 4.1 Procure materials and services Process Efficiency 102454 Percentage of purchase value transacted via a
public electronic marketplace
10216 4.1 Procure materials and services Process Efficiency 101768 Percentage of total value of goods and services
purchased from top ten suppliers
10216 4.1 Procure materials and services Process Efficiency 106490 Manual transmission rate for direct materials and
services purchase orders
10216 4.1 Procure materials and services Process Efficiency 106491 Manual transmission rate for indirect materials
and services purchase orders
10216 4.1 Procure materials and services Process Efficiency 106480 Net Promoter Score (NPS) of the procurement
function stakeholders
10216 4.1 Procure materials and services Process Efficiency 107315 Total annual cost takeout savings per $500
million purchases
10216 4.1 Procure materials and services Process Efficiency 107316 Total annual cost avoidance savings per $500
million purchases
10216 4.1 Procure materials and services Process Efficiency 102703 Percentage of total number of goods receipts
received without item and quantity verification
10216 4.1 Procure materials and services Process Efficiency 102705 Percentage of total number of items purchased
and received failing inspection (incoming
material quality)
10216 4.1 Procure materials and services Process Efficiency 103199 Strategic suppliers as a percentage of all active
suppliers
10216 4.1 Procure materials and services Process Efficiency 102822 Percentage of total purchases procured via
maverick buying
10216 4.1 Procure materials and services Process Efficiency 104251 Number of FTEs that perform the process group
"procure materials and services" per $1 billion
revenue
10216 4.1 Procure materials and services Staff Productivity 106018 Number of business entity employees per FTE
that performs the process group "procure
materials and services"
10216 4.1 Procure materials and services Staff Productivity 104117 Number of active suppliers in vendor master file
per procurement process group FTE
10216 4.1 Procure materials and services Staff Productivity 104139 Total purchase value (spend, in thousands of
dollars) per FTE that performs the process group
"procure materials and services"
10216 4.1 Procure materials and services Staff Productivity 104129 Number of purchase orders processed per FTE
that performs the process group "procure
materials and services"
10216 4.1 Procure materials and services Supplemental 100774 Indirect materials and services value as a
Information percentage of total value of purchases
10216 4.1 Procure materials and services Supplemental 100673 Direct materials and services value as a
Information percentage of total value of purchases
10216 4.1 Procure materials and services Supplemental 102804 Percentage of value of supplier certified
Information purchased material
10216 4.1 Procure materials and services Supplemental 104199 Value of materials and services per $1,000
Information revenue
10216 4.1 Procure materials and services Supplemental 102746 Percentage of total value of purchases allocated
Information among the following purchase arrangement type:
other
10216 4.1 Procure materials and services Supplemental 102750 Percentage of total value of purchases allocated
Information among the following purchase arrangement type:
replenishment/vendor management inventor
10216 4.1 Procure materials and services Supplemental 102754 Percentage of total value of purchases allocated
Information among the following submission method:
electronic data interchange
10216 4.1 Procure materials and services Supplemental 102758 Percentage of total value of purchases allocated
Information among the following submission method: fax
10216 4.1 Procure materials and services Supplemental 102766 Percentage of total value of purchases allocated
Information among the following submission method: mail
10216 4.1 Procure materials and services Supplemental 102770 Percentage of total value of purchases allocated
Information among the following submission method:
telephone
10216 4.1 Procure materials and services Supplemental 102774 Percentage of total value of purchases allocated
Information among the following submission method:
wireless application protocol
10216 4.1 Procure materials and services Supplemental 102778 Percentage of total value of direct materials and
Information services purchased outside of country
10216 4.1 Procure materials and services Supplemental 102424 Percentage of purchase order line items
Information transacted via a portal
10216 4.1 Procure materials and services Supplemental 102432 Percentage of purchase requisition line items
Information allocated among the following request method:
electronic request direct to internal purchasing
department
10216 4.1 Procure materials and services Supplemental 102435 Percentage of purchase requisition line items
Information allocated among the following request method:
other
10216 4.1 Procure materials and services Supplemental 102438 Percentage of purchase requisition line items
Information allocated among the following request method:
paper
10216 4.1 Procure materials and services Supplemental 102441 Percentage of purchase requisition line items
Information allocated among the following request method:
telephone request direct to internal purchasing
department
10216 4.1 Procure materials and services Supplemental 102444 Percentage of purchase requisition line items
Information allocated among the following request method:
telephone request direct to vendor
10216 4.1 Procure materials and services Supplemental 102404 Percentage of procurement process group staff
Information with formal training in negotiations
10216 4.1 Procure materials and services Supplemental 102405 Percentage of procurement process group staff
Information with over three years of purchasing operations
experience
10216 4.1 Procure materials and services Supplemental 102406 Percentage of procurement process group staff
Information with over three years of strategic
sourcing/commodity management experience
10216 4.1 Procure materials and services Supplemental 101867 Percentage of value of purchased material that is
Information received from vendors that participate in vendor-
managed inventory programs
10216 4.1 Procure materials and services Supplemental 104724 Ratio of purchases to revenue
Information
10216 4.1 Procure materials and services Supplemental 104895 Percentage of spend that is processed by the
Information business entity’s EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
10216 4.1 Procure materials and services Supplemental 104896 Percentage of transactions that are processed by
Information the business entity’s EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
10216 4.1 Procure materials and services Supplemental 105161 Number of items received by the business entity
Information per procurement process group FTE
10216 4.1 Procure materials and services Supplemental 105166 Percentage of unique suppliers who are active
Information suppliers
10216 4.1 Procure materials and services Supplemental 106483 Percentage of procurement costs allocated to
Information direct materials and services purchases
10216 4.1 Procure materials and services Supplemental 106469 Typical achieved savings rate delivered on
Information sourcing events/projects
10216 4.1 Procure materials and services Supplemental 106470 Percentage of procurement process group FTEs
Information associated with direct materials and services
10216 4.1 Procure materials and services Supplemental 106471 Percentage of procurement process group FTEs
Information associated with indirect materials and services
10216 4.1 Procure materials and services Supplemental 106472 Percentage of purchase orders associated with
Information direct materials and services
10216 4.1 Procure materials and services Supplemental 106473 Percentage of purchase orders associated with
Information indirect materials and services
10216 4.1 Procure materials and services Supplemental 105987 Direct materials and services value as a
Information percentage of cost of goods sold
10277 4.1.1 Develop sourcing strategies Cost Effectiveness 102904 Personnel cost to perform the process "develop
sourcing strategies" per $1,000 revenue
10277 4.1.1 Develop sourcing strategies Cost Effectiveness 102908 Personnel cost to perform the process "develop
sourcing strategies" per $1,000 purchases
10277 4.1.1 Develop sourcing strategies Cost Effectiveness 103266 Systems cost to perform the process "develop
sourcing strategies" per $100,000 revenue
10277 4.1.1 Develop sourcing strategies Cost Effectiveness 103271 Systems cost to perform the process "develop
sourcing strategies" per $100,000 purchases
10277 4.1.1 Develop sourcing strategies Cost Effectiveness 103644 Total cost to perform the process "develop
sourcing strategies" per $1,000 purchases
10277 4.1.1 Develop sourcing strategies Cost Effectiveness 103650 Total cost to perform the process "develop
sourcing strategies" per $1,000 revenue
10277 4.1.1 Develop sourcing strategies Cost Effectiveness 104472 Other cost to perform the process "develop
sourcing strategies" per $1,000 revenue
10277 4.1.1 Develop sourcing strategies Cost Effectiveness 104473 Outsourced cost to perform the process "develop
sourcing strategies" per $1,000 revenue
10277 4.1.1 Develop sourcing strategies Cost Effectiveness 105173 Total cost to perform the process "develop
sourcing strategies" per process FTE
10277 4.1.1 Develop sourcing strategies Process Efficiency 100666 Number of FTEs that perform the process
"develop sourcing strategies" as a percentage of
procurement process group FTEs
10277 4.1.1 Develop sourcing strategies Process Efficiency 101008 Number of FTEs that perform the process
"develop sourcing strategies" per $1 billion
purchases
10277 4.1.1 Develop sourcing strategies Process Efficiency 101011 Number of FTEs that perform the process
"develop sourcing strategies" per $1 billion
revenue
10277 4.1.1 Develop sourcing strategies Staff Productivity 106424 Number of FTEs dedicated to retail buying and
merchandising activities per $1 billion revenue
10278 4.1.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104477 Overhead cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 revenue
10278 4.1.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104478 Other cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 revenue
10278 4.1.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104479 Outsourced cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 revenue
10278 4.1.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103353 Systems cost to perform the process "select
suppliers and develop/maintain contracts" per
$100,000 purchases
10278 4.1.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103358 Systems cost to perform the process "select
suppliers and develop/maintain contracts" per
$100,000 revenue
10278 4.1.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103895 Total cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 revenue
10278 4.1.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103901 Total cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 purchases
10278 4.1.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103025 Personnel cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 purchases
10278 4.1.2 Select suppliers and develop/maintain contracts Process Efficiency 106523 Number of supplier/service
provider/subcontractor contracts managed per
contracts management FTE
10278 4.1.2 Select suppliers and develop/maintain contracts Process Efficiency 104250 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion revenue
10278 4.1.2 Select suppliers and develop/maintain contracts Process Efficiency 103171 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" as a
percentage of procurement process group FTEs
10278 4.1.2 Select suppliers and develop/maintain contracts Process Efficiency 101138 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion purchases
10278 4.1.2 Select suppliers and develop/maintain contracts Staff Productivity 106509 Total number of contracts management FTEs per
$1 billion revenue
10278 4.1.2 Select suppliers and develop/maintain contracts Supplemental 106513 Percentage of contracts management FTEs that
Information perform the processes "draft, negotiate, and
execute contracts and perform project and project
team initiation"
10278 4.1.2 Select suppliers and develop/maintain contracts Supplemental 106516 Percentage of contracts management FTEs that
Information perform the processes "develop, maintain, and
monitor the corporate contract management
system"
10278 4.1.2 Select suppliers and develop/maintain contracts Supplemental 106519 Percentage of contracts management FTEs that
Information perform the process "perform project closing
activities"
10278 4.1.2 Select suppliers and develop/maintain contracts Supplemental 105194 Total cost to perform the process "develop
Information sourcing strategies" as a percentage of total
procurement process group cost
10279 4.1.3 Order materials and services Cost Effectiveness 102978 Personnel cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.1.3 Order materials and services Cost Effectiveness 102979 Personnel cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.1.3 Order materials and services Cost Effectiveness 103790 Total cost to perform the process "order materials
and services" per $1,000 revenue
10279 4.1.3 Order materials and services Cost Effectiveness 103791 Total cost to perform the process "order materials
and services" per $1,000 purchases
10279 4.1.3 Order materials and services Cost Effectiveness 103797 Total cost to perform the process "order materials
and services" per purchase order
10279 4.1.3 Order materials and services Cost Effectiveness 103321 Systems cost to perform the process "order
materials and services" per $100,000 revenue
10279 4.1.3 Order materials and services Cost Effectiveness 103323 Systems cost to perform the process "order
materials and services" per $100,000 purchases
10279 4.1.3 Order materials and services Cost Effectiveness 104474 Overhead cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.1.3 Order materials and services Cost Effectiveness 104475 Other cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.1.3 Order materials and services Cost Effectiveness 104476 Outsourced cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.1.3 Order materials and services Cost Effectiveness 105174 Total cost to perform the process "order materials
and services" per process FTE
10279 4.1.3 Order materials and services Cost Effectiveness 105167 Personnel cost to perform the process "order
materials and services" per process FTE
10279 4.1.3 Order materials and services Cost Effectiveness 105158 Overhead cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.1.3 Order materials and services Cost Effectiveness 105159 Other cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.1.3 Order materials and services Cycle Time 100639 Cycle time in hours to place a purchase order
10279 4.1.3 Order materials and services Cycle Time 104915 Average cycle time (in calendar days) from
requisition creation to requisition approval
10279 4.1.3 Order materials and services Cycle Time 104916 Average cycle time (in calendar days) from
requisition approval date of purchase order
approval date
10279 4.1.3 Order materials and services Process Efficiency 101071 Number of FTEs that perform the process "order
materials and services" per $1 billion purchases
10279 4.1.3 Order materials and services Process Efficiency 101074 Number of FTEs that perform the process "order
materials and services" per $1 billion revenue
10279 4.1.3 Order materials and services Process Efficiency 101455 Number of FTEs that perform the process "order
materials and services" as a percentage of
procurement process group FTEs
10279 4.1.3 Order materials and services Staff Productivity 105162 Number of purchase requisition line items
processed per "order materials/services" FTE
10279 4.1.3 Order materials and services Staff Productivity 101393 Number of purchase orders processed per FTE
that performs the process "order materials and
services"
10279 4.1.3 Order materials and services Supplemental 105204 Total cost to perform the process "select
Information suppliers and develop/maintain contracts" as a
percentage of total procurement process group
cost
10279 4.1.3 Order materials and services Supplemental 105206 Total cost to perform the process "order materials
Information and services" as a percentage of total
procurement process group cost
10279 4.1.3 Order materials and services Supplemental 104917 Percentage of purchase orders that go through a
Information formal notification/acceptance process with
supplier
10279 4.1.3 Order materials and services Supplemental 104918 Value of materials purchases as a percentage of
Information total purchases
10279 4.1.3 Order materials and services Supplemental 104919 Value of services purchases as a percentage of
Information total purchases
10279 4.1.3 Order materials and services Supplemental 104920 Value of EPC or EPCM purchases as a
Information percentage of total purchases
10279 4.1.3 Order materials and services Supplemental 104921 Value of other purchases as a percentage of total
Information purchases
10279 4.1.3 Order materials and services Supplemental 104897 Purchases made through P-card as a percentage
Information of total purchase value
10279 4.1.3 Order materials and services Supplemental 104898 Purchases made through T&E card as a
Information percentage of total purchase value
10279 4.1.3 Order materials and services Supplemental 104901 Purchases made through purchase order - external
Information catalog as a percentage of total purchase value
10279 4.1.3 Order materials and services Supplemental 104902 Purchases made through purchase order - "hands
Information on" as a percentage of total purchase value
10279 4.1.3 Order materials and services Supplemental 104904 Purchases made through other channels as a
Information percentage of total purchase value
10279 4.1.3 Order materials and services Supplemental 104905 Purchases made through P-card as a percentage
Information of total invoice volume
10279 4.1.3 Order materials and services Supplemental 104906 Purchases made through T&E card as a
Information percentage of total invoice volume
10279 4.1.3 Order materials and services Supplemental 104907 Purchases made through invoice only (non-
Information purchase order) as a percentage of total invoice
volume
10279 4.1.3 Order materials and services Supplemental 104908 Purchases made through purchase order - internal
Information catalog as a percentage of total invoice volume
10279 4.1.3 Order materials and services Supplemental 104909 Purchases made through purchase order - external
Information catalog as a percentage of total invoice volume
10279 4.1.3 Order materials and services Supplemental 104910 Purchases made through purchase order - "hands
Information on" as a percentage of total invoice volume
10279 4.1.3 Order materials and services Supplemental 104912 Purchases made through other channels as a
Information percentage of total invoice volume
10279 4.1.3 Order materials and services Supplemental 104913 Percentage of purchase orders that link directly to
Information a contracted price loaded in the company's
system or external catalog
10279 4.1.3 Order materials and services Supplemental 105212 Outsourced cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10280 4.1.4 Manage suppliers Cost Effectiveness 105170 Total cost to perform the process "manage
suppliers" per process FTE
10280 4.1.4 Manage suppliers Cost Effectiveness 104480 Overhead cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.1.4 Manage suppliers Cost Effectiveness 104481 Other cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.1.4 Manage suppliers Cost Effectiveness 104482 Outsourced cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.1.4 Manage suppliers Cost Effectiveness 103572 Total cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.1.4 Manage suppliers Cost Effectiveness 103224 Systems cost to perform the process "manage
suppliers" per $100,000 purchases
10280 4.1.4 Manage suppliers Cost Effectiveness 103229 Systems cost to perform the process "manage
suppliers" per $100,000 revenue
10280 4.1.4 Manage suppliers Cost Effectiveness 102863 Personnel cost to perform the process "manage
suppliers" per $1,000 purchases
10280 4.1.4 Manage suppliers Cost Effectiveness 102867 Personnel cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.1.4 Manage suppliers Cost Effectiveness 100474 Cost to return to supplier per $1,000 total revenue
10280 4.1.4 Manage suppliers Cycle Time 106128 Average time in days to resolve retail supply
related issues with quality
10280 4.1.4 Manage suppliers Process Efficiency 100985 Number of FTEs that perform the process
"manage suppliers" per $1 billion purchases
10280 4.1.4 Manage suppliers Process Efficiency 100988 Number of FTEs that perform the process
"manage suppliers" per $1 billion revenue
10280 4.1.4 Manage suppliers Supplemental 105207 Total cost to perform the process "manage
Information suppliers" as a percentage of total procurement
process group cost
10295 4.1.3.4 Create/Distribute purchase orders Staff Productivity 105551 Total number of purchase orders placed per
finance shared services center employee
responsible for creating/distributing purchase
orders
10297 4.1.3.6 Record receipt of goods Cost Effectiveness 105035 Total cost to perform the process "record receipt
of goods" per thousand barrel of oil equivalent
(BOE) net production
10297 4.1.3.6 Record receipt of goods Cost Effectiveness 105036 Total cost to perform the process "record receipt
of goods" per gross operated producing well
10297 4.1.3.6 Record receipt of goods Cost Effectiveness 105037 Total cost to perform the process "record receipt
of goods" per mile of pipe
10297 4.1.3.6 Record receipt of goods Cost Effectiveness 105038 Total cost to perform the process "record receipt
of goods" per thousand barrels throughput
10297 4.1.3.6 Record receipt of goods Staff Productivity 105031 Number of FTEs who perform the process
"record receipt of goods" per million barrel of oil
equivalent (BOE)
10297 4.1.3.6 Record receipt of goods Staff Productivity 105032 Number of FTEs who perform the process
"record receipt of goods" per thousand gross
operated producing wells
10297 4.1.3.6 Record receipt of goods Staff Productivity 105033 Number of FTEs who perform the process
"record receipt of goods" per thousand miles of
pipe
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 102873 Personnel cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 101668 Overhead cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 101465 Other cost to perform the process group "develop
customer care/customer service strategy" per
$1,000 revenue
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 103234 Systems cost to perform the process group
"develop customer care/customer service
strategy" per $100,000 revenue
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 103585 Total cost to perform the process group "develop
customer care/customer service strategy" per
$1,000 revenue
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 103589 Total cost to perform the process group "develop
customer care/customer service strategy" per
sales order
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 103593 Total cost to perform the process group "develop
customer care/customer service strategy" per
sales order line item
10378 6.3 Develop customer care/customer service strategy Process Efficiency 100992 Number of FTEs that perform the process group
"develop customer care/customer service
strategy" per $1 billion revenue
10378 6.3 Develop customer care/customer service strategy Supplemental 104538 Number of languages supported at the business
Information entity
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103727 Total cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per customer service FTE
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103931 Total cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101526 Other cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101527 Other cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101729 Overhead cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101730 Overhead cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101640 Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints" per inbound call
received through IVR DTMF
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103047 Personnel cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per active customer
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103048 Personnel cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact
10379 6.4 Plan and manage customer service operations Cost Effectiveness 103050 Personnel cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 102946 Personnel cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per customer service FTE
10379 6.4 Plan and manage customer service operations Cost Effectiveness 100409 Contact center systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per inbound
contact
10379 6.4 Plan and manage customer service operations Cost Effectiveness 100410 Contact center systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per $1,000
revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 100411 Contact center systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per active
customer
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101634 Outsourced cost to perform the processes
"manage sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per active customer
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101635 Outsourced cost to perform the processes
"manage sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101636 Outsourced cost to perform the processes
"manage customer requests/inquiries" and
"manage customer complaints" as a percentage of
the total cost of the processes
10379 6.4 Plan and manage customer service operations Cost Effectiveness 101609 Outsourced cost to perform the processes
"manage customer requests/inquiries" and
"manage customer complaints" per $1,000
revenue
10379 6.4 Plan and manage customer service operations Cost Effectiveness 100012 Centrally managed systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per inbound
contact
10379 6.4 Plan and manage customer service operations Cost Effectiveness 100403 Centrally managed systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per active
customer
10379 6.4 Plan and manage customer service operations Cost Effectiveness 104502 Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints" per web self-
service contact
10379 6.4 Plan and manage customer service operations Cost Effectiveness 104152 Total revenue per inbound contact
10379 6.4 Plan and manage customer service operations Cycle Time 100321 Average speed of answer in seconds for agent
queue calls
10379 6.4 Plan and manage customer service operations Cycle Time 100124 Average call handling time in seconds
10379 6.4 Plan and manage customer service operations Cycle Time 103463 Average time in seconds to inbound calls
abandoned
10379 6.4 Plan and manage customer service operations Cycle Time 104514 Average contact handling time in seconds
10379 6.4 Plan and manage customer service operations Process Efficiency 100020 Agent schedule adherence
10379 6.4 Plan and manage customer service operations Process Efficiency 100389 Bridge rate
10379 6.4 Plan and manage customer service operations Process Efficiency 100392 Call agent availability rate
10379 6.4 Plan and manage customer service operations Process Efficiency 100394 Call agent utilization rate
10379 6.4 Plan and manage customer service operations Process Efficiency 100320 Average seat utilization
10379 6.4 Plan and manage customer service operations Process Efficiency 100780 IVR speech recognition rate
10379 6.4 Plan and manage customer service operations Process Efficiency 100729 First call resolution rate
10379 6.4 Plan and manage customer service operations Process Efficiency 100898 Average number of contact center seats per
contact center
10379 6.4 Plan and manage customer service operations Process Efficiency 101857 Percentage of web chat or instant messaging
contacts outsourced to a third-party provider
10379 6.4 Plan and manage customer service operations Process Efficiency 101859 Percentage of inbound postal mail contacts
outsourced to a third-party provider
10379 6.4 Plan and manage customer service operations Process Efficiency 101860 Percentage of inbound web transaction contacts
outsourced to a third-party provider
10379 6.4 Plan and manage customer service operations Process Efficiency 101910 Percentage of contacts with CTI that have
information pop up on the agent's desktop
10379 6.4 Plan and manage customer service operations Process Efficiency 101911 Percentage of active customers with service level
based on customer segmentation
10379 6.4 Plan and manage customer service operations Process Efficiency 102103 Calls routed to a live agent as a percentage of
total inbound calls
10379 6.4 Plan and manage customer service operations Process Efficiency 102104 Calls abandoned in the agent queue as a
percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Process Efficiency 103118 Direct supervisors per agent FTE
10379 6.4 Plan and manage customer service operations Process Efficiency 102100 Percentage of inbound calls monitored by QAM
and scored by supervisors
10379 6.4 Plan and manage customer service operations Process Efficiency 102129 Caller authentication rate for IVR
10379 6.4 Plan and manage customer service operations Process Efficiency 104561 Number of agent FTEs per direct supervisor FTE
10379 6.4 Plan and manage customer service operations Process Efficiency 104513 Percentage of inbound phone contacts outsourced
to a third-party provider
10379 6.4 Plan and manage customer service operations Process Efficiency 102792 Percentage of transferred calls that are
misdirected
10379 6.4 Plan and manage customer service operations Process Efficiency 104192 Agent FTEs evaluated using
sliding/interdependent agent targets as a
percentage of all agent FTEs
10379 6.4 Plan and manage customer service operations Process Efficiency 102604 IVR speech self-service resolution rate
10379 6.4 Plan and manage customer service operations Process Efficiency 102605 Web transactions self-service resolution rate
10379 6.4 Plan and manage customer service operations Process Efficiency 102721 Percentage of active customers with active web
accounts
10379 6.4 Plan and manage customer service operations Process Efficiency 102722 Transferred calls as a percentage of total inbound
calls
10379 6.4 Plan and manage customer service operations Staff Productivity 104121 Inbound live agent calls per agent FTE
10379 6.4 Plan and manage customer service operations Staff Productivity 104123 Inbound contacts per agent FTE
10379 6.4 Plan and manage customer service operations Supplemental 101858 Percentage of inbound contacts through "other"
Information channels outsourced to a third-party provider
10379 6.4 Plan and manage customer service operations Supplemental 101853 Percentage of inbound fax contacts outsourced to
Information a third-party provider
10379 6.4 Plan and manage customer service operations Supplemental 101854 Percentage of inbound IVR DTMF contacts
Information outsourced to a third-party provider
10379 6.4 Plan and manage customer service operations Supplemental 101855 Percentage of inbound IVR speech contacts
Information outsourced to a third-party provider
10379 6.4 Plan and manage customer service operations Supplemental 101856 Percentage of inbound live agent call contacts
Information outsourced to third-party provider
10379 6.4 Plan and manage customer service operations Supplemental 102105 Inbound contacts received via phone as a
Information percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 102110 Inbound contacts received via postal mail as a
Information percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 102111 Inbound contacts received via web self-service as
Information a percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 102091 Number of inbound calls received through a live
Information agent as a percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102092 Number of inbound calls received through IVR
Information speech as a percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102093 Number of inbound calls received through IVR
Information DTMF as a percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102094 Inbound calls related to billing as a percentage of
Information total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102095 Inbound calls related to complaints as a
Information percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102096 Inbound calls related to new orders as a
Information percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 102097 Inbound calls related to order modification or
Information inquiry as a percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 104542 South Asia contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104543 Southeast Asia contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104544 Southern Europe contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104545 US and Canadian contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104546 Western Europe contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104532 Inbound contacts related to billing as a
Information percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 104533 Inbound contacts related to complaints as a
Information percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 104534 Inbound contacts related to new orders as a
Information percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 104535 Inbound contacts related to order modification or
Information inquiry as a percentage of total inbound contacts
10379 6.4 Plan and manage customer service operations Supplemental 104536 Middle East contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104520 Africa contact center employees as a percentage
Information of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104521 Australia and New Zealand contact center
Information employees as a percentage of total contact center
employees
10379 6.4 Plan and manage customer service operations Supplemental 104522 Central Europe contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104523 Central/South America contact center employees
Information as a percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104524 China, Russia, and Central Asia contact center
Information employees as a percentage of total contact center
employees
10379 6.4 Plan and manage customer service operations Supplemental 104525 East Asia contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 104526 Eastern Europe contact center employees as a
Information percentage of total contact center employees
10379 6.4 Plan and manage customer service operations Supplemental 105420 Business to business inbound calls as a
Information percentage of total inbound calls
10379 6.4 Plan and manage customer service operations Supplemental 105421 Business to consumer inbound calls as a
Information percentage of total inbound calls
10380 6.5 Measure and evaluate customer service Process Efficiency 100495 Customer attrition (or churn) rate
operations
10383 6.3.5 Establish service levels for customers Process Efficiency 103177 Call service level
10387 6.4.2 Plan and manage customer service work force Process Efficiency 100735 Forecast accuracy for long-term planning
10387 6.4.2 Plan and manage customer service work force Process Efficiency 100736 Forecast accuracy for short-term planning
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104504 First contact resolution rate for dedicated mobile
applications ("apps")
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104505 First contact resolution rate for email contacts
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104506 First contact resolution rate for phone contacts
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104507 First contact resolution rate for postal mail
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104508 First contact resolution rate for SMS
10388 6.4.3 Manage customer service requests/inquiries Process Efficiency 104509 First contact resolution rate for social media
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104530 Inbound contacts received via SMS as a
Information percentage of total inbound contacts
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104531 Inbound contacts received via social media as a
Information percentage of total inbound contacts
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104539 Percentage of inbound dedicated mobile app
Information contacts outsourced to a third-party provider
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104540 Percentage of inbound SMS contacts outsourced
Information to a third-party provider
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104757 Percentage of employee time spent servicing
Information customers via social media channels
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104758 Percentage of employee time spent servicing
Information customers via website channel
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104759 Percentage of employee time spent servicing
Information customers via social media channel
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104760 Percentage of employee time spent servicing
Information customers via traditional face-to-face channel
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104761 Percentage of employee time spent servicing
Information customers via contact center channel
10388 6.4.3 Manage customer service requests/inquiries Supplemental 104762 Percentage of employee time spent servicing
Information customers via business-to-business channel
10389 6.4.4 Manage customer complaints Process Efficiency 106148 Annual percentage change in number of retail
customer complaints
10402 6.5.2 Measure customer satisfaction with customer- Process Efficiency 105781 Average customer satisfaction with billing and
complaint handling and resolution payment for telecommunications
10402 6.5.2 Measure customer satisfaction with customer- Process Efficiency 105782 Average customer satisfaction with the selection
complaint handling and resolution and purchasing process for telecommunications
10402 6.5.2 Measure customer satisfaction with customer- Process Efficiency 105776 Telecommunications organization's
complaint handling and resolution brand/relational Net Promoter Score
10402 6.5.2 Measure customer satisfaction with customer- Process Efficiency 105777 Net Promoter Score for telecommunications
complaint handling and resolution customers in the awareness, selection and buying
stage of the customer lifecycle
10402 6.5.2 Measure customer satisfaction with customer- Process Efficiency 105778 Net Promoter Score for telecommunications
complaint handling and resolution customers in the using stage of the customer
lifecycle
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106241 Total cost to perform the process group "recruit,
source, and select employees" per senior
management/executive new hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106242 Total cost to perform the process group "recruit,
source, and select employees" per middle
management/specialist new hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106243 Total cost to perform the process group "recruit,
source, and select employees" per operational
workers/office staff new hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106345 Outsourced cost to perform the process group
"recruit, source, and select" per $1,000 revenue
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104093 Systems cost to perform the process group
"recruit, source, and select employees" per
$1,000 revenue
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104060 Personnel cost to perform the process group
"recruit, source, and select employees" per
$1,000 revenue
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104067 Personnel cost to perform the process group
"recruit, source, and select employees" per new
hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103956 Total cost to perform the process group "recruit,
source, and select employees" per business entity
employee
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103958 Total cost to perform the process group "recruit,
source, and select employees" per new hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103560 Total cost to perform the HR function per FTE
that performs the process group "recruit, source,
and select employees"
10410 7.2 Recruit, source, and select employees Cycle Time 100304 Response time in hours for non-routine "recruit,
source, and select employees" inquiries
10410 7.2 Recruit, source, and select employees Cycle Time 100306 Response time in hours for routine "recruit,
source, and select employees" inquiries
10410 7.2 Recruit, source, and select employees Cycle Time 100565 Cycle time in days from approval of job
requisition to acceptance of job offer
10410 7.2 Recruit, source, and select employees Cycle Time 100569 Cycle time in days from identifying the need to
hire a new employee to approval of the job
requisition
10410 7.2 Recruit, source, and select employees Cycle Time 107381 Cycle time in days for senior
management/executive level positions, from job
requisition approval to acceptance of job offer
10410 7.2 Recruit, source, and select employees Cycle Time 107382 Cycle time in days for middle
management/specialist positions, from job
requisition approval to acceptance of job offer
10410 7.2 Recruit, source, and select employees Process Efficiency 106236 Number of interviews conducted for each senior
management/executive filled vacancy per FTE
that performs the process group "recruit, source,
and select employees"
10410 7.2 Recruit, source, and select employees Process Efficiency 106237 Number of interviews conducted for each middle
management/specialist filled vacancy per FTE
that performs the process group "recruit, source,
and select employees"
10410 7.2 Recruit, source, and select employees Process Efficiency 106238 Number of interviews conducted for each
operational worker/office staff filled vacancy per
FTE that performs the process group "recruit,
source, and select employees"
10410 7.2 Recruit, source, and select employees Staff Productivity 106235 Total number of job applications received per
FTE that performs the process group "recruit,
source, and select employees"
10410 7.2 Recruit, source, and select employees Staff Productivity 100493 Number of business entity employees per FTE
that performs the process group "recruit, source,
and select employees"
10410 7.2 Recruit, source, and select employees Staff Productivity 101348 Number of new hires per FTE that performs the
process group "recruit, source, and select
employees"
10410 7.2 Recruit, source, and select employees Staff Productivity 105458 Number of hours invested by hiring decision
makers per senior management/executive new
hire
10410 7.2 Recruit, source, and select employees Staff Productivity 105459 Number of hours invested by hiring decision
makers per middle management/specialist new
hire
10410 7.2 Recruit, source, and select employees Staff Productivity 105460 Number of hours invested by hiring decision
makers per operational worker/office staff new
hire
10410 7.2 Recruit, source, and select employees Supplemental 102297 Percentage of middle management/specialist
Information positions filled by internal promotion for the past
3 years
10410 7.2 Recruit, source, and select employees Supplemental 101342 Middle management/specialists new hires as a
Information percentage of total new hires
10410 7.2 Recruit, source, and select employees Supplemental 101344 Operational workers/office staff new hires as a
Information percentage of total new hires
10410 7.2 Recruit, source, and select employees Supplemental 100046 Overhead cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the
process group
10410 7.2 Recruit, source, and select employees Supplemental 100029 Other cost to perform the process group "recruit,
Information source, and select employees" as a percentage of
total cost to perform the process
10410 7.2 Recruit, source, and select employees Supplemental 100083 Systems cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the
process group
10410 7.2 Recruit, source, and select employees Supplemental 100062 Personnel cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the
process group
10410 7.2 Recruit, source, and select employees Supplemental 101824 Percentage of "reward and retain employees"
Information inquiries received via non-digital communication
channels
10410 7.2 Recruit, source, and select employees Supplemental 101821 Percentage of "reward and retain employees"
Information inquiries received via digital communication
channels
10410 7.2 Recruit, source, and select employees Supplemental 101837 Percentage of new hires that originated from
Information employee referrals
10410 7.2 Recruit, source, and select employees Supplemental 101401 Number of monthly routine "recruit, source, and
Information select employees" inquiries per business entity
employee
10410 7.2 Recruit, source, and select employees Supplemental 101801 Percentage of "recruit, source, and select
Information employees" inquiries received that are non-
routine
10410 7.2 Recruit, source, and select employees Supplemental 101802 Percentage of "recruit, source, and select
Information employees" inquiries received that are routine
10410 7.2 Recruit, source, and select employees Supplemental 101803 Percentage of "recruit, source, and select
Information employees" inquiries received via digital
communication channels
10410 7.2 Recruit, source, and select employees Supplemental 101804 Percentage of "recruit, source, and select
Information employees" inquiries received via e-mail
10410 7.2 Recruit, source, and select employees Supplemental 101805 Percentage of "recruit, source, and select
Information employees" inquiries received via channels other
than e-mail, phone, and face-to-face
10410 7.2 Recruit, source, and select employees Supplemental 101806 Percentage of "recruit, source, and select
Information employees" inquiries received via face-to-face
10410 7.2 Recruit, source, and select employees Supplemental 104565 Overhead and other costs of the process group
Information "Recruit, source, and select employees" as a
percentage of the total cost to perform the
process group
10410 7.2 Recruit, source, and select employees Supplemental 104498 Permanent full-time new hires as a percentage of
Information total new hires
10410 7.2 Recruit, source, and select employees Supplemental 104499 Permanent part-time new hires as a percentage of
Information total new hires
10410 7.2 Recruit, source, and select employees Supplemental 104500 Contingent new hires as a percentage of total new
Information hires
10410 7.2 Recruit, source, and select employees Supplemental 107363 Percentage of time talent acquisition employees
Information spend on analyzing job requirements today
10410 7.2 Recruit, source, and select employees Supplemental 107364 Percentage of time talent acquisition employees
Information spend on explaining the hiring process to hiring
managers today
10410 7.2 Recruit, source, and select employees Supplemental 107365 Percentage of time talent acquisition employees
Information spend on posting jobs and managing external
marketing today
10410 7.2 Recruit, source, and select employees Supplemental 107366 Percentage of time talent acquisition employees
Information spend on sourcing the best candidates in the
market today
10410 7.2 Recruit, source, and select employees Supplemental 107367 Percentage of time talent acquisition employees
Information spend on screening and selecting the right talent
for your business today
10410 7.2 Recruit, source, and select employees Supplemental 107368 Percentage of time talent acquisition employees
Information spend on preparing, negotiating and securing
offers today
10412 7.5 Reward and retain employees Cost Effectiveness 106210 Personnel cost to perform the process group
"reward and retain employees" per process group
FTE
10412 7.5 Reward and retain employees Cost Effectiveness 106186 Total cost to perform the process group "reward
and retain employees" as a percentage of selling,
general, and administrative (SGA) costs
10412 7.5 Reward and retain employees Cost Effectiveness 106187 Total personnel cost per business entity FTE
10412 7.5 Reward and retain employees Cost Effectiveness 103966 Total cost to perform the process group "reward
and retain employees" per business entity
employee
10412 7.5 Reward and retain employees Cost Effectiveness 104077 Personnel cost to perform the process group
"reward and retain employees" per $1,000
revenue
10412 7.5 Reward and retain employees Cost Effectiveness 103562 Total cost to perform the HR function per FTE
that performs the process group "reward and
retain employees"
10412 7.5 Reward and retain employees Cost Effectiveness 103894 Total cost to perform the process group "reward
and retain employees" per $1,000 revenue
10412 7.5 Reward and retain employees Cost Effectiveness 100314 Average salary including base, overtime, and
variable pay for operational workers or office
staff
10412 7.5 Reward and retain employees Cost Effectiveness 100317 Average salary including base, overtime, and
variable pay for senior management or executives
10412 7.5 Reward and retain employees Cost Effectiveness 104062 Personnel cost to perform the process group
"reward and retain employees" per business
entity employee
10412 7.5 Reward and retain employees Cycle Time 100299 Response time in hours for non-routine "reward
and retain employees" inquiries
10412 7.5 Reward and retain employees Cycle Time 100302 Response time in hours for routine "reward and
retain employees" inquiries
10412 7.5 Reward and retain employees Process Efficiency 100324 Average tenure in months for business entity
agents
10412 7.5 Reward and retain employees Process Efficiency 101137 Number of FTEs that perform the process group
"reward and retain employees" per $1 billion
revenue
10412 7.5 Reward and retain employees Staff Productivity 100492 Number of business entity employees per FTE
that performs the process group "reward and
retain employees"
10412 7.5 Reward and retain employees Staff Productivity 106205 Number of monthly routine "reward and retain
employees" inquiries per process group FTE
10412 7.5 Reward and retain employees Staff Productivity 106206 Number of monthly non-routine "reward and
retain employees" inquiries per process group
FTE
10412 7.5 Reward and retain employees Staff Productivity 106207 Number of total monthly "reward and retain
employees" inquiries per process group FTE
10412 7.5 Reward and retain employees Supplemental 101648 Outsourced cost of the process group "reward and
Information retain employees" as a percentage of total process
group cost
10412 7.5 Reward and retain employees Supplemental 101822 Percentage of "reward and retain employees"
Information inquiries received via e-mail
10412 7.5 Reward and retain employees Supplemental 101403 Number of monthly routine "reward and retain
Information employees" inquiries per business entity
employee
10412 7.5 Reward and retain employees Supplemental 101815 Percentage of "reward and retain employees"
Information inquiries received via face-to-face
10412 7.5 Reward and retain employees Supplemental 101818 Percentage of "reward and retain employees"
Information inquiries received that are routine
10412 7.5 Reward and retain employees Supplemental 101819 Percentage of "reward and retain employees"
Information inquiries received via channels other than e-mail,
phone, and face-to-face
10412 7.5 Reward and retain employees Supplemental 101825 Percentage of "reward and retain employees"
Information inquiries received via phone
10412 7.5 Reward and retain employees Supplemental 100089 Systems cost to perform the process group
Information "reward and retain employees" as a percentage of
total process group cost
10412 7.5 Reward and retain employees Supplemental 100233 Number of vacation days per year per employee
Information
10412 7.5 Reward and retain employees Supplemental 100074 Personnel cost to perform the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group
10412 7.5 Reward and retain employees Supplemental 100118 Base pay per operational worker or office staff
Information employee
10412 7.5 Reward and retain employees Supplemental 100121 Base pay per senior management or executive
Information employee
10412 7.5 Reward and retain employees Supplemental 100033 Other cost to perform the process group "reward
Information and retain employees" as a percentage of total
cost to perform the process
10412 7.5 Reward and retain employees Supplemental 100052 Overhead cost to perform the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group
10412 7.5 Reward and retain employees Supplemental 101367 Number of monthly non-routine "reward and
Information retain employees" inquiries per business entity
employee
10412 7.5 Reward and retain employees Supplemental 100907 Number of days absent per employee excluding
Information maternity and paternity leave
10412 7.5 Reward and retain employees Supplemental 100909 Number of days absent per employee including
Information maternity and paternity leave
10412 7.5 Reward and retain employees Supplemental 106198 Percentage of FTEs that perform the process
Information group "reward and retain employees" that are
senior management / executive level
10412 7.5 Reward and retain employees Supplemental 106199 Percentage of FTEs that perform the process
Information group "reward and retain employees" that are
middle management/specialists
10412 7.5 Reward and retain employees Supplemental 106200 Percentage of FTEs that perform the process
Information group "reward and retain employees" that are
operational workers/office staff
10412 7.5 Reward and retain employees Supplemental 104603 Overhead and other costs of the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group
10412 7.5 Reward and retain employees Supplemental 104628 Senior management or executive overtime pay as
Information a percentage of total pay (including cost of
benefits)
10412 7.5 Reward and retain employees Supplemental 104629 Middle management or specialist overtime pay as
Information a percentage of total pay (including cost of
benefits)
10412 7.5 Reward and retain employees Supplemental 104630 Operational workers or office staff overtime pay
Information as a percentage of total pay (including cost of
benefits)
10413 7.6 Redeploy and retire employees Cost Effectiveness 106044 Total cost to perform mobility management
processes per process FTE
10413 7.6 Redeploy and retire employees Cost Effectiveness 103878 Total cost to perform the process group "redeploy
and retire employees" per $1,000 revenue
10413 7.6 Redeploy and retire employees Cost Effectiveness 103962 Total cost to perform the process group "redeploy
and retire employees" per business entity
employee
10413 7.6 Redeploy and retire employees Cost Effectiveness 103561 Total cost to perform the HR function per FTE
that performs the process group "redeploy and
retire employees"
10413 7.6 Redeploy and retire employees Cycle Time 100301 Response time in hours for routine "redeploy and
retire employees" inquiries
10413 7.6 Redeploy and retire employees Process Efficiency 101124 Number of FTEs that perform the process group
"redeploy and retire employees" per $1 billion
revenue
10413 7.6 Redeploy and retire employees Process Efficiency 106045 Number of FTEs that perform mobility
management processes per $1 billion revenue
10413 7.6 Redeploy and retire employees Staff Productivity 101276 Number of internal hires per "redeploy and retire
employees" FTE
10413 7.6 Redeploy and retire employees Staff Productivity 106460 Number of remote business entity employees per
FTE that performs the process group "redeploy
and retire employees"
10413 7.6 Redeploy and retire employees Staff Productivity 100491 Number of business entity employees per FTE
that performs the process group "redeploy and
retire employees"
10413 7.6 Redeploy and retire employees Supplemental 101654 Outsourced cost of the process group "redeploy
Information and retire employees" as a percentage of the total
cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 101402 Number of monthly routine "redeploy and retire
Information employees" inquiries per business entity
employee
10413 7.6 Redeploy and retire employees Supplemental 101811 Percentage of "redeploy and retire employees"
Information inquiries received via digital communication
channels
10413 7.6 Redeploy and retire employees Supplemental 101813 Percentage of "redeploy and retire employees"
Information inquiries received that are non-routine
10413 7.6 Redeploy and retire employees Supplemental 101814 Percentage of "redeploy and retire employees"
Information inquiries received that are routine
10413 7.6 Redeploy and retire employees Supplemental 102072 Percentage of "redeploy and retire employees"
Information inquiries received via face-to-face
10413 7.6 Redeploy and retire employees Supplemental 102074 Percentage of "redeploy and retire employees"
Information process inquiries received via channels other than
e-mail, phone, and face-to-face
10413 7.6 Redeploy and retire employees Supplemental 102076 Percentage of "redeploy and retire employees"
Information process inquiries received via e-mail
10413 7.6 Redeploy and retire employees Supplemental 102078 Percentage of "redeploy and retire employees"
Information process inquiries received via phone
10413 7.6 Redeploy and retire employees Supplemental 101366 Number of monthly non-routine "redeploy and
Information retire employees" inquiries per business entity
employee
10413 7.6 Redeploy and retire employees Supplemental 100041 Other cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 100095 Systems cost to perform the process group
Information "redeploy and retire employees" as a percentage
of total process group cost
10413 7.6 Redeploy and retire employees Supplemental 100072 Personnel cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 104714 Overhead and other cost to perform the process
Information group "Redeploy and retire employees" as a
percentage of the total cost to perform the
process group
10417 7.1.3 Monitor and update strategy, plans, and policies Cost Effectiveness 106052 Total cost to perform the process "monitor and
update plans" per $1,000 revenue
10417 7.1.3 Monitor and update strategy, plans, and policies Cost Effectiveness 106053 Total cost to perform the process "monitor and
update plans" per process FTE
10417 7.1.3 Monitor and update strategy, plans, and policies Process Efficiency 106054 Number of FTEs that perform the process
"monitor and update plans" per $1 billion
revenue
10417 7.1.3 Monitor and update strategy, plans, and policies Supplemental 106251 Percentage of FTEs who perform the process
Information group "develop and manage human resources
(HR) planning, policies, and strategies" who
perform the process "monitor and update plans"
10426 7.1.2.4 Develop succession plan Cost Effectiveness 106055 Total cost to perform the activity "develop
succession plan" per $1,000 revenue
10426 7.1.2.4 Develop succession plan Process Efficiency 106056 Number of formally planned successors around
key positions
10426 7.1.2.4 Develop succession plan Process Efficiency 106057 Number of FTEs that perform the activity
"develop succession plan" per $1 billion revenue
10443 7.2.4 Manage new hire/re-hire Cycle Time 100571 Cycle time in days from job acceptance until new
hire begins in the agreed position
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102319 Percentage of operational worker/office staff new
hire retention after 12 months
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102290 Percentage of middle management/specialist new
hire retention after 12 months
10443 7.2.4 Manage new hire/re-hire Process Efficiency 104563 Number of approved job requisitions per FTE
that performs the process group "recruit, source,
and select employees"
10443 7.2.4 Manage new hire/re-hire Process Efficiency 104564 Number of new hires as a percentage of approved
job requisitions
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102606 Percentage of senior management/executive new
hire retention after 12 months
10443 7.2.4 Manage new hire/re-hire Process Efficiency 107385 Percentage of data science, digital skills and
other specialty IT skills employee new hire
retention after 12 months
10443 7.2.4 Manage new hire/re-hire Supplemental 101340 New employees as a percentage of total business
Information entity employees
10443 7.2.4 Manage new hire/re-hire Supplemental 102326 Percentage of operational workers/office staff
Information positions filled by internal promotion for the past
3 years
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104566 Total cost to perform the process "manage
employee orientation and deployment" per
$1,000 revenue
10470 7.3.2 Manage employee performance Cycle Time 104029 Cycle time in days for the formal performance
review process from start to finish for middle
management/specialists
10470 7.3.2 Manage employee performance Cycle Time 104031 Cycle time in days for the formal performance
review process from start to finish for
Operational workers/office staff
10470 7.3.2 Manage employee performance Cycle Time 104033 Cycle time in days for the formal performance
review process from start to finish for senior
management/executives
10470 7.3.2 Manage employee performance Process Efficiency 106338 Number of FTEs that perform the process
"manage employee performance" per $1 billion
revenue
10470 7.3.2 Manage employee performance Process Efficiency 102619 Percentage of senior management/executives that
receive a formal performance review
10470 7.3.2 Manage employee performance Process Efficiency 102331 Percentage of operational workers/office staff
that receive a formal performance review
10470 7.3.2 Manage employee performance Supplemental 104577 Total cost to perform the process "manage
Information employee performance" as a percentage of the
total cost to perform the process group "develop
and counsel employees"
10470 7.3.2 Manage employee performance Supplemental 106175 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
development, and training" allocated to the
process "manage employee performance"
10472 7.3.3 Manage employee development Cost Effectiveness 104569 Total cost to perform the process "manage
employee development" per $1,000 revenue
10472 7.3.3 Manage employee development Cost Effectiveness 104574 Total cost to perform the process "manage
employee development" per business entity
employee
10472 7.3.3 Manage employee development Process Efficiency 106058 Number of FTEs that perform the process
"manage employee development" per $1 billion
revenue
10472 7.3.3 Manage employee development Supplemental 106176 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
development, and training" allocated to the
process "manage employee development"
10472 7.3.3 Manage employee development Supplemental 104579 Total cost to perform the process "manage
Information employee development" as a percentage of the
total cost to perform the process group "develop
and counsel employees"
10473 7.3.4 Develop and train employees Cost Effectiveness 107394 Learning budget per supply chain employee
10473 7.3.4 Develop and train employees Cost Effectiveness 107395 Learning budget per supply chain employee
measured 12 months ago
10473 7.3.4 Develop and train employees Cost Effectiveness 106209 Total cost to perform the process "develop and
train employees" per process FTE
10473 7.3.4 Develop and train employees Cost Effectiveness 104575 Total cost to perform the process "develop and
train employees" per business entity employee
10473 7.3.4 Develop and train employees Cost Effectiveness 104583 Personnel cost to perform the process "develop
and train employees" per $1,000 revenue
10473 7.3.4 Develop and train employees Cost Effectiveness 104584 Personnel cost to perform the process "develop
and train employees" per business entity
employee
10473 7.3.4 Develop and train employees Cost Effectiveness 104570 Total cost to perform the process "develop and
train employees" per $1,000 revenue
10473 7.3.4 Develop and train employees Cost Effectiveness 104044 Internal cost to perform learning administration
activities per $1,000 revenue
10473 7.3.4 Develop and train employees Cost Effectiveness 104045 Internal cost to perform learning administration
activities per business entity employee
10473 7.3.4 Develop and train employees Cost Effectiveness 100823 Learning budget per business entity employee
10473 7.3.4 Develop and train employees Cycle Time 100326 Average time in days to close an identified skill
or capability gap through training for an
operational workers/office staff employee
10473 7.3.4 Develop and train employees Cycle Time 100328 Average time in days to close an identified skill
or capability gap through training for a middle
management/specialists employee
10473 7.3.4 Develop and train employees Process Efficiency 102621 Percentage of senior management/executives who
attend management development programs
10473 7.3.4 Develop and train employees Process Efficiency 103478 Hours spent developing new classroom training
content per trainee
10473 7.3.4 Develop and train employees Process Efficiency 103480 Hours spent developing new e-learning training
content per trainee
10473 7.3.4 Develop and train employees Process Efficiency 104586 Number of FTEs that perform the process
"develop and train employees" per $1 billion
revenue
10473 7.3.4 Develop and train employees Staff Productivity 106203 Number of remote business entity employees per
FTE that performs the process "develop and train
employees"
10473 7.3.4 Develop and train employees Staff Productivity 104585 Number of business entity employees per FTE
that performs the process "develop and train
employees"
10473 7.3.4 Develop and train employees Supplemental 102250 Percentage of learning days delivered using
Information external classroom instruction
10473 7.3.4 Develop and train employees Supplemental 102251 Percentage of learning days delivered using on-
Information the-job training
10473 7.3.4 Develop and train employees Supplemental 102252 Percentage of learning days delivered using other
Information methods
10473 7.3.4 Develop and train employees Supplemental 102245 Percentage of learning days delivered using
Information classroom instruction provided by your
organization
10473 7.3.4 Develop and train employees Supplemental 100218 Number of learning days per employee
Information
10473 7.3.4 Develop and train employees Supplemental 100224 Number of learning days per middle
Information management/specialists employee
10473 7.3.4 Develop and train employees Supplemental 100226 Number of learning days per operational
Information workers/office staff employee
10473 7.3.4 Develop and train employees Supplemental 100228 Number of learning days per senior
Information management/executive employee
10473 7.3.4 Develop and train employees Supplemental 104580 Total cost to perform the process "develop and
Information train employees" as a percentage of the total cost
to perform the process group "develop and
counsel employees"
10473 7.3.4 Develop and train employees Supplemental 104591 Personnel cost to perform the process "Develop
Information and train employees" as a percentage of the total
cost to perform the process
10473 7.3.4 Develop and train employees Supplemental 104593 Overhead and other costs to perform the process
Information "Develop and train employees" as a percentage of
the total cost to perform the process
10473 7.3.4 Develop and train employees Supplemental 104594 Outsourced cost of the process "Develop and
Information train employees" as a percentage of the total cost
to perform the process
10473 7.3.4 Develop and train employees Supplemental 106177 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
development, and training" allocated to the
process "develop and train employees"
10473 7.3.4 Develop and train employees Supplemental 106191 Percentage of time spent by FTEs performing the
Information process "develop and train employees" to
developing learning content
10473 7.3.4 Develop and train employees Supplemental 106192 Percentage of time spent by FTEs performing the
Information process "develop and train employees" to
deploying/delivering learning content
10473 7.3.4 Develop and train employees Supplemental 107389 Percentage of supply chain FTEs having had skill
Information requirement changes in the past 12 months
10473 7.3.4 Develop and train employees Supplemental 107390 Percentage of supply chain FTEs having had skill
Information requirement changes in the past 12 months as the
result of AI adoption
10473 7.3.4 Develop and train employees Supplemental 107391 Average number of learning days per supply
Information chain employee
10473 7.3.4 Develop and train employees Supplemental 107392 Average number of learning days per supply
Information chain employee measured 12 months ago
10473 7.3.4 Develop and train employees Supplemental 107393 Percentage change in average number of learning
Information days per supply chain employee over the past 12
months attributed to AI
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106193 Percentage of learning days delivered through the
management training programs Information use of external partners such as vendors and
universities
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106194 Percentage of computer based training content
management training programs Information developed via mobile devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106195 Percentage of computer based training content
management training programs Information delivered via mobile devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106196 Percentage of virtual, instructor-led classroom-
management training programs Information based training content developed via mobile
devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106197 Percentage of virtual, instructor-led classroom-
management training programs Information based training content delivered via mobile
devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 104597 Percentage of learning days delivered using
management training programs Information computer based training
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 104598 Percentage of learning days delivered using
management training programs Information correspondence courses and virtual, instructor-led
classroom-based training delivered online
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102246 Percentage of learning days delivered using
management training programs Information computer-based training (self-instruction)
installed from CD-ROM
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102247 Percentage of learning days delivered using
management training programs Information computer-based training (self-instruction)
delivered over the Web (either directly or
downloaded)
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102780 Percentage of training programs developed
management training programs Information externally
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102783 Percentage of training programs developed
management training programs Information internally
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102786 Percentage of training programs developed
management training programs Information through other channels
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102789 Percentage of training programs developed
management training programs Information through partnerships with external specialists
10494 7.5.1 Develop and manage reward, recognition, and Cost Effectiveness 100109 Average agent salary
motivation programs
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102608 Percentage of senior management/executive
motivation programs salary that is performance-related pay
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102292 Percentage of middle management/specialist
motivation programs salary that is performance-related pay
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102321 Percentage of operational workers/office staff
motivation programs salary that is performance-related pay
10497 7.5.4 Administer payroll Cost Effectiveness 106063 Total cost to perform the process "administer
payroll" per $1,000 revenue
10497 7.5.4 Administer payroll Cost Effectiveness 104046 Internal cost to perform payroll administration
activities per $1,000 revenue
10497 7.5.4 Administer payroll Cost Effectiveness 104047 Internal cost to perform payroll administration
activities per business entity employee
10497 7.5.4 Administer payroll Process Efficiency 106064 Number of FTEs that perform the process
"administer payroll" per $1 billion revenue
10497 7.5.4 Administer payroll Staff Productivity 100490 Number of business entity employees per FTE
that performs payroll administration activities
10498 7.5.1.1 Develop salary/compensation structure and plan Cost Effectiveness 106150 Personnel cost (for store, inventory
transportation, and inventory warehousing retail
employees) to net sales revenue ratio
10512 7.6.1 Manage promotion and demotion process Staff Productivity 106065 Percentage of business entity employees who
have been promoted internally within the past
year
10513 7.6.2 Manage separation Cost Effectiveness 104036 Total expatriation cost as a percentage of total
cost of continuing operations
10513 7.6.2 Manage separation Cost Effectiveness 104147 Total relocation expenses as a percentage of total
cost of continuing operations
10513 7.6.2 Manage separation Cost Effectiveness 104149 Total expenditure for repatriation as a percentage
of total cost of continuing operations
10513 7.6.2 Manage separation Cycle Time 100577 Cycle time in days from receipt of leave of
absence request to confirmation of approval/non-
approval issued to employee
10513 7.6.2 Manage separation Cycle Time 100579 Cycle time in days from request for internal
transfer to completion of transfer
10513 7.6.2 Manage separation Cycle Time 100523 Cycle time in days for processing an employee's
retirement
10513 7.6.2 Manage separation Cycle Time 100525 Cycle time in days from identification of need for
expatriation to date of transfer
10513 7.6.2 Manage separation Process Efficiency 101293 Involuntary terminations as a percentage of total
business entity employees
10513 7.6.2 Manage separation Process Efficiency 100021 Agent voluntary attrition rate
10513 7.6.2 Manage separation Process Efficiency 100019 Agent involuntary attrition rate
10513 7.6.2 Manage separation Process Efficiency 101431 Voluntary terminations as a percentage of total
business entity employees
10513 7.6.2 Manage separation Process Efficiency 101961 Percentage of business entity employees that
were redeployed for reasons other than filling a
vacancy
10513 7.6.2 Manage separation Process Efficiency 103116 Employee turnover rate
10513 7.6.2 Manage separation Supplemental 102814 Percentage of total voluntary terminations that
Information are operational workers/office staff
10513 7.6.2 Manage separation Supplemental 102818 Percentage of the work force that are expatriates
Information
10513 7.6.2 Manage separation Supplemental 102616 Percentage of total voluntary terminations that
Information are senior management/executives
10513 7.6.2 Manage separation Supplemental 102798 Percentage of vacancies filled by internal
Information candidates for middle management/specialists
10513 7.6.2 Manage separation Supplemental 102800 Percentage of vacancies filled by internal
Information candidates for operational workers/office staff
10513 7.6.2 Manage separation Supplemental 102300 Percentage of total voluntary terminations that
Information are middle management/specialists
10513 7.6.2 Manage separation Supplemental 102166 Percentage of total involuntary terminations that
Information are middle management/specialists
10513 7.6.2 Manage separation Supplemental 102168 Percentage of total involuntary terminations that
Information are operational workers/office staff
10513 7.6.2 Manage separation Supplemental 102170 Percentage of total involuntary terminations that
Information are senior management/executives
10513 7.6.2 Manage separation Supplemental 104718 Percentage of total vacancies filled by internal
Information candidates
10513 7.6.2 Manage separation Supplemental 104125 Employees relocated within a country as a
Information percentage of total business entity employees
10513 7.6.2 Manage separation Supplemental 106244 Voluntary terminations as a percentage of total
Information business entity employee turnover
10513 7.6.2 Manage separation Supplemental 106245 Involuntary terminations as a percentage of total
Information business entity employee turnover
10520 7.6.7.1 Manage expatriates Cost Effectiveness 106069 Total cost to perform the process "manage
expatriates" per $1,000 revenue
10520 7.6.7.1 Manage expatriates Process Efficiency 106071 Number of FTEs that perform the process
"manage expatriates" per $1 billion revenue
10522 7.7.1 Manage reporting processes Process Efficiency 106417 Number of FTEs that perform the process
"manage reporting processes" per $1 billion
revenue
10523 7.7.2 Manage employee inquiry process Cycle Time 100303 Response time in hours for non-routine "manage
employee information" inquiries
10523 7.7.2 Manage employee inquiry process Cycle Time 100305 Response time in hours for routine "manage
employee information" inquiries
10523 7.7.2 Manage employee inquiry process Cycle Time 100325 Average time in days to fulfill an ad hoc
information request
10523 7.7.2 Manage employee inquiry process Process Efficiency 106418 Number of FTEs that perform the process
"manage employee inquiry process" per $1
billion revenue
10523 7.7.2 Manage employee inquiry process Supplemental 101364 Number of monthly non-routine "manage
Information employee information" inquiries per business
entity employee
10523 7.7.2 Manage employee inquiry process Supplemental 101400 Number of monthly routine "manage employee
Information information" inquiries per business entity
employee
10523 7.7.2 Manage employee inquiry process Supplemental 101788 Percentage of "manage employee information"
Information inquiries received that are routine
10523 7.7.2 Manage employee inquiry process Supplemental 101789 Percentage of "manage employee information"
Information inquiries received via channels other than e-mail,
phone, and face-to-face
10523 7.7.2 Manage employee inquiry process Supplemental 101791 Percentage of "manage employee information"
Information inquiries received via digital communication
channels
10523 7.7.2 Manage employee inquiry process Supplemental 101792 Percentage of "manage employee information"
Information inquiries received via e-mail
10523 7.7.2 Manage employee inquiry process Supplemental 101794 Percentage of "manage employee information"
Information inquiries received via face-to-face
10523 7.7.2 Manage employee inquiry process Supplemental 101796 Percentage of "manage employee information"
Information inquiries received via non-digital communication
channels
10524 7.7.3 Manage and maintain employee data Process Efficiency 106419 Number of FTEs that perform the process
"manage and maintain employee data" per $1
billion revenue
10525 7.7.4 Manage human resource information systems Process Efficiency 106420 Number of FTEs that perform the process
HRIS "manage human resource information systems
(HRIS)" per $1 billion revenue
10526 7.7.5 Develop and manage employee metrics Process Efficiency 106421 Number of FTEs that perform the process
"develop and manage employee metrics" per $1
billion revenue
10527 7.7.6 Develop and manage time and attendance Process Efficiency 106422 Number of FTEs that perform the process
systems "develop and manage time and attendance" per
$1 billion revenue
10531 7.4.4 Manage employee grievances Cycle Time 100584 Cycle time in days required to resolve an
employee grievance
10728 9.1 Perform planning and management accounting Cost Effectiveness 105150 Total internal cost to perform the process group
"perform planning and management accounting"
per process group FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 103385 Systems cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per $100,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105143 Personnel cost to perform the process group
"perform planning and management accounting"
per process group FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 105144 Systems cost to perform the process group
"perform planning and management accounting"
per $100,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105146 Total cost to perform the process group "perform
planning and management accounting" per
process group FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 105135 Outsourced cost to perform the process group
"perform planning and management accounting"
per $1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105148 Total internal cost to perform the process
"perform cost accounting and control" and
"perform cost management" per process FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 101606 Outsourced cost to perform the processes
"perform cost accounting and control" and
"perform cost management" per $1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 103067 Personnel cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per $1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 103989 Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management" per process FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 103802 Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management" per $1,000 revenue
10728 9.1 Perform planning and management accounting Process Efficiency 101172 Number of FTEs that perform the process group
"perform planning and management accounting"
per $1 billion revenue
10728 9.1 Perform planning and management accounting Process Efficiency 101089 Number of FTEs that perform the processes
"perform cost accounting and control" and
"perform cost management" per $1 billion
revenue
10728 9.1 Perform planning and management accounting Process Efficiency 106522 Number of contracts managed per contracts
management FTE
10728 9.1 Perform planning and management accounting Supplemental 102050 Percentage of total finance function FTEs
Information allocated to the process group "perform planning
and management accounting"
10728 9.1 Perform planning and management accounting Supplemental 106518 Percentage of contracts management FTEs that
Information perform the process "capture project employee
timesheets"
10729 9.2 Perform revenue accounting Cost Effectiveness 106169 Total cost to perform the order-to-cash processes
per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 106272 Total cost to perform the process group "perform
revenue accounting" per process group FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105082 Total cost to perform the process group "perform
revenue accounting" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106085 Outsourced cost to perform the process group
"perform revenue accounting" per $1,000
revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106073 Total cost to perform the order-to-cash processes
per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106082 Overhead cost to perform the process group
"perform revenue accounting" per $100,000
revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106006 Personnel cost to perform the process group
"perform revenue accounting" per $1,000
revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105599 Total cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105941 Other cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105942 Outsourced cost to perform the order to invoice
processes per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105945 Outsourced cost to perform the processes
"process accounts receivable (AR)", "manage and
process collections", and "manage and process
adjustments/deductions" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105949 Overhead and other costs to perform the
processes "process accounts receivable (AR)",
"manage and process collections", and "manage
and process adjustments/deductions" per
$100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105950 Overhead cost to perform the order to invoice
processes per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105962 Personnel cost to perform the order to invoice
processes per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105963 Personnel cost to perform the order to invoice
processes per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105973 Systems cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105974 Total cost to perform the order to invoice
processes per invoice line item processed
10729 9.2 Perform revenue accounting Cost Effectiveness 105976 Total cost to perform the order to invoice
processes per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105977 Total cost to perform the order to invoice
processes per sales order line item
10729 9.2 Perform revenue accounting Cost Effectiveness 105978 Total cost to perform the order to invoice
processes per sales order placed
10729 9.2 Perform revenue accounting Cost Effectiveness 105979 Total cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per
adjustment/deduction
10729 9.2 Perform revenue accounting Cost Effectiveness 105981 Total cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105966 Personnel cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105968 Systems cost to perform the order to invoice
processes per $100,000 revenue
10729 9.2 Perform revenue accounting Cycle Time 107428 Cycle time in days to perform the process
payments and collections
10729 9.2 Perform revenue accounting Process Efficiency 106505 Percentage of invoices paid in full the first time
10729 9.2 Perform revenue accounting Process Efficiency 107242 Days sales outstanding in intercompany accounts
receivable (AR)
10729 9.2 Perform revenue accounting Process Efficiency 106080 Number of FTEs that perform the process group
"perform revenue accounting" per $1 billion
revenue
10729 9.2 Perform revenue accounting Process Efficiency 101042 Number of FTEs that perform the processes
"process accounts receivable (AR)", "manage and
process collections", and "manage and process
adjustments/deductions" per $1 billion revenue
10729 9.2 Perform revenue accounting Staff Productivity 105986 Value of customer adjustments/deductions per
FTE that performs the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions"
10729 9.2 Perform revenue accounting Staff Productivity 105924 Number of adjustments/deductions per FTE that
performs the processes "process accounts
receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions"
10729 9.2 Perform revenue accounting Staff Productivity 105925 Number of invoice line items processed per FTE
that performs the order to invoice processes
10729 9.2 Perform revenue accounting Staff Productivity 105927 Number of receipts processed per FTE that
performs the processes "process accounts
receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions"
10729 9.2 Perform revenue accounting Staff Productivity 105928 Number of sales order line items per FTE that
performs the order to invoice processes
10729 9.2 Perform revenue accounting Staff Productivity 105929 Number of sales orders per FTE that performs the
order to invoice processes
10729 9.2 Perform revenue accounting Supplemental 102017 Percentage of total finance function FTEs
Information allocated to the processes "manage sales orders",
"process customer credit", and "invoice
customer"
10729 9.2 Perform revenue accounting Supplemental 106506 Percentage of the total annual value of invoices
Information paid in full the first time
10729 9.2 Perform revenue accounting Supplemental 105484 Percentage of customer accounts that are active
Information customers
10730 9.3 Perform general accounting and reporting Cost Effectiveness 107240 Average monthly intercompany payables accrual
as a percentage of monthly revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106318 Total cost to perform the process group "perform
general accounting and reporting" (excluding
fixed assets) as a percentage of total selling,
general, and administration (SG&A) costs
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106319 Total cost to perform the process group "perform
general accounting and reporting" per $1,000
revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106323 Total cost to perform the process group "perform
general accounting and reporting" as a percentage
of total selling, general, and administration
(SG&A) costs
10730 9.3 Perform general accounting and reporting Cost Effectiveness 104841 Personnel cost to perform the process group
"perform general accounting and reporting" per
process FTE
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103550 Total cost to perform the process group "perform
general accounting and reporting" (excluding
fixed assets) per $1,000 revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103551 Total cost to perform the process group "perform
general accounting and reporting" (excluding
fixed assets) as a percentage of revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103552 Total cost to perform the process group "Perform
general accounting and reporting" (excluding
fixed assets) per $1 billion revenue
10730 9.3 Perform general accounting and reporting Cycle Time 100613 Cycle time in days to perform annual close at the
site level
10730 9.3 Perform general accounting and reporting Process Efficiency 100981 Number of FTEs that perform the process group
"perform general accounting and reporting"
(excluding fixed assets) per $1 billion revenue
10730 9.3 Perform general accounting and reporting Process Efficiency 107241 Percentage of entities' intercompany balances
reconciling to zero after the first round of
consolidations and eliminations
10730 9.3 Perform general accounting and reporting Process Efficiency 104843 Number of FTEs that perform the process group
"perform general accounting and reporting" per
$1 billion revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 107281 Total cost to perform the process group "manage
fixed asset project accounting" per $1 billion
revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106268 Personnel cost to perform the process group
"manage fixed-asset project accounting" per
process group FTE
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106269 Total cost to perform the process group "manage
fixed-asset project accounting" per process group
FTE
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106275 Total cost to perform the process group "manage
fixed-asset project accounting" per $1,000
revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106276 Personnel cost to perform the process group
"manage fixed-asset project accounting" per
$1,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106278 Systems cost to perform the process group
"manage fixed-asset project accounting" per
$100,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106279 Overhead cost to perform the process group
"manage fixed-asset project accounting" per
$100,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106280 Other cost to perform the process group "manage
fixed-asset project accounting" per $100,000
revenue
10731 9.4 Manage fixed-asset project accounting Process Efficiency 101161 Number of FTEs that perform the process group
"manage fixed-asset project accounting" per $1
billion revenue
10731 9.4 Manage fixed-asset project accounting Supplemental 102039 Percentage of total finance function FTEs
Information allocated to the process group "manage fixed
asset project accounting"
10732 9.5 Process payroll Cost Effectiveness 103945 Total cost to perform the process group "process
payroll" per $1,000 revenue
10732 9.5 Process payroll Cost Effectiveness 103948 Total cost to perform the process group "process
payroll" per disbursement
10732 9.5 Process payroll Cost Effectiveness 103950 Total cost to perform the process group "process
payroll" per employee paid
10732 9.5 Process payroll Cost Effectiveness 103952 Total cost to perform the process group "process
payroll" per process group FTE
10732 9.5 Process payroll Cost Effectiveness 103953 Total cost to perform the process group "process
payroll" per payroll inquiry
10732 9.5 Process payroll Cost Effectiveness 102720 Total cost the process group "process payroll" as
a percentage of cost of continuing operations
10732 9.5 Process payroll Cost Effectiveness 100464 Total cost to perform the process group "process
payroll" as a percentage of revenue
10732 9.5 Process payroll Cost Effectiveness 106163 Outsourced cost to perform the process group
"process payroll" per employee paid
10732 9.5 Process payroll Cost Effectiveness 105617 Outsourced cost to perform the process group
"process payroll" per $1,000 revenue
10732 9.5 Process payroll Cycle Time 100152 Cycle time in business days to process the payroll
10732 9.5 Process payroll Process Efficiency 101184 Number of FTEs that perform the process group
"process payroll" per 1,000 employees paid
10732 9.5 Process payroll Process Efficiency 101106 Number of FTEs that perform the process group
"process payroll" per $1 billion revenue
10732 9.5 Process payroll Process Efficiency 105268 First contact resolution rate for payroll inquiries
10732 9.5 Process payroll Staff Productivity 100920 Number of employees paid per FTE that
performs the process group "process payroll"
10732 9.5 Process payroll Supplemental 102057 Percentage of total finance function FTEs
Information allocated to the process group "process payroll"
10732 9.5 Process payroll Supplemental 103379 Systems cost to perform the process group
Information "process payroll" as a percentage of the total
process group cost
10732 9.5 Process payroll Supplemental 105259 Percentage of paid employees that are exempt
Information employees
10732 9.5 Process payroll Supplemental 105260 Percentage of paid employees that are non-
Information exempt employees
10732 9.5 Process payroll Supplemental 105261 Percentage of paid employees that are retired
Information employees
10732 9.5 Process payroll Supplemental 105262 Percentage of paid employees that are paid
Information weekly
10732 9.5 Process payroll Supplemental 105263 Percentage of paid employees that are paid bi-
Information weekly
10732 9.5 Process payroll Supplemental 105264 Percentage of paid employees that are paid semi-
Information monthly
10733 9.6 Process accounts payable and expense Cost Effectiveness 105892 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
as a percentage of selling, general, and
administrative (SGA) costs
10733 9.6 Process accounts payable and expense Cost Effectiveness 104825 Outsourced cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1,000 revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 104828 Personnel cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1,000 revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 104829 Personnel cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per process group FTE
10733 9.6 Process accounts payable and expense Cost Effectiveness 104833 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
as a percentage of revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 104834 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per $1 billion revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 104835 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per process FTE
10733 9.6 Process accounts payable and expense Cost Effectiveness 103971 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per $1,000 revenue
10733 9.6 Process accounts payable and expense Process Efficiency 101095 Number of FTEs that perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1 billion revenue
10733 9.6 Process accounts payable and expense Supplemental 104826 Overhead and other cost to perform the process
reimbursements Information group "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group
10733 9.6 Process accounts payable and expense Supplemental 104827 Personnel cost to perform the process group
reimbursements Information "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group
10733 9.6 Process accounts payable and expense Supplemental 104831 Systems cost to perform the process group
reimbursements Information "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group
10734 9.7 Manage treasury operations Cost Effectiveness 104893 Total cost to perform the process group "manage
treasury operations" per $1,000 revenue
10734 9.7 Manage treasury operations Cost Effectiveness 104806 Total cost to perform the process group "manage
treasury operations" per $1 billion revenue
10734 9.7 Manage treasury operations Cost Effectiveness 104816 Total cost of the process group "Manage treasury
operations" per global legal entity supported
10734 9.7 Manage treasury operations Process Efficiency 101167 Number of FTEs that perform the process group
"manage treasury operations" per $1 billion
revenue
10734 9.7 Manage treasury operations Process Efficiency 103152 Return on invested capital
10734 9.7 Manage treasury operations Staff Productivity 104617 Number of bank accounts per FTE that performs
the process group "manage treasury operations"
10734 9.7 Manage treasury operations Staff Productivity 104812 Number of global legal entities supported per
FTE that performs the process group "Manage
treasury operations"
10734 9.7 Manage treasury operations Staff Productivity 104820 Number of global legal entities supported by the
treasury management operation per $1 billion
revenue
10734 9.7 Manage treasury operations Supplemental 102045 Percentage of total finance function FTEs
Information allocated to the process group "manage treasury
operations"
10735 9.8 Manage internal controls Cost Effectiveness 106281 Outsourced cost to perform the process group
"manage internal controls" per $1,000 revenue
10735 9.8 Manage internal controls Cost Effectiveness 106282 Overhead cost to perform the process group
"manage internal controls" per $100,000 revenue
10735 9.8 Manage internal controls Cost Effectiveness 103378 Systems cost to perform the process group
"manage internal controls" per $100,000 revenue
10735 9.8 Manage internal controls Cost Effectiveness 104014 Total cost to perform the process group "manage
internal controls" as a percentage of revenue
10735 9.8 Manage internal controls Cost Effectiveness 104016 Total cost to perform the process group "manage
internal controls" per $1,000 revenue
10735 9.8 Manage internal controls Cost Effectiveness 104019 Total cost to perform the process group "manage
internal controls" per process FTE
10735 9.8 Manage internal controls Process Efficiency 101163 Number of FTEs that perform the process group
"manage internal controls" per $1 billion revenue
10735 9.8 Manage internal controls Supplemental 105545 Percentage of internal controls staff that is
Information centralized at the finance shared services center
10735 9.8 Manage internal controls Supplemental 102041 Percentage of total finance function FTEs
Information allocated to the process group "manage internal
controls"
10736 9.9 Manage taxes Cost Effectiveness 104807 Total cost to perform the process group "manage
taxes" per $1 billion revenue
10736 9.9 Manage taxes Cost Effectiveness 104894 Total cost to perform the process group "manage
taxes" per $1,000 revenue
10736 9.9 Manage taxes Process Efficiency 101165 Number of FTEs that perform the process group
"manage taxes" per $1 billion revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 105149 Total internal cost to perform the process
"perform planning/budgeting/forecasting" per
process FTE
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103330 Systems cost to perform the process "perform
planning/budgeting/forecasting" per $100,000
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 105139 Overhead and other costs to perform the process
"perform planning/budgeting/forecasting" per
$100,000 revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102988 Personnel cost to perform the process "perform
planning/budgeting/forecasting" per process FTE
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102990 Personnel cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 101574 Outsourced cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103811 Total cost to perform the process "perform
planning/budgeting/forecasting" as a percentage
of revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103813 Total cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100160 Cycle time in days to complete the annual budget
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100604 Cycle time in days to prepare the financial
forecast
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100635 Cycle time in days to update/revise the rolling
forecast
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101098 Number of FTEs that perform the process
"perform planning/budgeting/forecasting" per $1
billion revenue
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 100892 Number of budget versions produced before final
approval
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101760 Percentage error for the inventory cost forecast
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101761 Percentage error for the personnel cost forecast
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101762 Percentage error for the total sales forecast
10738 9.1.1 Perform planning/budgeting/forecasting Staff Productivity 105134 Number of budget line items per FTE that
performs the process "perform
planning/budgeting/forecasting"
10738 9.1.1 Perform planning/budgeting/forecasting Supplemental 102027 Percentage of total finance function FTEs
Information allocated to the process "perform planning/
budgeting/ forecasting"
10739 9.1.2 Perform cost accounting and control Supplemental 105140 Percentage of cost base accounted for by activity-
Information based costing
10740 9.1.3 Perform cost management Cost Effectiveness 106138 Average cost per click for an online retail ad
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103282 Systems cost to perform the process "evaluate
and manage financial performance" per $100,000
revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 104151 Total revenue per active customer
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 105137 Overhead and other costs to perform the process
"evaluate and manage financial performance" per
$100,000 revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 105147 Total internal cost to perform the process
"evaluate and manage financial performance" per
process FTE
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103677 Total cost to perform the process "evaluate and
manage financial performance" per process FTE
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103679 Total cost to perform the process "evaluate and
manage financial performance" per $1,000
revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 102923 Personnel cost to perform the process "evaluate
and manage financial performance" per $1,000
revenue
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100616 Cycle time in days to perform financial
evaluation of new customers
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100617 Cycle time in days to perform financial
evaluation of new markets
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100618 Cycle time in days to perform financial
evaluation of new products
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 101019 Number of FTEs that perform the process
"evaluate and manage financial performance" per
$1 billion revenue
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106160 Gross margin return on investment (GMROI)
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106140 Average gross profitability for brick-and-mortar
retail stores
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106141 Like for Like (LFL) brick-and-mortar retail sales
growth
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106142 Average annual in-store sales per square foot of
brick-and-mortar retail selling space
10741 9.1.4 Evaluate and manage financial performance Staff Productivity 106508 Business entity revenue per business entity FTE
10741 9.1.4 Evaluate and manage financial performance Supplemental 102009 Percentage of total finance function FTEs
Information allocated to the process "evaluate and manage
financial performance"
10741 9.1.4 Evaluate and manage financial performance Supplemental 101976 Percentage of employees with compensations
Information affected by budget versus actual variances
10741 9.1.4 Evaluate and manage financial performance Supplemental 101763 Percentage growth in EBITDA from three
Information reporting periods prior
10741 9.1.4 Evaluate and manage financial performance Supplemental 102831 Revenue growth from three reporting periods
Information prior
10741 9.1.4 Evaluate and manage financial performance Supplemental 100407 Compounded annual growth rate of revenue over
Information the past three reporting periods
10741 9.1.4 Evaluate and manage financial performance Supplemental 100405 Compounded annual growth rate in earnings
Information before interest, tax, depreciation and amortization
over the past three reporting periods
10741 9.1.4 Evaluate and manage financial performance Supplemental 100684 EBITDA margin (current reporting period)
Information
10742 9.2.1 Process customer credit Cost Effectiveness 103010 Personnel cost to perform the process "process
customer credit" per $1,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103853 Total cost to perform the process "process
customer credit" as a percentage of revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103855 Total cost to perform the process "process
customer credit" per process FTE
10742 9.2.1 Process customer credit Cost Effectiveness 103857 Total cost to perform the process "process
customer credit" per $1 billion revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103859 Total cost to perform the process "process
customer credit" per $1,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103343 Systems cost to perform the process "process
customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 105940 Other cost to perform the process "process
customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 105960 Overhead cost to perform the process "process
customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 105480 Total cost to perform the process "process
customer credit" per active customer
10742 9.2.1 Process customer credit Cost Effectiveness 105485 Personnel cost to perform the process "process
customer credit" per process FTE
10742 9.2.1 Process customer credit Cost Effectiveness 105488 Overhead and other costs to perform the process
"process customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cycle Time 100561 Cycle time in days for credit approval
10742 9.2.1 Process customer credit Cycle Time 107425 Cycle time in days to perform the process
"process customer credit"
10742 9.2.1 Process customer credit Process Efficiency 101114 Number of FTEs that perform the process
"process customer credit" per $1 billion revenue
10742 9.2.1 Process customer credit Staff Productivity 105478 Number of customer accounts per FTE that
performs the process "process customer credit"
10742 9.2.1 Process customer credit Staff Productivity 100902 Number of credit reviews per FTE that performs
the process "process customer credit"
10742 9.2.1 Process customer credit Staff Productivity 100878 Number of active customers per FTE that
performs the process "process customer credit"
10742 9.2.1 Process customer credit Supplemental 105472 Percentage of FTEs who perform the process
Information "process customer credit" who perform
management activities
10742 9.2.1 Process customer credit Supplemental 105948 Overhead and other cost to perform the process
Information "process customer credit" as a percentage of total
process cost
10742 9.2.1 Process customer credit Supplemental 105944 Outsourced cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 106075 Total cost to perform the process "process
Information customer credit" as a percentage of total order-to-
cash process cost
10742 9.2.1 Process customer credit Supplemental 105972 Systems cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 105959 Overhead cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 105939 Other cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10743 9.2.2 Invoice customer Additional 107436 Number of consolidated billing customers as a
Operational percentage of overall customers
Metrics
10743 9.2.2 Invoice customer Additional 107437 Revenue billed through consolidated billing as a
Operational percentage of annual sales
Metrics
10743 9.2.2 Invoice customer Cost Effectiveness 105486 Personnel cost to perform the process "invoice
customer" per process FTE
10743 9.2.2 Invoice customer Cost Effectiveness 105487 Overhead and other costs to perform the process
"invoice customers" per $100,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 105482 Total cost to perform the process "invoice
customer" per active customer
10743 9.2.2 Invoice customer Cost Effectiveness 105932 Other cost to perform the process "invoice
customer" per $100,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 105952 Overhead cost to perform the process "invoice
customer" per $100,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 103289 Systems cost to perform the process "invoice
customer" per $100,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 103694 Total cost to perform the process "invoice
customer" as a percentage of revenue
10743 9.2.2 Invoice customer Cost Effectiveness 103697 Total cost to perform the process "invoice
customer" per process FTE
10743 9.2.2 Invoice customer Cost Effectiveness 103699 Total cost to perform the process "invoice
customer" per $1 billion revenue
10743 9.2.2 Invoice customer Cost Effectiveness 103702 Total cost to perform the process "invoice
customer" per $1,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 103706 Total cost to perform the process "invoice
customer" per invoice line item processed
10743 9.2.2 Invoice customer Cost Effectiveness 103709 Total cost to perform the process "invoice
customer" per invoice processed
10743 9.2.2 Invoice customer Cost Effectiveness 102933 Personnel cost to perform the process "invoice
customer" per $1,000 revenue
10743 9.2.2 Invoice customer Cycle Time 100558 Cycle time in days between transmission of
invoice and shipment of goods or delivery of
services
10743 9.2.2 Invoice customer Cycle Time 100164 Cycle time in days to generate complete and
correct billing data
10743 9.2.2 Invoice customer Cycle Time 107427 Cycle time in days to perform the process
"invoice customers"
10743 9.2.2 Invoice customer Process Efficiency 101035 Number of FTEs that perform the process
"invoice customer" per $1 billion revenue
10743 9.2.2 Invoice customer Process Efficiency 102134 Percentage of invoice line items invoiced using
electronic or automatic methods
10743 9.2.2 Invoice customer Process Efficiency 102142 Percentage of invoice line items processed error
free the first time
10743 9.2.2 Invoice customer Process Efficiency 102161 Percentage of invoices automatically generated
based on event triggers
10743 9.2.2 Invoice customer Process Efficiency 107438 Weighted average days to bill cycle time
10743 9.2.2 Invoice customer Staff Productivity 101280 Number of invoice line items processed per FTE
that performs the process "invoice customer"
10743 9.2.2 Invoice customer Staff Productivity 105495 Number of updates to the customer master file
per FTE that performs the process "invoice
customer"
10743 9.2.2 Invoice customer Staff Productivity 105477 Number of active customers per FTE that
performs the process "invoice customer"
10743 9.2.2 Invoice customer Staff Productivity 101287 Number of invoices processed per FTE that
performs the process "invoice customer"
10743 9.2.2 Invoice customer Supplemental 102010 Percentage of total finance function FTEs
Information allocated to the process "invoice customer"
10743 9.2.2 Invoice customer Supplemental 101870 Percentage of billed/invoiced line items offering
Information a discount
10743 9.2.2 Invoice customer Supplemental 100230 Average number of line items per invoice
Information
10743 9.2.2 Invoice customer Supplemental 100387 Average value per line item billed
Information
10743 9.2.2 Invoice customer Supplemental 102157 Percentage of invoice line items that are
Information denominated in a foreign currency
10743 9.2.2 Invoice customer Supplemental 107439 Percentage of consolidated billing on a daily
Information schedule
10743 9.2.2 Invoice customer Supplemental 107440 Percentage of consolidated billing on a weekly
Information schedule
10743 9.2.2 Invoice customer Supplemental 107441 Percentage of consolidated billing on a monthly
Information schedule
10743 9.2.2 Invoice customer Supplemental 107442 Percentage of consolidated billing on a schedule
Information other than daily, weekly, or monthly
10743 9.2.2 Invoice customer Supplemental 105964 Personnel cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105947 Overhead and other cost to perform the process
Information "invoice customer" as a percentage of total
process cost
10743 9.2.2 Invoice customer Supplemental 105931 Other cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105969 Systems cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 106076 Total cost to perform the process "invoice
Information customers" as a percentage of total order-to-cash
process cost
10743 9.2.2 Invoice customer Supplemental 105951 Overhead cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105503 Percentage of billed/invoiced line items offering
Information a discount for which the discount is taken
10743 9.2.2 Invoice customer Supplemental 105489 Percentage of FTEs who perform the process
Information "invoice customer" who perform management
activities
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103005 Personnel cost to perform the process "process
accounts receivable (AR)" per process FTE
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103007 Personnel cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 101581 Outsourced cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103843 Total cost to perform the process "process
accounts receivable (AR)" as a percentage of
revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103845 Total cost to perform the process "process
accounts receivable (AR)" per $1 billion revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103846 Total cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103850 Total cost to perform the process "process
accounts receivable (AR)" per customer receipt
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105938 Other cost to perform the process "process
accounts receivable (AR)" per $100,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105958 Overhead cost to perform the process "process
accounts receivable (AR)" per $100,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105567 Overhead and other costs to perform the process
"process accounts receivable (AR)" per $100,000
revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105598 Total cost to perform the process "process
accounts receivable (AR)" per active customer
10744 9.2.3 Process accounts receivable (AR) Cycle Time 100178 Days sales outstanding
10744 9.2.3 Process accounts receivable (AR) Cycle Time 100581 Cycle time in days from transmission of invoice
to receipt of payment
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101109 Number of FTEs that perform the process
"process accounts receivable (AR)" per $1 billion
revenue
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 102152 Percentage of invoice line items paid in full the
first time
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 102463 Percentage of receipts automatically matched to
open items in the accounts receivable sub ledger
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101758 Percentage of total receipts that are processed
error free the first time
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101950 Percentage of receipts received electronically or
automatically
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 102264 Percentage of billed/invoiced line items paid on
time to the business entity
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 102286 Percentage of receipts received manually
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101656 Outstanding payment days as a proportion of
standard payment days
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 106143 Average annual sales order value for a brick-and-
mortar retail store
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 103167 Accounts receivable per $1,000 revenue
10744 9.2.3 Process accounts receivable (AR) Supplemental 102033 Percentage of total finance function FTEs
Information allocated to the process "process accounts
receivable (AR)"
10744 9.2.3 Process accounts receivable (AR) Supplemental 101278 Number of invoice line items per receipt
Information
10744 9.2.3 Process accounts receivable (AR) Supplemental 103004 Personnel cost to perform the process "process
Information accounts receivable (AR)" as a percentage of the
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 105586 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "apply cash remittances"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105587 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "establish accounts receivable
policies"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105588 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "post accounts receivable activity to
the general ledger"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105589 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "prepare accounts receivable reports"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105590 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "receive/deposit customer payments"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105566 Overhead and other costs to perform the process
Information "process accounts receivable (AR)" as a
percentage of total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 105561 Outsourced cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 103340 Systems cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 106077 Total cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total order-to-cash process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 106139 Average value of a retail e-commerce order
Information
10745 9.2.4 Manage and process collections Cost Effectiveness 103293 Systems cost to perform the process "manage and
process collections" per $100,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 104467 Total cost to perform the process "manage and
process collections" per customer receipt
10745 9.2.4 Manage and process collections Cost Effectiveness 105565 Overhead and other costs to perform the process
"manage and process collections" per $1,000
revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 105594 Personnel cost to perform the process "manage
and process collections" per process FTE
10745 9.2.4 Manage and process collections Cost Effectiveness 105956 Overhead cost to perform the process "manage
and process collections" per $100,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 105936 Other cost to perform the process "manage and
process collections" per $100,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 103717 Total cost to perform the process "manage and
process collections" per $1 billion revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 103718 Total cost to perform the process "manage and
process collections" per $1,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 103723 Total cost to perform the process "manage and
process collections" per active customer
10745 9.2.4 Manage and process collections Cost Effectiveness 103724 Total cost to perform the process "manage and
process collections" per process FTE
10745 9.2.4 Manage and process collections Cost Effectiveness 101563 Outsourced cost to perform the process "manage
and process collections" per $1,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 102940 Personnel cost to perform the process "manage
and process collections" per $1,000 revenue
10745 9.2.4 Manage and process collections Process Efficiency 105568 Percentage of active customers that are
delinquent at any time during the year
10745 9.2.4 Manage and process collections Process Efficiency 105436 Percentage of invoices billed to customers that
have credit terms
10745 9.2.4 Manage and process collections Process Efficiency 104166 Total uncollectable balances as a percentage of
revenue
10745 9.2.4 Manage and process collections Supplemental 105955 Overhead cost to perform the process "manage
Information and process collections" as a percentage of total
process cost
10745 9.2.4 Manage and process collections Supplemental 106078 Total cost to perform the process "manage and
Information process collections" as a percentage of total
order-to-cash process cost
10745 9.2.4 Manage and process collections Supplemental 105564 Overhead and other costs to perform the process
Information "manage and process collections" as a percentage
of total process cost
10745 9.2.4 Manage and process collections Supplemental 105593 Personnel cost to perform the process "manage
Information and process collections" as a percentage of total
process cost
10745 9.2.4 Manage and process collections Supplemental 105579 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
management activities
10745 9.2.4 Manage and process collections Supplemental 105580 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "analyze delinquent account
balances"
10745 9.2.4 Manage and process collections Supplemental 105581 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "correspond/negotiate with
delinquent accounts"
10745 9.2.4 Manage and process collections Supplemental 105582 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "discuss account resolution with
internal parties"
10745 9.2.4 Manage and process collections Supplemental 105584 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "process adjustments/write off
uncollectible balances"
10745 9.2.4 Manage and process collections Supplemental 105935 Other cost to perform the process "manage and
Information process collections" as a percentage of total
process cost
10745 9.2.4 Manage and process collections Supplemental 105560 Outsourced cost to perform the process "manage
Information and process collections" as a percentage of total
process cost
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 102937 Personnel cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 101562 Outsourced cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105954 Overhead cost to perform the process "manage
and process adjustments/deductions" per
$100,000 revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105934 Other cost to perform the process "manage and
process adjustments/deductions" per $100,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105595 Total cost to perform the process "manage and
process adjustments/deductions" per active
customer
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105596 Total cost to perform the process "manage and
process adjustments/deductions" per
adjustment/deduction
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105597 Total cost to perform the process "manage and
process adjustments/deductions" per process FTE
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105592 Personnel cost to perform the process "manage
and process adjustments/deductions" per process
FTE
10746 9.2.5 Manage and process adjustments/deductions Cycle Time 100628 Cycle time in days to resolve adjustments
10746 9.2.5 Manage and process adjustments/deductions Process Efficiency 101043 Number of FTEs that perform the process
"manage and process adjustments/deductions"
per $1 billion revenue
10746 9.2.5 Manage and process adjustments/deductions Staff Productivity 100880 Number of adjustments/deductions per FTE that
performs the process "manage and process
adjustments/deductions"
10746 9.2.5 Manage and process adjustments/deductions Staff Productivity 105985 Value of customer adjustments/deductions per
FTE that performs the process "manage and
process adjustments/deductions"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 102012 Percentage of total finance function FTEs
Information allocated to the process "manage and process
adjustments/deductions"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105559 Outsourced cost to perform the process "manage
Information and process adjustments/deductions" as a
percentage of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105591 Personnel cost to perform the process "manage
Information and process adjustments/deductions" as a
percentage of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105571 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "analyze adjustments"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105572 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "correspond/negotiate
with customer"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105573 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "discuss resolution with
internal parties"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105574 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "establish
policies/procedures for adjustments"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105575 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "prepare chargeback
invoices"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105933 Other cost to perform the process "manage and
Information process adjustments/deductions" as a percentage
of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105923 Maximum value of customer
Information adjustment/deduction that can be made without
approval
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105562 Overhead and other costs to perform the process
Information "manage and process adjustments/deductions" as
a percentage of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 106079 Total cost to perform the process "manage and
Information the process adjustments/deductions" as a
percentage of total order-to-cash process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105982 Value per adjustment/deduction processed
Information
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105970 Systems cost to perform the process "manage and
Information process adjustments/deductions" as a percentage
of total process cost
10747 9.3.1 Manage policies and procedures Cost Effectiveness 106289 Overhead cost to perform the process "manage
financial policies and procedures" per $1,000
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 103380 Systems cost to perform the process "manage
financial policies and procedures" per $100,000
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 104844 Total cost to perform the process "Manage
policies and procedures" per process FTE
10747 9.3.1 Manage policies and procedures Cost Effectiveness 104845 Personnel cost to perform the process "Manage
policies and procedures" per process FTE
10747 9.3.1 Manage policies and procedures Cost Effectiveness 103973 Total cost to perform the process "manage
financial policies and procedures" per $1,000
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 101593 Outsourced cost to perform the process "manage
policies and procedures" per $1,000 revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 103055 Personnel cost to perform the process "manage
financial policies and procedures" per $1,000
revenue
10747 9.3.1 Manage policies and procedures Supplemental 104846 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Manage
policies and procedures"
10747 9.3.1 Manage policies and procedures Supplemental 102015 Percentage of total finance function FTEs
Information allocated to the process "manage policies and
procedures"
10748 9.3.2 Perform general accounting Cost Effectiveness 106297 Overhead cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 106298 Other cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103056 Personnel cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103059 Personnel cost to perform the process "perform
general accounting" per process FTE
10748 9.3.2 Perform general accounting Cost Effectiveness 103976 Total cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103980 Total cost to perform the process "perform
general accounting" per journal entry line item
10748 9.3.2 Perform general accounting Cost Effectiveness 103983 Total cost to perform the process "perform
general accounting" per process FTE
10748 9.3.2 Perform general accounting Cost Effectiveness 103381 Systems cost to perform the process "perform
general accounting" per $100,000 revenue
10748 9.3.2 Perform general accounting Cycle Time 100625 Cycle time in days to produce period-end
management reports
10748 9.3.2 Perform general accounting Cycle Time 104615 Cycle time in days for finance shared services
center to complete the monthly financial close
10748 9.3.2 Perform general accounting Process Efficiency 101096 Number of FTEs that perform the process
"perform general accounting" per $1 billion
revenue
10748 9.3.2 Perform general accounting Process Efficiency 101753 Percentage change in business entity's gross
margin over the past three years
10748 9.3.2 Perform general accounting Process Efficiency 100848 Manual journal entry line item percentage
10748 9.3.2 Perform general accounting Process Efficiency 101765 Percentage of journal entry line items processed
error free the first time
10748 9.3.2 Perform general accounting Staff Productivity 101330 Number of journal entry line items per FTE that
performs the process "perform general
accounting"
10748 9.3.2 Perform general accounting Supplemental 101827 Percentage of accounts that are standard with the
Information business units reporting to your site
10748 9.3.2 Perform general accounting Supplemental 102025 Percentage of total finance function FTEs
Information allocated to the process "perform general
accounting"
10748 9.3.2 Perform general accounting Supplemental 100874 Number of accounts in the chart of accounts
Information
10748 9.3.2 Perform general accounting Supplemental 104847 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Perform
general accounting"
10748 9.3.2 Perform general accounting Supplemental 105992 Percentage of journal entry line items directly
Information linked from an internal/external system
10748 9.3.2 Perform general accounting Supplemental 105993 Percentage of journal entry line items that are
Information automated and recurring
10748 9.3.2 Perform general accounting Supplemental 105994 Percentage of journal entry line items sourced
Information through methods other than manual, direct link,
or automated entry
10748 9.3.2 Perform general accounting Supplemental 106299 Percentage of FTEs that perform the process
Information "perform general accounting" that perform
management activities
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 107411 Asset maintenance cost as a percentage of asset
value
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 107412 Asset maintenance cost as a percentage of asset
value measured 12 months ago
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 107413 Percentage change in asset maintenance cost over
the past 12 months attributed to AI
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 107285 Overhead and other costs to perform the process
"perform fixed-asset accounting" per $1,000
revenue
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 103329 Systems cost to perform the process "perform
fixed-asset accounting" per $100,000 revenue
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 104848 Personnel cost to perform the process "Perform
fixed-asset accounting" per process FTE
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 103223 Systems cost to perform the fixed assets cycle per
$100,000 revenue
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 103809 Total cost to perform the process "perform fixed-
asset accounting" per $1,000 revenue
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 103810 Total cost to perform the process "perform fixed-
asset accounting" per fixed asset transaction
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 103518 Total cost of repair and maintenance per $1,000
gross value of fixed assets
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 103547 Total cost to perform the fixed assets cycle per $1
billion revenue
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 103549 Total cost to perform the fixed assets cycle per
fixed assets cycle FTE
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 101573 Outsourced cost to perform the process "perform
fixed-asset accounting" per $1,000 revenue
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 100456 Total cost to perform the fixed assets cycle per
$1,000 revenue
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 102987 Personnel cost to perform the process "perform
fixed-asset accounting" per fixed asset
transaction
10749 9.3.4 Perform fixed-asset accounting Cycle Time 100591 Cycle time in days to capitalize a fixed asset
purchase
10749 9.3.4 Perform fixed-asset accounting Cycle Time 100592 Cycle time in days to close a capital project
10749 9.3.4 Perform fixed-asset accounting Cycle Time 100593 Cycle time in days to complete an approved
capital expenditure plan
10749 9.3.4 Perform fixed-asset accounting Process Efficiency 101091 Number of FTEs that perform the process
"perform fixed-asset accounting" per $1 billion
revenue
10749 9.3.4 Perform fixed-asset accounting Process Efficiency 101162 Number of FTEs that perform the fixed assets
cycle per $1 billion revenue
10749 9.3.4 Perform fixed-asset accounting Process Efficiency 101869 Percentage of approved capital projects
considered within or on budget for spending
10749 9.3.4 Perform fixed-asset accounting Process Efficiency 101902 Percentage of capital projects budgeted and
approved in the capital expenditure plan
10749 9.3.4 Perform fixed-asset accounting Process Efficiency 101903 Percentage of capital projects completed on time
10749 9.3.4 Perform fixed-asset accounting Process Efficiency 100734 Fixed asset turnover
10749 9.3.4 Perform fixed-asset accounting Process Efficiency 100307 Return on fixed assets
10749 9.3.4 Perform fixed-asset accounting Supplemental 102040 Percentage of total finance function FTEs
Information allocated to the fixed assets cycle
10749 9.3.4 Perform fixed-asset accounting Supplemental 102022 Percentage of total finance function FTEs
Information allocated to the process "perform fixed asset
accounting"
10749 9.3.4 Perform fixed-asset accounting Supplemental 100868 Net value of fixed assets as a percentage of gross
Information value of fixed assets
10749 9.3.4 Perform fixed-asset accounting Supplemental 100733 Fixed asset transactions resulting from physical
Information inventories as a percentage of total fixed asset
transactions
10749 9.3.4 Perform fixed-asset accounting Supplemental 107286 Overhead and other costs to perform the process
Information "perform fixed-asset accounting" as a percentage
of total process cost
10749 9.3.4 Perform fixed-asset accounting Supplemental 105125 Total value of Assets Under Management per
Information $1,000 revenue
10750 9.3.6 Perform financial reporting Cost Effectiveness 103061 Personnel cost to perform the process "perform
financial reporting" per $1,000 revenue
10750 9.3.6 Perform financial reporting Cost Effectiveness 101599 Outsourced cost to perform the process "perform
financial reporting" per $1,000 revenue
10750 9.3.6 Perform financial reporting Cost Effectiveness 103984 Total cost to perform the process "perform
financial reporting" per $1,000 revenue
10750 9.3.6 Perform financial reporting Cost Effectiveness 104851 Personnel cost to perform the process "Perform
financial reporting" per process FTE
10750 9.3.6 Perform financial reporting Cost Effectiveness 103383 Systems cost to perform the process "perform
financial reporting" per $100,000 revenue
10750 9.3.6 Perform financial reporting Cost Effectiveness 104469 Total cost to perform the process "perform
financial reporting" per process FTE
10750 9.3.6 Perform financial reporting Cycle Time 100594 Cycle time in days from producing annual flash
reports to completing consolidated annual
financial statements
10750 9.3.6 Perform financial reporting Supplemental 106309 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform
management activities
10750 9.3.6 Perform financial reporting Supplemental 102021 Percentage of total finance function FTEs
Information allocated to the process "perform financial
reporting"
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103325 Systems cost to perform the process "perform
capital planning and project approval" per
$100,000 revenue
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103801 Total cost to perform the process "perform
capital planning and project approval" per $1,000
revenue
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 101603 Outsourced cost to perform the process "perform
capital planning and project approval" per $1,000
revenue
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100008 Actual capital expenditure as a percentage of
budgeted capital expenditures for one year prior
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100010 Actual capital expenditure as a percentage of
budgeted capital expenditures for two years prior
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103064 Personnel cost to perform the process "perform
capital planning and project approval" per $1,000
revenue
10751 9.4.1 Perform capital planning and project approval Cycle Time 100586 Cycle time in days to approve a capital project
10751 9.4.1 Perform capital planning and project approval Process Efficiency 100009 Actual capital expenditure as a percentage of
budgeted capital expenditures for the most recent
year
10751 9.4.1 Perform capital planning and project approval Process Efficiency 101086 Number of FTEs that perform the process
"perform capital planning and project approval"
per $1 billion revenue
10751 9.4.1 Perform capital planning and project approval Process Efficiency 105133 Number of approved capital projects per FTE that
performs the process "perform capital planning
and project approval"
10751 9.4.1 Perform capital planning and project approval Supplemental 102019 Percentage of total finance function FTEs
Information allocated to the process "perform capital planning
and project approval"
10752 9.4.2 Perform capital project accounting Cost Effectiveness 102993 Personnel cost to perform the process "perform
capital project accounting" per $1,000 revenue
10752 9.4.2 Perform capital project accounting Cost Effectiveness 101577 Outsourced cost to perform the process "perform
capital project accounting" per $1,000 revenue
10752 9.4.2 Perform capital project accounting Cost Effectiveness 103817 Total cost to perform the process "perform
capital project accounting" per $1,000 revenue
10752 9.4.2 Perform capital project accounting Cost Effectiveness 103818 Total cost of the process "perform capital project
accounting" per approved capital project
10752 9.4.2 Perform capital project accounting Cost Effectiveness 103332 Systems cost to perform the process "perform
capital project accounting" per $100,000 revenue
10752 9.4.2 Perform capital project accounting Cost Effectiveness 104470 Total cost to perform the process "perform
capital project accounting" per process FTE
10752 9.4.2 Perform capital project accounting Process Efficiency 101088 Number of FTEs that perform the process
"perform capital project accounting" per $1
billion revenue
10752 9.4.2 Perform capital project accounting Process Efficiency 100896 Number of capital projects not budgeted as a
percentage of approved projects
10752 9.4.2 Perform capital project accounting Supplemental 102020 Percentage of total finance function FTEs
Information allocated to the process "perform capital project
accounting"
10753 9.5.1 Report time Cost Effectiveness 105252 Outsourced cost to perform the process "report
time" per employee paid
10753 9.5.1 Report time Cost Effectiveness 105253 Overhead and other costs to perform the process
"report time" per employee paid
10753 9.5.1 Report time Cost Effectiveness 105254 Overhead and other costs to perform the process
"report time" per $1,000 revenue
10753 9.5.1 Report time Cost Effectiveness 106166 Systems cost to perform the process "report time"
per $100,000 revenue
10753 9.5.1 Report time Cost Effectiveness 103023 Personnel cost to perform the process "report
time" per employee paid
10753 9.5.1 Report time Cost Effectiveness 103887 Total cost to perform the process "report time"
per $1,000 revenue
10753 9.5.1 Report time Cost Effectiveness 103890 Total cost to perform the process "report time"
per employee paid
10753 9.5.1 Report time Cost Effectiveness 103892 Total cost to perform the process "report time"
per time record processed
10753 9.5.1 Report time Cost Effectiveness 101604 Outsourced cost to perform the process "report
time" per $1,000 revenue
10753 9.5.1 Report time Cycle Time 100540 Cycle time in business days to process time
record data and enter into payroll system
10753 9.5.1 Report time Process Efficiency 101130 Number of FTEs that perform the process "report
time" per $1 billion revenue
10753 9.5.1 Report time Process Efficiency 101134 Number of FTEs that perform the process "report
time" per 1,000 employees paid
10753 9.5.1 Report time Process Efficiency 104487 Percentage of time records that are submitted
electronically
10753 9.5.1 Report time Process Efficiency 104488 Percentage of time records that are entered
manually into the payroll system
10753 9.5.1 Report time Supplemental 102389 Percentage of total FTEs that perform the process
Information group "process payroll" that perform the process
"report time"
10754 9.5.2 Manage pay Cost Effectiveness 101602 Outsourced cost to perform the process "manage
pay" per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 102956 Personnel cost to perform the process "manage
pay" per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 102957 Personnel cost to perform the process "manage
pay" per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 103736 Total cost to perform the process "manage pay"
per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 105255 Overhead and other costs to perform the process
"manage pay" per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 105256 Overhead and other costs to perform the process
"manage pay" per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 105257 Outsourced cost to perform the process "manage
pay" per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 103304 Systems cost to perform the process "manage
pay" per employee paid
10754 9.5.2 Manage pay Cycle Time 100546 Cycle time in business days to remove a
terminated employee from the payroll system
10754 9.5.2 Manage pay Cycle Time 100549 Cycle time in business days to resolve a payroll
error
10754 9.5.2 Manage pay Cycle Time 100529 Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date
10754 9.5.2 Manage pay Cycle Time 100532 Cycle time in business days from HR/benefits
system cut-off until payroll system cut-off date
10754 9.5.2 Manage pay Cycle Time 100536 Cycle time in business days from the payroll
system cut-off date until payroll transmit date
10754 9.5.2 Manage pay Process Efficiency 101373 Number of payroll-related inquiries as a
percentage of payroll disbursements
10754 9.5.2 Manage pay Process Efficiency 101429 Number of voided checks/payments as a
percentage of payroll disbursements
10754 9.5.2 Manage pay Process Efficiency 101739 Payment errors as a percentage of total payroll
disbursements
10754 9.5.2 Manage pay Process Efficiency 101057 Number of FTEs that perform the process
"manage pay" per $1 billion revenue
10754 9.5.2 Manage pay Process Efficiency 101061 Number of FTEs that perform the process
"manage pay" per 1,000 employees paid
10754 9.5.2 Manage pay Process Efficiency 101958 Percentage of employees receiving payroll
disbursements via direct deposit
10754 9.5.2 Manage pay Process Efficiency 102380 Percentage of payroll disbursements that are
manual checks/payments
10754 9.5.2 Manage pay Process Efficiency 102383 Percentage of payroll disbursements that include
retroactive pay adjustments
10754 9.5.2 Manage pay Staff Productivity 101370 Number of payroll disbursements processed per
FTE that performs the process "manage pay"
10754 9.5.2 Manage pay Supplemental 102385 Percentage of total FTEs that perform the process
Information group "process payroll" that perform the process
"manage pay"
10754 9.5.2 Manage pay Supplemental 100390 Business days the HR/Benefits system is open for
Information employee data changes, new hires and
termination during payroll period
10754 9.5.2 Manage pay Supplemental 102014 Percentage of total finance function FTEs
Information allocated to the process "manage pay"
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103349 Systems cost to perform the process "process
payroll taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105269 Outsourced cost to perform the process "process
payroll taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105272 Overhead and other costs to perform the process
"process payroll taxes" per $1,000 revenue
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 106168 Systems cost to perform the process "process
payroll taxes" per $100,000 revenue
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103883 Total cost to perform the process "process payroll
taxes" per $1,000 revenue
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103885 Total cost to perform the process "process payroll
taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103019 Personnel cost to perform the process "process
payroll taxes" per $1,000 revenue
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 101605 Outsourced cost to perform the process "process
payroll taxes" per $1,000 revenue
10755 9.5.3 Manage and process payroll taxes Cycle Time 100534 Cycle time in business days from notification of
required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101120 Number of FTEs that perform the process
"process payroll taxes" per $1 billion revenue
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101128 Number of FTEs that perform the process
"process payroll taxes" per 1,000 employees paid
10755 9.5.3 Manage and process payroll taxes Supplemental 102007 Percentage of total finance function FTEs
Information allocated to the process "process payroll taxes"
10755 9.5.3 Manage and process payroll taxes Supplemental 102387 Percentage of total FTEs that perform the process
Information group "process payroll" that perform the process
"process payroll taxes"
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 101580 Outsourced cost to perform the process "process
accounts payable (AP)" per $1,000 revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 102997 Personnel cost to perform the process "process
accounts payable (AP)" per process FTE
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 102999 Personnel cost to perform the process "process
accounts payable (AP)" per $1,000 purchases
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103001 Personnel cost to perform the process "process
accounts payable (AP)" per $1,000 revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103825 Total cost to perform the process "process
accounts payable (AP)" as a percentage of
revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103826 Total cost to perform the process "process
accounts payable (AP)" per process FTE
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103827 Total cost to perform the process "process
accounts payable (AP)" per $1 billion revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103828 Total cost to perform the process "process
accounts payable" per $1,000 purchases
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103831 Total cost to perform the process "process
accounts payable (AP)" per $1,000 revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103835 Total cost to perform the process "process
accounts payable (AP)" per
disbursement/payment
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103838 Total cost to perform the process "process
accounts payable (AP)" per invoice line item
processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105893 Total cost to perform the process "process
accounts payable (AP)" as percentage of selling,
general, and administrative (SGA) costs
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105909 Personnel cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105910 Systems cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105911 Overhead cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105912 Outsourced cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105913 Other cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105043 Total cost to perform the process "process
accounts payable" per thousand barrel of oil
equivalent (BOE)
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105044 Total cost to perform the process "process
accounts payable" per gross operated producing
well
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105045 Total cost to perform the process "process
accounts payable" per mile of pipe
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105022 Total value of purchases per barrel throughput
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 104204 Value of purchases (in millions) per FTE that
performs the process "process accounts payable
(AP)"
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103336 Systems cost to perform the process "process
accounts payable (AP)" per $100,000 purchases
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103338 Systems cost to perform the process "process
accounts payable (AP)" per $100,000 revenue
10756 9.6.1 Process accounts payable (AP) Cycle Time 100575 Cycle time in days from receipt of invoice until
payment is transmitted
10756 9.6.1 Process accounts payable (AP) Cycle Time 100154 Cycle time in days from receipt of invoice until
approved and scheduled for payment
10756 9.6.1 Process accounts payable (AP) Cycle Time 100632 Cycle time in days to resolve an invoice error
10756 9.6.1 Process accounts payable (AP) Cycle Time 100636 Cycle time in hours to enter invoice data into the
system
10756 9.6.1 Process accounts payable (AP) Cycle Time 104923 Average cycle time (in calendar days) from the
first time an invoice is blocked/parked to the final
time the invoice in unblocked/unparked
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101738 Payables outstanding per $1,000 revenue
10756 9.6.1 Process accounts payable (AP) Process Efficiency 104301 Number of FTEs that perform the process
"process accounts payable (AP)" per $1 billion
purchases
10756 9.6.1 Process accounts payable (AP) Process Efficiency 107243 Days payables outstanding in intercompany
accounts payable (AP)
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105908 Total annual number of updates to the vendor
master file per FTE that performs the process
"process accounts payable"
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105039 Number of FTEs who perform the process
"process accounts payable" per million barrel of
oil equivalent (BOE) net production
10756 9.6.1 Process accounts payable (AP) Staff Productivity 101290 Number of invoices processed per FTE that
performs the process "process accounts payable
(AP)"
10756 9.6.1 Process accounts payable (AP) Supplemental 102032 Percentage of total finance function FTEs
Information allocated to the process "process accounts
payable"
10756 9.6.1 Process accounts payable (AP) Supplemental 103335 Systems cost to perform the process "process
Information accounts payable" as a percentage of the total
cost of the process
10756 9.6.1 Process accounts payable (AP) Supplemental 102996 Personnel cost to perform the process "Process
Information accounts payable" as a percentage of total process
cost
10756 9.6.1 Process accounts payable (AP) Supplemental 101285 Number of invoiced line items per $1,000
Information purchases
10756 9.6.1 Process accounts payable (AP) Supplemental 107207 Number of payables invoices processed per $1
Information million revenue
10756 9.6.1 Process accounts payable (AP) Supplemental 104924 Percentage of invoices processed through self-
Information invoicing
10756 9.6.1 Process accounts payable (AP) Supplemental 104928 Payments sent to vendors through e-Payable as a
Information percentage of the total number of payments sent
10756 9.6.1 Process accounts payable (AP) Supplemental 104929 Payments sent to vendors through other methods
Information as a percentage of the total number of payments
sent
10756 9.6.1 Process accounts payable (AP) Supplemental 104922 Percentage of invoices paid on time
Information
10756 9.6.1 Process accounts payable (AP) Supplemental 104612 Outsourced cost to perform the process "Process
Information accounts payable" as a percentage of the total
cost of the process
10756 9.6.1 Process accounts payable (AP) Supplemental 104605 Overhead and other cost to perform the process
Information "Process accounts payable" as a percentage of the
total cost of the process
10756 9.6.1 Process accounts payable (AP) Supplemental 105880 Percentage of FTEs that perform the process
Information "process accounts payable" that perform
management activities
10756 9.6.1 Process accounts payable (AP) Supplemental 105434 Number of invoices processed per $1,000 of
Information purchases
10757 9.6.2 Process expense reimbursements Cost Effectiveness 104606 Personnel cost of the process "process expense
reimbursements" per $100,000 of T&E
expenditures
10757 9.6.2 Process expense reimbursements Cost Effectiveness 104607 Systems cost of the process "process expense
reimbursements" per $100,000 of T&E
expenditures
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105915 Personnel cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105916 Systems cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105917 Overhead cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105918 Outsourced cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105919 Other cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105894 Total cost to perform the process "process
expense reimbursements" as percentage of
selling, general, and administrative (SGA) costs
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105922 Overhead and other cost to perform the process
"process expense reimbursements" per T&E
disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103865 Total cost to perform the process "process
expense reimbursements" per $1 billion revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103866 Total cost to perform the process "Process
expense reimbursements" per $1,000 of T&E
expenditures
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103869 Total cost to perform the process "process
expense reimbursements" per $1,000 revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103873 Total cost to perform the process "process
expense reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103013 Personnel cost to perform the process "process
expense reimbursements" per $1,000 revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 102850 Personnel cost to perform the process "process
expense reimbursements" per process FTE
10757 9.6.2 Process expense reimbursements Cost Effectiveness 101583 Outsourced cost to perform the process "process
expense reimbursements" per $1,000 revenue
10757 9.6.2 Process expense reimbursements Cycle Time 100587 Cycle time in days to approve and schedule T&E
reimbursements
10757 9.6.2 Process expense reimbursements Process Efficiency 101119 Number of FTEs that perform the process
"process expense reimbursements" per $1 billion
revenue
10757 9.6.2 Process expense reimbursements Process Efficiency 102650 Percentage of total T&E expenditures made using
cash advances
10757 9.6.2 Process expense reimbursements Staff Productivity 100952 Number of expense report line items per FTE that
performs the process "process expense
reimbursements"
10757 9.6.2 Process expense reimbursements Staff Productivity 101419 Number of T&E disbursements per "process
expense reimbursements" FTE
10757 9.6.2 Process expense reimbursements Supplemental 102035 Percentage of total finance function FTEs
Information allocated to the process "process expense
reimbursements"
10757 9.6.2 Process expense reimbursements Supplemental 100955 Number of expense report line items per $1,000
Information T&E expenditure
10757 9.6.2 Process expense reimbursements Supplemental 105874 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
management activities
10757 9.6.2 Process expense reimbursements Supplemental 104608 Personnel cost of the process "Process expense
Information reimbursements" as a percentage of total cost for
the process
10757 9.6.2 Process expense reimbursements Supplemental 104609 Systems cost to perform the process "Process
Information expense reimbursements" as a percentage of the
total cost of the process
10757 9.6.2 Process expense reimbursements Supplemental 104611 Outsourced cost to perform the process "Process
Information expense reimbursements" as a percentage of the
total cost of the process
10758 9.7.1 Manage treasury policies and procedures Process Efficiency 106503 Days cash on hand
10759 9.7.2 Manage cash Cost Effectiveness 104814 Total cost of the process group "manage treasury
operations" per bank used in cash collection
network
10759 9.7.2 Manage cash Cost Effectiveness 104815 Total cost of the process group "Manage treasury
operations" per bank used in cash disbursement
network
10759 9.7.2 Manage cash Cycle Time 100171 Cycle time in hours to initiate, approve, and
dispatch a wire transfer
10759 9.7.2 Manage cash Cycle Time 100175 Cycle time in hours to reconcile a single bank
account
10759 9.7.2 Manage cash Cycle Time 105533 Average cycle time in hours to develop a short-
term cash flow forecast
10759 9.7.2 Manage cash Cycle Time 105534 Average cycle time in hours for the organization
to concentrate/physically pool cash and establish
a daily cash position
10759 9.7.2 Manage cash Cycle Time 104809 Cycle time in days to refresh the cash flow
forecast
10759 9.7.2 Manage cash Process Efficiency 104819 Number of banks used in cash disbursement
network per $1 billion revenue
10759 9.7.2 Manage cash Staff Productivity 104810 Number of banks used in cash collection network
per FTE that performs the process group "manage
treasury operations"
10759 9.7.2 Manage cash Staff Productivity 104811 Number of banks used in cash disbursement
network per FTE that performs the process group
"Manage treasury operations"
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 101554 Outsourced cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 102918 Personnel cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 103161 Risk assessment cost as a percentage of total cost
procedures to perform the process "establish internal
controls, policies, and procedures"
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 103280 Systems cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$100,000 revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 103673 Total cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue
10762 9.8.1 Establish internal controls, policies, and Supplemental 102312 Percentage of officers/employees on the audit
procedures Information committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102313 Percentage of officers/employees on the
procedures Information compensation committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102314 Percentage of officers/employees on the
procedures Information governance committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102372 Percentage of other non-independent members on
procedures Information the audit committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102374 Percentage of other non-independent members on
procedures Information the governance committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102006 Percentage of total finance function FTEs
procedures Information allocated to the process "establish internal
controls, policies, and procedures"
10762 9.8.1 Establish internal controls, policies, and Supplemental 102112 Percentage of independent members on the audit
procedures Information committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102113 Percentage of independent members on the
procedures Information compensation committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102115 Percentage of independent, outside directors on
procedures Information the board
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103766 Total cost to perform the process "operate
internal controls policies and procedures controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 102969 Personnel cost to perform the process "operate
internal controls policies and procedures controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 101568 Outsourced cost to perform the process "operate
internal controls policies and procedures controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103315 Systems cost to perform the process "operate
internal controls policies and procedures controls and monitor compliance with internal
controls policies and procedures" per $100,000
revenue
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100140 Cycle time in calendar days (including weekends)
internal controls policies and procedures from identification of change in risk until
changes to risk management policies and
procedures are completed and ready for
deployment/communication/implementation by
the business entity
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100148 Cycle time in days from reporting of a control
internal controls policies and procedures violation until investigation is completed and
remediation steps/control changes are developed
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100608 Cycle time in days to deploy change in enabling
internal controls policies and procedures technology
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101375 Number of primary controls per 1,000 employees
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101070 Number of FTEs that perform the process
internal controls policies and procedures "operate controls and monitor compliance with
internal controls policies and procedures" per $1
billion revenue
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 100899 Number of control violations per 1,000 business
internal controls policies and procedures entity employees
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101424 Number of times last year employees used
internal controls policies and procedures existing communication channels to report
suspected improprieties per 1,000 employees
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 102392 Percentage of primary controls that are
internal controls policies and procedures automated
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102016 Percentage of total finance function FTEs
internal controls policies and procedures Information allocated to the process "operate controls and
monitor compliance with internal controls
policies and procedures"
10763 9.8.2 Operate controls and monitor compliance with Supplemental 103173 Self assessments as a percentage of risk
internal controls policies and procedures Information assessment cost
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102398 Percentage of primary controls that are detective
internal controls policies and procedures Information in nature
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102401 Percentage of primary controls that are
internal controls policies and procedures Information preventive in nature
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 103347 Systems cost to perform the process "report on
internal controls compliance" per $100,000
revenue
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 101584 Outsourced cost to perform the process "report on
internal controls compliance" per $1,000 revenue
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 103016 Personnel cost to perform the process "report on
internal controls compliance" per $1,000 revenue
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 103879 Total cost to perform the process "report on
internal controls compliance" per $1,000 revenue
10764 9.8.3 Report on internal controls compliance Process Efficiency 102391 Previously identified control violations as a
percentage of total control violations
10764 9.8.3 Report on internal controls compliance Process Efficiency 101125 Number of FTEs that perform the process "report
on internal controls compliance" per $1 billion
revenue
10764 9.8.3 Report on internal controls compliance Supplemental 100770 Independent internal resources as a percentage of
Information risk assessment cost
10764 9.8.3 Report on internal controls compliance Supplemental 101459 Other as a percentage of risk assessment cost
Information
10766 9.9.2 Process taxes Supplemental 105544 Ratio of tax strategy to tax filing staff at the
Information finance shared services center
10769 9.10.3 Monitor currency exposure/hedge currency Process Efficiency 107284 Percentage of daily cash balances versus forecast
10789 9.2.1.1 Establish credit policies Supplemental 105473 Percentage of FTEs who perform the process
Information "process customer credit" who establish credit
policies
10789 9.2.1.1 Establish credit policies Supplemental 105437 Maximum value of credit that can be extended to
Information new customers without approval
10789 9.2.1.1 Establish credit policies Supplemental 105438 Maximum value of credit that can be extended to
Information existing customers without approval
10790 9.2.1.2 Analyze/Approve new account applications Supplemental 105474 Percentage of FTEs who perform the process
Information "process customer credit" who analyze/approve
new account applications
10791 9.2.1.5 Review existing accounts Supplemental 105475 Percentage of FTEs who perform the process
Information "process customer credit" who review existing
accounts
10792 9.2.1.6 Produce credit/collection reports Supplemental 105476 Percentage of FTEs who perform the process
Information "process customer credit" who produce
credit/collection reports
10794 9.2.2.1 Maintain customer/product master files Supplemental 105490 Percentage of FTEs who perform the process
Information "invoice customer" who maintain
customer/product master files
10795 9.2.2.2 Generate customer billing data Supplemental 105491 Percentage of FTEs who perform the process
Information "invoice customer" who generate customer
billing data
10796 9.2.2.3 Transmit billing data to customers Supplemental 105492 Percentage of FTEs who perform the process
Information "invoice customer" who transmit billing data to
customers
10797 9.2.2.4 Post receivable entries Supplemental 105493 Percentage of FTEs who perform the process
Information "invoice customer" who post accounts receivable
entries
10798 9.2.2.5 Resolve customer billing inquiries Supplemental 105494 Percentage of FTEs who perform the process
Information "invoice customer" who resolve customer billing
inquiries
10808 9.2.4.5 Process adjustments/write off balances Supplemental 105555 Maximum value of uncollectable balance that can
Information be written off without approval
10816 9.3.1.2 Establish accounting policies Supplemental 106293 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "establish accounting
policies"
10817 9.3.1.4 Set and enforce approval limits Supplemental 106295 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "set and enforce approval
limits"
10818 9.3.1.5 Establish common financial systems Supplemental 106296 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "establish common financial
systems"
10819 9.3.2.1 Maintain chart of accounts Supplemental 106300 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "maintain chart of accounts"
10820 9.3.2.2 Process journal entries Supplemental 106301 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "process journal entries"
10820 9.3.2.2 Process journal entries Supplemental 106324 Percentage of journal entry line items that are
Information intercompany
10820 9.3.2.2 Process journal entries Supplemental 106325 Percentage of journal entry line items that are
Information corrective/adjusting
10820 9.3.2.2 Process journal entries Supplemental 106326 Percentage of journal entry line items that are
Information first time/originating
10822 9.3.2.5 Process period end adjustments Supplemental 106303 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "process period end adjustments"
10822 9.3.2.5 Process period end adjustments Supplemental 106332 Percentage of total accruals generated using a
Information fully automated method
10822 9.3.2.5 Process period end adjustments Supplemental 106333 Percentage of total accruals generated using a
Information fully manual method
10822 9.3.2.5 Process period end adjustments Supplemental 106334 Percentage of total accruals generated using both
Information automation and manual methods
10823 9.3.2.4 Post and reconcile intercompany transactions Supplemental 106304 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "post and reconcile intercompany
transactions"
10823 9.3.2.4 Post and reconcile intercompany transactions Supplemental 106328 Number of intercompany transactions per
Information business unit supported
10823 9.3.2.4 Post and reconcile intercompany transactions Supplemental 106329 Percentage of intercompany transactions
Information processed using a fully automated method
10823 9.3.2.4 Post and reconcile intercompany transactions Supplemental 106330 Percentage of intercompany transactions
Information processed using a fully manual method
10823 9.3.2.4 Post and reconcile intercompany transactions Supplemental 106331 Percentage of intercompany transactions
Information processed using both automation and manual
methods
10825 9.3.2.7 Perform consolidations and process eliminations Supplemental 106306 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "perform consolidations and process
eliminations"
10826 9.3.2.8 Prepare trial balance Supplemental 106307 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "prepare trial balance"
10827 9.3.2.9 Prepare and post management adjustments Supplemental 106308 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "prepare and post management
adjustments"
10831 9.3.4.4 Process and record fixed-asset adjustments, Process Efficiency 107283 Percentage of fixed asset transactions handled
enhancements, revaluations, and transfers automatically without human intervention
10837 9.3.6.1 Prepare business unit financial statements Supplemental 106310 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "prepare business unit financial
statements"
10838 9.3.6.2 Prepare consolidated financial statements Supplemental 106311 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "prepare consolidated financial
statements"
10840 9.3.6.4 Perform consolidated reporting/review of cost Supplemental 106313 Percentage of FTEs that perform the process
management reports Information "perform financial reporting" that perform the
activity "perform consolidated reporting/review
of cost management reports"
10841 9.3.6.5 Prepare statements for board review Supplemental 106314 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "prepare statements for board review"
10842 9.3.6.6 Produce quarterly/annual filings and shareholder Supplemental 106315 Percentage of FTEs that perform the process
reports Information "perform financial reporting" that perform the
activity "produce quarterly/annual filings and
shareholder reports"
10843 9.3.6.7 Produce regulatory reports Supplemental 106316 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "produce regulatory reports"
10869 9.6.1.1 Verify AP pay file with purchase order vendor Supplemental 105881 Percentage of FTEs that perform the process
master file Information "process accounts payable" that perform the
activity "verify AP pay file with purchase order
vendor master file"
10870 9.6.1.2 Maintain/manage electronic commerce Supplemental 105882 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "maintain/manage electronic commerce"
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105895 Percentage of invoice line items which are
Information entered into the financial system via Electronic
Data Interchange (EDI)
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105896 Percentage of invoice line items which are
Information scanned into the financial system
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105897 Percentage of invoice line items which are
Information entered into the financial system via some other
method than manual entry, scanning, or EDI
10872 9.6.1.4 Approve payments Supplemental 105898 Percentage of invoice line items approved by
Information two-way matching
10872 9.6.1.4 Approve payments Supplemental 105899 Percentage of invoice line items approved by
Information three-way matching
10872 9.6.1.4 Approve payments Supplemental 105900 Percentage of invoice line items approved by pre-
Information approved procurement card
10872 9.6.1.4 Approve payments Supplemental 105901 Percentage of invoice line items approved by pre-
Information approved blanket codes
10872 9.6.1.4 Approve payments Supplemental 105902 Percentage of invoice line items approved by
Information evaluated (automatic) receipt settlement
10872 9.6.1.4 Approve payments Supplemental 105903 Percentage of invoice line items approved by
Information replenishment/vendor managed inventory
10872 9.6.1.4 Approve payments Supplemental 105904 Percentage of invoice line items approved by a
Information method other than matching, procurement card,
blanket codes, auto receipt settlement, or VMI
10872 9.6.1.4 Approve payments Supplemental 105884 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "approve payments"
10874 9.6.1.6 Process payables taxes Supplemental 105886 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "process payroll taxes"
10875 9.6.1.7 Research/Resolve payable exceptions Cycle Time 105906 Average elapsed time in calendar days (including
weekends) from the time when a disbursement
error is identified to the time it is fully resolved
10875 9.6.1.7 Research/Resolve payable exceptions Supplemental 105887 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "research/resolve payroll exceptions"
10876 9.6.1.8 Process payments Process Efficiency 104604 Percentage of disbursements submitted
electronically
10876 9.6.1.8 Process payments Process Efficiency 105905 Percentage of total annual number of
disbursements processed which are duplicate or
erroneous payments
10876 9.6.1.8 Process payments Supplemental 105888 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "process payments"
10877 9.6.1.9 Respond to AP inquiries Staff Productivity 105907 Total annual number of vendor inquiries received
by the business entity per FTE dedicated to the
process "process accounts payable" that performs
the activity "respond to AP inquiries"
10878 9.6.1.10 Retain records Supplemental 105890 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "retain records"
10879 9.6.1.11 Adjust accounting records Supplemental 105891 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "adjust accounting records"
10880 9.6.2.1 Establish and communicate expense Supplemental 105875 Percentage of FTEs that perform the process
reimbursement policies and approval limits Information "process expense reimbursements" that perform
the activity "establish and communicate expense
reimbursement policies and approval limits"
10881 9.6.2.2 Capture and report relevant tax data Supplemental 105876 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
the activity "capture and report relevant tax data"
10882 9.6.2.3 Approve reimbursements and advances Supplemental 105877 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
the activity "approve reimbursements and
advances"
10883 9.6.2.4 Process reimbursements and advances Supplemental 105878 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
the activity "process reimbursements and
advances"
10940 10.4 Dispose of assets Supplemental 106154 Total square feet of all retail store space disposed
Information as a percentage of retail store space available
10943 10.1.2 Plan facility Cost Effectiveness 106155 Average annual build cost per square feet for new
retail stores and warehouses
10955 10.1.1.1 Confirm alignment of property requirements with Cost Effectiveness 106152 Total annual retail real estate cost as a percentage
business strategy of direct retail sales revenue, excluding
franchisee commission
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106542 Total number of compliance and ethics services
FTEs per $1 billion revenue
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106543 Total cost to perform the compliance and ethics
services function as a percentage of selling,
general, and administrative cost (SG&A)
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106544 Total cost to perform the compliance and ethics
services function as a percentage of revenue
11013 12.4 Manage legal and ethical issues Supplemental 106537 Percentage of legal services FTEs that perform
Information the process "manage corporate compliance and
ethics program”
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106337 Total cost, excluding overhead cost, for the
management (KM) capability business entity's knowledge management
program per business entity employee
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106104 Total cost, excluding overhead cost, for the
management (KM) capability business entity's knowledge management
program per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106106 Personnel (staff) costs directly associated with
management (KM) capability leading, managing, and supporting the KM
program, initiative, or service per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106107 Personnel (contractor) costs directly associated
management (KM) capability with leading, managing, and supporting the KM
program, initiative, or service per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106108 External/outsourcing costs directly associated
management (KM) capability with leading, managing, and supporting the KM
program, initiative, or service per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106109 Systems costs for KM applications, platforms,
management (KM) capability and related technology per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106110 Costs for KM meetings, events, marketing, and
management (KM) capability training per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106111 KM costs other than personnel for staff and
management (KM) capability contractor personnel, outsourcing, systems,
meetings, events, marketing, and training per
$1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106112 Funding for KM program, initiative, or service
management (KM) capability from central/enterprise funding source per $1,000
revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106114 Funding for KM program, initiative, or service
management (KM) capability from sources other than central/enterprise
funding source or allocations from business units,
functions, or groups leveraging KM services per
$1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106105 Number of FTEs that directly support business
management (KM) capability entity's knowledge management program per $1
billion revenue
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106086 Percentage of KM applications, platforms, or
management (KM) capability technologies hosted in the cloud
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106087 Percentage of KM applications, platforms, or
management (KM) capability technologies hosted on-premises
11073 13.5 Develop and manage enterprise-wide knowledge Staff Productivity 106117 Percentage of business entity FTEs that directly
management (KM) capability support business entity's knowledge management
program
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106088 Percentage of funding for KM applications,
management (KM) capability Information platforms, or technologies from the KM program,
initiative, or service
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106089 Percentage of funding for KM applications,
management (KM) capability Information platforms, or technologies from the IT
group/function
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106098 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to external/outsourcing costs directly
associated with KM
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106100 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to KM meetings, events, marketing, and
training
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106101 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to other KM costs
11096 13.5.2 Assess KM capabilities Process Efficiency 106102 Percentage of business entity employees that
participate in approaches and activities included
in KM program, initiative, or service
11096 13.5.2 Assess KM capabilities Process Efficiency 106103 Ratio of estimated business value generated by
KM program, initiative, or service to cost for
knowledge management program, initiative, or
service
11096 13.5.2 Assess KM capabilities Process Efficiency 106115 Number of business entity employees that
participate in approaches and activities included
in KM program, initiative, or service per $1
billion revenue
11096 13.5.2 Assess KM capabilities Process Efficiency 106116 Estimated business value generated by KM
program, initiative, or service per $1,000 revenue
11096 13.5.2 Assess KM capabilities Process Efficiency 106335 Estimated business value generated by KM
program, initiative, or service per FTE that
directly supports the business entity's knowledge
management program
11185 11.3 Manage remediation efforts Additional 107321 Near miss correction rate
Operational
Metrics
11208 9.7.5 Monitor and execute risk and hedging Cost Effectiveness 104817 Total cost of the process group "Manage treasury
transactions operations" per foreign currency involved in
foreign exchange hedging program
11208 9.7.5 Monitor and execute risk and hedging Staff Productivity 104821 Number of foreign currencies involved in foreign
transactions exchange hedging program per $1 billion revenue
11208 9.7.5 Monitor and execute risk and hedging Staff Productivity 104813 Number of foreign currencies involved in foreign
transactions exchange hedging program per FTE that
performs the process group "Manage treasury
operations"
11216 11.4 Manage business resiliency Cost Effectiveness 103295 Systems cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 103725 Total cost to perform the process "manage
business resiliency and risk", including
depreciation/amortization, per $1,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 102943 Personnel cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $1,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 101697 Overhead cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 101622 Outsourced cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 106427 Total cost to perform the process group "manage
business resiliency and risk", including
depreciation/amortization, per process FTE
11216 11.4 Manage business resiliency Cycle Time 103439 Time in weeks to complete projects that address
an identified business exposure or opportunity
(less than 20 percent of total annual revenue)
11216 11.4 Manage business resiliency Cycle Time 103443 Time in weeks to complete projects that address
an identified business exposure or opportunity
(between 20 and 40 percent of total annual
revenue)
11216 11.4 Manage business resiliency Cycle Time 103447 Time in weeks to complete projects that address
an identified business exposure or opportunity
(between 40 and 60 percent of total annual
revenue)
11216 11.4 Manage business resiliency Cycle Time 103451 Time in weeks to complete projects that address
an identified business exposure or opportunity
(between 60 and 80 percent of total annual
revenue)
11216 11.4 Manage business resiliency Process Efficiency 101318 Number of IT FTEs that perform the process
group "manage business resiliency and risk" per
$1 billion revenue
11216 11.4 Manage business resiliency Process Efficiency 100831 Level of FTE experience in years for the process
group "manage business resiliency and risk"
11216 11.4 Manage business resiliency Supplemental 102192 Percentage of IT budget, including
Information depreciation/amortization, allocated to the
process group "manage business resiliency and
risk"
11216 11.4 Manage business resiliency Supplemental 104558 Percentage of business entity IT FTEs who
Information perform the process group "manage business
resiliency"
11740 2.1.4 Manage product and service master data Supplemental 105244 Percentage of primary products that are made
Information from recycled materials (by weight)
11740 2.1.4 Manage product and service master data Supplemental 105245 Percentage of primary products that are
Information potentially able to be recovered and recycled (by
weight)
11779 3.5.4 Develop and manage sales proposals, bids, and Process Efficiency 106521 Number of proposals managed per contracts
quotes management FTE
16573 3.2.4.1 Establish channel-specific metrics and targets Staff Productivity 106144 Average annual retail sales revenue per customer-
facing sales associate
16613 3.3.8 Analyze and respond to customer insight Process Efficiency 105805 Percentage of perfect scores on
telecommunications call center customer
satisfaction
17043 7.1 Develop and manage human resources planning, Process Efficiency 105601 Strategic workforce planning FTEs per revenue
policies, and strategies
17043 7.1 Develop and manage human resources planning, Process Efficiency 105602 Strategic workforce planning FTEs per employee
policies, and strategies
17043 7.1 Develop and manage human resources planning, Process Efficiency 105603 Revenue per employee (entire organization)
policies, and strategies
17052 7.4 Manage employee relations Cost Effectiveness 106372 Total cost to perform the process group "manage
employee relations" per $1,000 revenue
17052 7.4 Manage employee relations Cost Effectiveness 106373 Total cost to perform the process group "manage
employee relations" per business entity employee
17052 7.4 Manage employee relations Cost Effectiveness 106374 Personnel cost to perform the process group
"manage employee relations" per $1,000 revenue
17052 7.4 Manage employee relations Cost Effectiveness 106375 Personnel cost to perform the process group
"manage employee relations" per business entity
employee
17052 7.4 Manage employee relations Process Efficiency 106355 Number of FTEs that perform the process group
"manage employee relations" per $1 billion
revenue
17052 7.4 Manage employee relations Process Efficiency 106151 Employee engagement score
17052 7.4 Manage employee relations Staff Productivity 106356 Number of business entity employees per FTE
that performs the process group "manage
employee relations"
17052 7.4 Manage employee relations Staff Productivity 106359 Number of business entity employees per FTE
that performs the process groups "manage
employee communications" and "deliver
employee communications"
17052 7.4 Manage employee relations Supplemental 106376 Personnel cost to perform the process group
Information "manage employee relations" as a percentage of
total process group cost
17052 7.4 Manage employee relations Supplemental 106377 Systems cost to perform the process group
Information "manage employee relations" as a percentage of
total process group cost
17052 7.4 Manage employee relations Supplemental 106378 Overhead and other cost to perform the process
Information group "manage employee relations" as a
percentage of total process group cost
17052 7.4 Manage employee relations Supplemental 106379 Outsourced cost to perform the process group
Information "manage employee relations" as a percentage of
total process group cost
17056 7.7 Manage employee information and analytics Cost Effectiveness 106380 Total cost to perform the process group "manage
employee information and analytics" per $1,000
revenue
17056 7.7 Manage employee information and analytics Staff Productivity 106363 Number of business entity employees per FTE
that performs the process group "manage
employee information and analytics"
17056 7.7 Manage employee information and analytics Staff Productivity 106461 Number of remote business entity employees per
FTE that performs the process group "manage
employee information and analytics"
17056 7.7 Manage employee information and analytics Supplemental 106463 Overhead and other costs of the process group
Information "manage employee information and analytics" as
a percentage of the total cost to perform the
process group
17057 7.8 Manage employee communication Cost Effectiveness 106357 Total cost to perform the HR function per FTE
that performs the process groups "manage
employee communications" and "deliver
employee communications"
17057 7.8 Manage employee communication Process Efficiency 106358 Number of FTEs that perform the process groups
"manage employee communications" and
"deliver employee communications" per $1
billion revenue
17058 9.0 Manage Financial Resources Cost Effectiveness 104464 Selling, general, and administrative (SGA) costs
as a percentage of business entity revenue
17058 9.0 Manage Financial Resources Supplemental 107276 Employee turnover rate for FTEs dedicated to
Information planning, budgeting and management and capital
project accounting processes
17058 9.0 Manage Financial Resources Supplemental 105127 Total annual fee income per $1,000 revenue
Information
17058 9.0 Manage Financial Resources Supplemental 105128 Total annual operating expense per $1,000
Information revenue
17058 9.0 Manage Financial Resources Supplemental 105083 Non-interest expense as a percentage of total
Information assets
17058 9.0 Manage Financial Resources Supplemental 105084 Net income plus interest as a percentage of total
Information assets
17058 9.0 Manage Financial Resources Supplemental 105085 New transaction account income as a percentage
Information of fee income
17060 11.1 Manage enterprise risk Additional 107317 Occupational Health Hazard Assessment
Operational (OHHA)
Metrics
17060 11.1 Manage enterprise risk Additional 107318 Comprehensive Environmental Health
Operational Assessment (CEHA)
Metrics
17060 11.1 Manage enterprise risk Additional 107319 Restricted duty injuries/illnesses
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107320 On-the-job fatalities
Operational
Metrics
17060 11.1 Manage enterprise risk Additional 107322 Fatalities or major injuries due to asset integrity
Operational incidents
Metrics
17404 3.5.7.6 Identify/perform cross-sell/up-sell activity Process Efficiency 105809 Telecommunications inbound contact center
cross-sell/up-sell rate
17404 3.5.7.6 Identify/perform cross-sell/up-sell activity Process Efficiency 105810 Percentage of total sales initiated on the website
that presented the telecommunications customer
with a cross-sell or up-sell offer
17404 3.5.7.6 Identify/perform cross-sell/up-sell activity Staff Productivity 106135 E-commerce cross-sell/up-sell revenue as a
percentage of revenue
17404 3.5.7.6 Identify/perform cross-sell/up-sell activity Staff Productivity 105822 Percentage of total annual net sales revenue
resulting from cross-selling or up-selling
17682 3.4.3.1 Calculate product market share Process Efficiency 105763 Most-recent year-over-year change in
telecommunications market share
19696 2.1 Govern and manage product/service development Cost Effectiveness 105214 Total cost to perform the process group "govern
program and manage product/service development
program" per $1,000 revenue
19696 2.1 Govern and manage product/service development Cost Effectiveness 105521 Total cost to perform the process group "govern
program and manage product/service development
program" per FTE (including external)
19696 2.1 Govern and manage product/service development Process Efficiency 105213 Number of FTEs (including external) that
program perform the process group "govern and manage
product/service development program" per $1
billion revenue
19696 2.1 Govern and manage product/service development Supplemental 105217 Number of FTEs (including external) that
program Information perform the process group "govern and manage
product/service development program" as a
percentage of total function FTEs
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105468 Total cost to perform the process group "generate
and define new product/service ideas" per $1,000
revenue
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105469 Total cost to perform the process group "generate
and define new product/service ideas" per
concept (pre-design phase)
19698 2.2 Generate and define new product/service ideas Process Efficiency 105463 Number of FTEs (including external) that
perform the process group "generate and define
new product/service ideas" per $1 billion revenue
19698 2.2 Generate and define new product/service ideas Staff Productivity 105506 Number of concepts (pre-design phase) per FTE
(including external) that performs the process
group "generate and define new product/service
ideas"
19993 2.3.1 Design and prototype products and services Cost Effectiveness 105523 Total cost to perform the process "design and
prototype products and services" per FTE
(including external)
19993 2.3.1 Design and prototype products and services Process Efficiency 105462 Number of FTEs (including external) that
perform the process "design and prototype
products and services" per $1 billion revenue
19993 2.3.1 Design and prototype products and services Supplemental 105221 Number of FTEs (including external) that
Information perform the process "design and prototype
products and services" as a percentage of total
function FTEs
19996 2.3.2 Test market for new or revised products and Cost Effectiveness 105524 Total cost to perform the process "test market for
services new or revised products and services" per FTE
(including external)
19996 2.3.2 Test market for new or revised products and Cost Effectiveness 105471 Total cost to perform the process "test market for
services new or revised products and services" per $1,000
revenue
19996 2.3.2 Test market for new or revised products and Process Efficiency 105465 Number of FTEs (including external) that
services perform the process "test market for new or
revised products and services" per $1 billion
revenue
19996 2.3.2 Test market for new or revised products and Supplemental 105227 Total cost to perform the process "test market for
services Information new or revised products and services" as a
percentage of total function cost
19996 2.3.2 Test market for new or revised products and Supplemental 105222 Number of FTEs (including external) that
services Information perform the process "test market for new or
revised products and services" as a percentage of
total function FTEs
19997 2.3.3 Prepare for production/service delivery Cost Effectiveness 105470 Total cost to perform the process "prepare for
production/service delivery" per $1,000 revenue
19997 2.3.3 Prepare for production/service delivery Process Efficiency 105464 Number of FTEs (including external) that
perform the process "prepare for
production/service delivery" per $1 billion
revenue
19997 2.3.3 Prepare for production/service delivery Supplemental 105223 Number of FTEs (including external) that
Information perform the process "prepare for
production/service delivery" as a percentage of
total function FTEs
19997 2.3.3 Prepare for production/service delivery Supplemental 105228 Total cost to perform the process "prepare for
Information production/service delivery" as a percentage of
total function cost
19997 2.3.3 Prepare for production/service delivery Supplemental 105215 Percentage of products designed with a 'design
Information for supply chain' philosophy
20000 3.2.3 Define and manage channel strategy Supplemental 105767 Percentage of total sales of core
Information telecommunications products made via digital
channels
20000 3.2.3 Define and manage channel strategy Supplemental 105768 Percentage of total renewals of
Information telecommunications core products sold via digital
channels
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105815 Average sales conversion rate for direct mail
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105819 Average sales conversion rate for website (your
company name.com)
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105798 Order self-service completion rate across all
channels for telecommunications
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105799 Percentage of telecommunications customers able
to complete the entire enrollment to activation
process through self service
20006 3.2.4 Analyze and manage channel performance Supplemental 105771 Digital content sales revenue as a percentage of
Information overall revenue
20006 3.2.4 Analyze and manage channel performance Supplemental 105775 Percentage of sales of telecommunications core
Information products influenced by social media
20006 3.2.4 Analyze and manage channel performance Supplemental 105812 Percentage of telecommunications customers that
Information have downloaded and registered on the mobile
app
20006 3.2.4 Analyze and manage channel performance Supplemental 105813 Percentage of telecommunications mobile app
Information users that are active
20008 3.3 Develop and manage marketing plans Cycle Time 105823 Average time in weeks to develop and launch a
new marketing campaign (from ideation to the
delivery of an offer/message to a
customer/prospect)
20011 3.5.1.6 Manage opportunity pipeline Supplemental 105802 Percentage of telecommunications customers that
Information have called the call center in the past 12 months
20011 3.5.1.6 Manage opportunity pipeline Supplemental 105803 Percentage of telecommunications customers that
Information have called the call center more than 10 times in
the past 12 months
20011 3.5.1.6 Manage opportunity pipeline Supplemental 105804 Percentage of telecommunications customers that
Information have never called the call center
20025 5.0 Deliver Services Cost Effectiveness 105401 Number of FTEs who perform retail banking
activities per $1 billion operating expense
20025 5.0 Deliver Services Cost Effectiveness 105418 Annual retail bank revenue (interest income plus
fee income) per retail banking customer
20025 5.0 Deliver Services Cost Effectiveness 105415 Annual operating expense per retail banking
customer
20025 5.0 Deliver Services Process Efficiency 107228 Percentage of consumers claiming to be satisfied
with quality of delivery and installation/assembly
20025 5.0 Deliver Services Process Efficiency 105402 Number of FTEs who perform retail banking
activities per $1 billion non-interest expense
20025 5.0 Deliver Services Staff Productivity 107226 Average effort in man-hours required to complete
delivery, installation, and back-haul of
large/bulky products
20025 5.0 Deliver Services Staff Productivity 105403 Number of FTEs who perform retail banking
activities per $1 billion fee income
20025 5.0 Deliver Services Staff Productivity 105404 Number of FTEs who perform retail banking
activities per $1 billion retail bank revenue
(interest income plus fee income)
20025 5.0 Deliver Services Staff Productivity 105409 Cost to serve banking customers (all channels)
per retail banking customer
20025 5.0 Deliver Services Supplemental 105410 Number of retail banking customers per branch
Information (including staffed kiosks)
20025 5.0 Deliver Services Supplemental 105413 Annual non-interest expense as a percentage of
Information retail bank revenue (interest income plus fee
income)
20025 5.0 Deliver Services Supplemental 105414 Annual non-interest expense as a percentage of
Information operating expense
20025 5.0 Deliver Services Supplemental 105416 Annual operating expense as a percentage of
Information retail bank revenue (interest income plus fee
income)
20025 5.0 Deliver Services Supplemental 105417 Annual fee income as a percentage of retail bank
Information revenue (interest income plus fee income)
20025 5.0 Deliver Services Supplemental 105429 Number of customers with retail banking
Information customer relationship of less than one year per $1
million retail bank revenue
20025 5.0 Deliver Services Supplemental 105430 Number of customers with retail banking
Information customer relationship of one to three years per $1
million retail bank revenue
20025 5.0 Deliver Services Supplemental 105432 Number of customers with retail banking
Information customer relationship of more than five years per
$1 million retail bank revenue
20059 5.2.1 Initiate service delivery Cycle Time 107212 Average lead-time in days between consumer
order and the first accepted delivery window
20059 5.2.1 Initiate service delivery Supplemental 107211 Percentage of delivery orders rescheduled or
Information modified prior to delivery
20069 5.2.2 Execute service delivery Process Efficiency 107224 Percentage of large/bulky deliveries refused
20069 5.2.2 Execute service delivery Supplemental 107213 Percentage of consumers who paid a fee for an
Information expedited or priority delivery service level
20077 5.2.3 Complete service delivery Process Efficiency 107227 Percentage of deliveries requiring post-delivery
follow-up or issue resolution
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106361 Total cost to perform the HR function per FTE
and training that performs the process group "manage
employee on-boarding, development, and
training"
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106178 Personnel cost to perform the process group
and training "manage employee on-boarding, development,
and training" per $1,000 revenue
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106179 Personnel cost to perform the process group
and training "manage employee on-boarding, development,
and training" per business entity employee
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106173 Total cost to perform the process group "manage
and training employee on-boarding, development, and
training" per business entity employee
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106185 Total cost to perform the process group "manage
and training employee on-boarding, development, and
training" as a percentage of selling, general, and
administrative (SGA) costs
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106212 Personnel cost to perform the process group
and training "manage employee on-boarding, development,
and training" per process group FTE
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106172 Total cost to perform the process group "manage
and training employee on-boarding, development, and
training" per $1,000 revenue
20599 7.3 Manage employee on-boarding, development, Process Efficiency 106171 Number of FTEs that perform the process group
and training "manage employee on-boarding, development,
and training" per $1 billion revenue
20599 7.3 Manage employee on-boarding, development, Staff Productivity 106201 Number of remote business entity employees per
and training FTE that performs the process group "manage
employee on-boarding, development, and
training"
20599 7.3 Manage employee on-boarding, development, Staff Productivity 106170 Number of business entity employees per FTE
and training that performs the process group "manage
employee on-boarding, development, and
training"
20599 7.3 Manage employee on-boarding, development, Supplemental 106369 Systems cost to perform the process group
and training Information "manage employee on-boarding, development,
and training" as a percentage of total process
group cost
20599 7.3 Manage employee on-boarding, development, Supplemental 106370 Overhead and other costs to perform the process
and training Information group "manage employee on-boarding,
development, and training" as a percentage of
total process group cost
20599 7.3 Manage employee on-boarding, development, Supplemental 106371 Outsourced cost of the process group "manage
and training Information employee on-boarding, development, and
training" as a percentage of total process group
cost
20599 7.3 Manage employee on-boarding, development, Supplemental 106188 Percentage of FTEs that perform the process
and training Information group "manage employee on-boarding,
development, and training" that are senior
management / executive level
20599 7.3 Manage employee on-boarding, development, Supplemental 106189 Percentage of FTEs that perform the process
and training Information group "manage employee on-boarding,
development, and training" that are middle
management/specialists
20599 7.3 Manage employee on-boarding, development, Supplemental 106180 Personnel cost to perform the process group
and training Information "manage employee on-boarding, development,
and training" as a percentage of the total cost to
perform the process group
20599 7.3 Manage employee on-boarding, development, Supplemental 106181 Systems cost to perform the process group
and training Information "manage employee on-boarding, development,
and training" as a percentage of the total cost to
perform the process group
20599 7.3 Manage employee on-boarding, development, Supplemental 106182 Overhead and other costs to perform the process
and training Information group "manage employee on-boarding,
development, and training" as a percentage of the
total cost to perform the process group
20599 7.3 Manage employee on-boarding, development, Supplemental 106183 Outsourced cost of the process group "manage
and training Information employee on-boarding, development, and
training" as a percentage of the total cost to
perform the process group
20604 9.3.1.3 Publish accounting policies Supplemental 106294 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "publish accounting policies"
20607 8.0 Manage Information Technology (IT) Supplemental 106433 Percentage of IT costs allocated to cognitive
Information solutions or technologies
20607 8.0 Manage Information Technology (IT) Supplemental 106434 Percentage of IT costs allocated to cloud
Information
20652 8.2 Develop and manage IT business strategy Supplemental 106449 Percentage of IT operating costs dedicated to
Information develop and manage IT business strategy
20706 8.3 Develop and manage IT resilience and risk Supplemental 106452 Percentage of IT operating costs dedicated to
Information manage IT resilience and risk
20765 8.4 Manage information Supplemental 106453 Percentage of IT operating costs dedicated to
Information manage enterprise information
20784 8.5 Develop and manage services/solutions Supplemental 106454 Percentage of IT operating costs dedicated to
Information develop and integrate services/solutions
20824 8.6 Deploy services/solutions Supplemental 106455 Percentage of IT operating costs dedicated to
Information deploy services/solutions
20866 8.7 Create and manage support services/solutions Supplemental 106456 Percentage of IT operating costs dedicated to
Information support services/solutions
S25320470QN0001 percent
S25320472QN0001 percent
Like for Like (LFL) retail sales growth for retail percent
stores
Average in-store sales per square foot of selling dollars
space
Total business entity revenue / Number of dollars
business entity FTEs
(Number of FTEs who perform the process percent
"evaluate and manage financial performance" /
Number of FTEs who perform the function
"manage financial resources") * 100
FTEs
HazCom items
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