Crossindustry v703

CROSS INDUSTRY PROCESS
CLASSIFICATION FRAMEWORK
VERSION NUMBER 7.0.3
GENERATED ON 2/2/2016
For more information about the PCF, visit www.apqc.org/pcf
Copyright 2016 APQC
Copyright 2016 APQC
UNDERSTANDING THIS FILE
This file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended t
communicate the various aspects of the framework necessary to interpret it and make full use of its inten
capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC di
on pcf_feedback@apqc.org or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used througho
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by
process element. It will be consistent across releases as long as the conceptual meaning does not change
Hierarchy ID is the human-readable index number corresponding to this specific process element on ea
row. This number will not be consistent across releases - meaning that a process element may have a diff
hierarchy ID among a set of releases.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarki
library for this specific process element. For more information, please visit http://www.apqc.org/osb
Copyright 2016 APQC
Copyright 2016 APQC
ets intended to
use of its intended
ntact APQC directly
used throughout
aterials back to
identified by the
es not change.
lement on each
may have a different
s Benchmarking
org/osb
Copyright 2016 APQC
Copyright 2016 APQC
PCF ID
10002
10003
10004
20022
20025
20085
10007
10008
17058
19207
16437
Hierarchy
ID
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
Develop Vision and Strategy

Develop and Manage Products and Services
Market and Sell Products and Services
Deliver Physical Products
Deliver Services
Manage Customer Service
Develop and Manage Human Capital
Manage Information Technology (IT)
Manage Financial Resources
Acquire, Construct, and Manage Assets
Manage Enterprise Risk, Compliance, Remediation, and Resiliency
10012
10013
12.0
13.0
Manage External Relationships

Develop and Manage Business Capabilities
Copyright 2016 APQC
Name
Metrics
available?
Y
Y
Y
N
N
N
Y
Y
Y
N
N
N
Y
7 of 777
PCF ID
10002
17040
10017
19945
10021
10022
10023
10024
10025
10026
10027
16790
16791
10018
10028
19946
19947
10019
10030
19948
10031
10032
10033
10034
10020
19949
10035
10036
16792
16793
16794
16795
16796
16797
16798
16799
10015
10037
10044
10045
10046
10038
10047
10048
Hierarchy
Metrics
ID
Name
available?
1.0
Y
1.1
Define the business concept and long-term vision
N
1.1.1
Assess the external environment
Y
1.1.1.1
Identify competitors
N
1.1.1.2
Analyze and Evaluate competition
N
1.1.1.3
Identify economic trends
N
1.1.1.4
Identify political and regulatory issues
N
1.1.1.5
Assess new technology innovations
N
1.1.1.6
Analyze demographics
N
1.1.1.7
Identify social and cultural changes
N
1.1.1.8
Identify ecological concerns
N
1.1.1.9
Identify intellectual property concerns
N
1.1.1.10
Evaluate IP acquisition options
N
1.1.2
Survey market and determine customer needs and wants
N
1.1.2.1
Conduct qualitative/quantitative research and assessments
N
1.1.2.2
Capture customer needs and wants
N
1.1.2.3
Assess customer needs and wants
N
1.1.3
Assess the internal environment
N
1.1.3.1
Analyze organizational characteristics
N
1.1.3.2
Analyze internal operations
N
1.1.3.3
Create baselines for current processes
N
1.1.3.4
Analyze systems and technology
N
1.1.3.5
Analyze financial health
N
1.1.3.6
Identify core competencies
N
1.1.4
Establish strategic vision
N
1.1.4.1
Define the strategic vision
N
1.1.4.2
Align stakeholders around strategic vision
N
1.1.4.3
Communicate strategic vision to stakeholders
N
1.1.5
Conduct organization restructuring opportunities
N
1.1.5.1
Identify restructuring opportunities
N
1.1.5.2
Perform due-diligence
N
1.1.5.3
Analyze deal options
N
1.1.5.3.1
Evaluate acquisition options
N
1.1.5.3.2
Evaluate merger options
N
1.1.5.3.3
Evaluate de-merger options
N
1.1.5.3.4
Evaluate divesture options
N
1.2
Develop business strategy
N
1.2.1
Develop overall mission statement
N
1.2.1.1
Define current business
N
1.2.1.2
Formulate mission
N
1.2.1.3
Communicate mission
N
1.2.2
Define and evaluate strategic options to achieve the objectives
N
1.2.2.1
Define strategic options
N
1.2.2.2
Assess and analyze impact of each option
N
Copyright 2016 APQC
8 of 777
PCF ID
13289
Hierarchy
ID
1.2.2.2.1
13290
16800
16801
16802
16803
16805
16806
14189
19950
19951
14197
19952
10039
10040
10041
10049
10050
1.2.2.2.2
1.2.2.3
1.2.2.3.1
1.2.2.4
1.2.2.5
1.2.2.6
1.2.2.7
1.2.2.8
1.2.2.9
1.2.2.10
1.2.2.11
1.2.2.12
1.2.3
1.2.4
1.2.5
1.2.5.1
1.2.5.2
10051
10052
10053
10054
1.2.5.3
1.2.5.4
1.2.5.5
1.2.5.6
10055
10056
10042
19953
19954
19955
10043
19956
19957
19958
1.2.5.7
1.2.5.8
1.2.6
1.2.6.1
1.2.6.2
1.2.6.3
1.2.7
1.2.7.1
1.2.7.2
1.2.7.3
19959
19960
19961
19962
19963
1.2.8
1.2.8.1
1.2.8.1.1
1.2.8.1.2
1.2.8.1.3
19964
16612
19965
1.2.8.2
1.2.8.2.1
1.2.8.2.2
Copyright 2016 APQC
Name
Identify implications for key operating model business
elements that require change
Identify implications for key technology aspects
Develop B2B strategy
Develop service as a product strategy
Develop B2C strategy
Develop partner/alliance strategy
Develop merger/demerger/acquisition/exit strategy
Develop innovation strategy
Develop sustainability strategy
Develop global support strategy
Develop shared services strategy
Develop lean/continuous improvement strategy
Develop innovation strategy and framework
Select long-term business strategy
Coordinate and align functional and process strategies
Create organizational design
Evaluate breadth and depth of organizational structure
Perform job-specific roles mapping and value-added
analyses
Develop role activity diagrams to assess hand-off activity
Perform organization redesign workshops
Design the relationships between organizational units
Develop role analysis and activity diagrams for key
processes
Assess organizational implication of feasible alternatives
Migrate to new organization
Develop and set organizational goals
Identify organizational goals
Establish baseline metrics
Monitor performance against goals
Formulate business unit strategies
Analyze business unit strategies
Identify core competency for each business unit
Refine business unit strategies in support of company
strategy
Develop customer experience strategy
Assess customer experience
Identify and review customer touchpoints
Assess customer experience across touchpoints
Perform root cause analysis of problematic customer
experiences
Design customer experience
Define and manage personas
Create customer journey maps
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
9 of 777
PCF ID
19966
19967
19968
19969
Hierarchy
ID
1.2.8.2.3
1.2.8.2.4
1.2.8.2.5
1.2.8.2.6
19970
19971
19972
19973
19974
1.2.8.2.7
1.2.8.3
1.2.8.3.1
1.2.8.3.2
1.2.8.4
18916
10016
10057
19975
19976
1.2.9
1.3
1.3.1
1.3.1.1
1.3.1.2
19977
10058
19978
19979
10059
19980
19981
1.3.1.3
1.3.2
1.3.2.1
1.3.2.2
1.3.3
1.3.3.1
1.3.3.2
10060
19982
19983
19984
19507
1.3.4
1.3.4.1
1.3.4.2
1.3.4.3
1.3.5
Copyright 2016 APQC
Name
Define single view of the customer for the organization
Define a vision for the customer experience
Validate with customers
Align experience with brand values and business
strategies
Develop content strategy
Design customer experience support structure
Identify required capabilities
Identify impact on functional processes
Develop customer experience roadmap to develop and
implement defined capabilities
Communicate strategies internally and externally
Execute and measure strategic initiatives
Develop strategic initiatives
Identify strategic priorities
Develop strategic initiatives based on business/customer
value
Review with stakeholders
Evaluate strategic initiatives
Determine business value for each strategic priority
Determine the customer value for each strategic priority
Select strategic initiatives
Prioritize strategic initiatives
Communicate strategic initiatives to business units and
stakeholders
Establish high-level measures
Identify business value drivers
Establish baselines for business value drivers
Monitor performance against baselines
Execute strategic initiatives
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
10 of 777
PCF ID
10003
19696
10061
10063
10066
10074
10073
10075
10076
10067
16824
10077
10078
10079
11423
19646
11424
11425
19647
11426
11427
11428
19985
19941
16826
16827
19697
12771
12772
12773
12776
11740
11741
11742
11743
11744
11745
11746
Hierarchy
Metrics
ID
Name
available?
2.0
Y
2.1
Govern and manage product/service development program
N
2.1.1
Manage product and service portfolio
Y
2.1.1.1
Evaluate performance of existing products/services against
N
market opportunities
2.1.1.2
Confirm alignment of product/service concepts with
N
business strategy
2.1.1.3
Prioritize and select new product/service concepts
N
2.1.1.4
Plan and develop cost and quality targets
N
2.1.1.5
Specify development timing targets
N
2.1.1.6
Plan for product/service offering modifications
N
2.1.2
Manage product and service life cycle
N
2.1.2.1
Develop plan for new product/service development and
N
introduction/launch
2.1.2.2
Introduce new products/services
N
2.1.2.3
Retire outdated products/services
N
2.1.2.4
Identify and refine performance indicators
N
2.1.2.5
Conduct post launch review
N
2.1.2.5.1
Carry out post launch analytics to test the acceptability
N
in the market
2.1.2.5.2
Review market performance
N
2.1.2.5.3
Review effectiveness of supply chain and distribution
N
network
2.1.2.5.4
Apply data and analytics to review supply chain
N
methodologies
2.1.2.5.5
Review quality and performance of the product/service
N
2.1.2.5.6
Conduct financial review
N
2.1.2.5.7
Conduct new product development process assessment
N
2.1.3
Manage patents, copyrights, and regulatory requirements
N
2.1.3.1
Conduct mandatory and elective reviews
N
2.1.3.2
Review infringement of patents and copyrights
N
2.1.3.3
Determine patent and copyright needs
N
2.1.3.4
Define product technical documentation management
N
requirements
2.1.3.5
Manage regulatory requirements
N
2.1.3.5.1
Train employees on appropriate regulatory requirements
N
2.1.3.5.2
Maintain records for regulatory agencies
N
2.1.3.5.3
Manage regulatory submission life cycle
N
2.1.4
Manage product and service master data
N
2.1.4.1
Manage materials master lists
N
2.1.4.2
Manage bills of material
N
2.1.4.3
Manage routings
N
2.1.4.4
Manage specifications
N
2.1.4.5
Manage drawings
N
2.1.4.6
Manage product/material classification
N
Copyright 2016 APQC
11 of 777
PCF ID
11747
11748
11749
11750
19698
10065
10070
10071
10072
Hierarchy
ID
2.1.4.7
2.1.4.8
2.1.4.9
2.1.4.10
2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.1.3
19669
19986
19987
19988
19989
10068
2.2.2
2.2.2.1
2.2.2.2
2.2.2.3
2.2.2.4
2.2.2.5
19990
11331
19991
16808
2.2.3
2.2.3.1
2.2.3.1.1
2.2.3.1.2
16809
16810
16811
16812
19992
16814
16815
17389
10062
19993
10083
19994
2.2.3.1.3
2.2.3.1.4
2.2.3.1.5
2.2.3.1.6
2.2.3.1.7
2.2.3.1.8
2.2.3.2
2.2.3.3
2.3
2.3.1
2.3.1.1
2.3.1.1.1
10084
10085
16813
16817
10086
10087
19995
16819
16820
16821
2.3.1.2
2.3.1.3
2.3.1.4
2.3.1.5
2.3.1.6
2.3.1.7
2.3.1.8
2.3.1.8.1
2.3.1.8.2
2.3.1.8.3
Copyright 2016 APQC
Metrics
Name
available?
Develop and maintain quality/inspection documents
N
Maintain process specification data
N
Manage traceability data
N
Review and approve data access requests
N
Generate and define new product/service ideas
N
Perform discovery research
Y
Identify new technologies
N
Develop new technologies
N
Assess feasibility of integrating new leading technologies
N
into product/service concepts
Generate new product/service concepts
N
Gather new product/service ideas and requirements
N
Analyze new product/service ideas and requirements
N
Evaluate new product/service inputs and requirements
N
Formulate new product/service concepts
N
Identify potential improvements to existing products and
N
services
Define product/service development requirements
N
Define product/service requirements
N
Define basic functional requirements
N
Derive interoperability requirements for products and
N
services
Derive safety requirements for products and services
N
Derive security requirements for products and services
N
Derive regulatory compliance requirements
N
Derive requirements from industry standards
N
Develop user experience requirements
N
Derive services-as-a-product offering
N
Define post launch support model
N
Identify product/service bundling opportunities
N
Develop products and services
Y
Design and prototype products and services
N
Assign resources to product/service project
N
Identify requirements for product/service
N
design/development partners
Prepare high-level business case and technical assessment
N
Develop product/service design specifications
N
Develop user experience design specifications
N
Provide warranty-related recommendations
N
Document design specifications
N
Conduct mandatory and elective external reviews
N
Design products/services
N
Design for manufacturing
N
Design for product servicing
N
Design for re-manufacturing
N
12 of 777
PCF ID
16822
16818
Hierarchy
ID
2.3.1.8.4
2.3.1.8.5
16823
10088
10098
2.3.1.8.6
2.3.1.9
2.3.1.10
10089
10090
2.3.1.11
2.3.1.12
10091
10092
19996
10093
10094
10095
10096
19997
10099
2.3.1.13
2.3.1.14
2.3.2
2.3.2.1
2.3.2.2
2.3.2.3
2.3.2.4
2.3.3
2.3.3.1
10097
2.3.3.2
11418
10100
11417
19998
2.3.3.3
2.3.3.4
2.3.3.4.1
2.3.3.5
Copyright 2016 APQC
Name
Review product troubleshooting methodology
Design and manage product data, design, and bill of
materials
Design for product upgrades
Build prototypes/proof of concepts
Develop and test prototype production and/or service
delivery process
Eliminate quality and reliability problems
Conduct in-house product/service testing and evaluate
feasibility
Identify design/development performance indicators
Collaborate on design with suppliers and external partners
Test market for new or revised products and services
Prepare detailed market study
Conduct customer tests and interviews
Finalize product/service characteristics and business cases
Finalize technical requirements
Prepare for production/service delivery
Design and obtain necessary capabilities/materials and
equipment
Identify requirements for changes to
manufacturing/delivery processes
Request engineering/process change
Install and validate production/service delivery process
Monitor initial production runs
Validate launch procedures
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
13 of 777
PCF ID
10004
10101
10106
10108
10109
10110
10111
10112
10113
10107
10116
10117
18941
10118
10119
10102
11168
11169
11170
11171
11172
10123
13169
10124
19999
10125
20000
20001
20002
10127
10128
20003
10126
20004
16590
16591
16592
20005
20006
16573
Hierarchy
Metrics
ID
Name
available?
3.0
Y
3.1
Understand markets, customers, and capabilities
Y
3.1.1
Perform customer and market intelligence analysis
N
3.1.1.1
Conduct customer and market research
N
3.1.1.2
Identify market segments
N
3.1.1.3
Analyze market and industry trends
N
3.1.1.4
Analyze competing organizations, competitive/substitute
N
products/services
3.1.1.5
Evaluate existing products/services
N
3.1.1.6
Assess internal and external business environment
N
3.1.2
Evaluate and prioritize market opportunities
Y
3.1.2.1
Quantify market opportunities
N
3.1.2.2
Determine target segments
N
3.1.2.2.1
Identify under-served and saturated market segments
N
3.1.2.3
Prioritize opportunities consistent with capabilities and
N
overall business strategy
3.1.2.4
Validate opportunities
N
3.2
Develop marketing strategy
Y
3.2.1
Define offering and customer value proposition
N
3.2.1.1
Define offering and positioning
N
3.2.1.2
Develop value proposition including brand positioning for
N
target segments
3.2.1.3
Validate value proposition with target segments
N
3.2.1.4
Develop new branding
N
3.2.2
Define pricing strategy
N
3.2.2.1
Conduct pricing analysis
N
3.2.2.2
Establish guidelines for applying pricing and discounting of
N
products/services
3.2.2.3
Establish pricing targets
N
3.2.2.4
Approve pricing strategies/policies and targets
N
3.2.3
Define and manage channel strategy
N
3.2.3.1
Determine channels to be supported
N
3.2.3.2
Establish channel objectives
N
3.2.3.3
Determine channel role and fit with target segments
N
3.2.3.4
Select channels for target segments
N
3.2.3.5
Identify required channel capabilities
N
3.2.3.6
Evaluate channel attributes and potential partners
N
3.2.3.7
Orchestrate seamless customer experience across
N
supported channels
3.2.3.7.1
Define omni-channel strategy
N
3.2.3.7.2
Define omni-channel requirements
N
3.2.3.7.3
Develop omni-channel policies and procedures
N
3.2.3.8
Develop and manage execution roadmap
N
3.2.4
Analyze and manage channel performance
N
3.2.4.1
Establish channel-specific metrics and targets
N
Copyright 2016 APQC
14 of 777
PCF ID
16574
16575
16500
16501
16848
16849
16850
16851
16852
16853
16854
16855
18627
18924
20007
18925
18926
16633
Hierarchy
ID
3.2.4.2
3.2.4.3
3.2.4.4
3.2.4.5
3.2.5
3.2.5.1
3.2.5.2
3.2.5.3
3.2.5.4
3.2.5.5
3.2.5.6
3.2.5.7
3.2.5.8
3.2.6
3.2.6.1
3.2.6.2
3.2.6.3
3.2.6.4
18927
3.2.6.5
20008
10148
3.3
3.3.1
10149
10155
10156
10157
17683
10151
20009
3.3.2
3.3.2.1
3.3.2.2
3.3.2.3
3.3.2.4
3.3.3
3.3.3.1
18948
10163
10164
10165
10166
11495
11496
11497
17684
20010
10167
10159
10160
3.3.3.2
3.3.3.3
3.3.3.4
3.3.3.5
3.3.3.6
3.3.3.7
3.3.3.8
3.3.3.9
3.3.3.10
3.3.4
3.3.4.1
3.3.4.2
3.3.4.3
Copyright 2016 APQC
Metrics
Name
available?
Monitor and report performance
N
Monitor and report events influencing factors
N
Analyze performance
N
Develop plan for improvements
N
Develop marketing communication strategy
N
Develop customer communication calendar
N
Define public relations (PR) strategy
N
Define direct marketing strategy
N
Define internal marketing communication strategy
N
Identify new media for marketing communication
N
Define new media communication strategy
N
Define point of sale (POS) communication strategy
N
Define communication guidelines and mechanisms
N
Design and manage customer loyalty program
N
Define customer loyalty program
N
Acquire members to customer loyalty program
N
Build engagement and relationship with members
N
Monitor customer loyalty program benefits to the enterprise
N
and the customer
Optimize loyalty program value to both the enterprise and
N
the customer
Develop and manage marketing plans
N
Establish goals, objectives, and metrics for products/services
N
by channel/segment
Establish marketing budgets
Y
Confirm marketing alignment to business strategy
N
Determine costs of marketing
N
Create marketing budget
N
Determine projected ROI for marketing investment
N
Develop and manage pricing
Y
Understand resource requirements for each product/service
N
and delivery channel/method
Determine corporate incentives
N
Determine pricing based on volume/unit forecast
N
Execute pricing plan
N
Evaluate pricing performance
N
Refine pricing as needed
N
Implement promotional pricing programs
N
Implement other retail pricing programs
N
Communicate and implement price changes
N
Achieve regulatory approval for pricing
N
Develop and manage promotional activities
N
Define promotional concepts and objectives
N
Develop marketing messages
N
Define target audience
N
15 of 777
PCF ID
10168
10169
10170
10171
10172
Hierarchy
ID
3.3.4.4
3.3.4.5
3.3.4.6
3.3.4.7
3.3.4.8
10153
10173
10174
10175
10176
10177
3.3.5
3.3.5.1
3.3.5.2
3.3.5.3
3.3.5.4
3.3.5.5
16613
16627
16614
16615
16616
16617
3.3.6
3.3.6.1
3.3.6.2
3.3.6.3
3.3.6.4
3.3.6.5
10154
10178
10179
10180
10181
16629
16630
18130
10103
10129
10134
10135
10136
10137
10130
10138
10139
3.3.7
3.3.7.1
3.3.7.2
3.3.7.3
3.3.7.4
3.3.8
3.3.8.1
3.3.8.2
3.4
3.4.1
3.4.1.1
3.4.1.2
3.4.1.3
3.4.1.4
3.4.2
3.4.2.1
3.4.2.2
10140
11465
3.4.2.3
3.4.2.4
11521
11466
10141
10142
3.4.2.5
3.4.2.6
3.4.2.7
3.4.2.8
Copyright 2016 APQC
Metrics
Name
available?
Plan and test promotional activities
N
Execute promotional activities
N
Evaluate promotional performance metrics
N
Refine promotional performance metrics
N
Incorporate learning into future/planned consumer
N
promotions
Track customer management measures
Y
Determine customer lifetime value
N
Analyze customer revenue trend
N
Analyze customer attrition and retention rates
N
Analyze customer metrics
N
Revise customer strategies, objectives, and plans based on
N
metrics
Analyze and respond to customer insight
N
Monitor and respond to social media activity
N
Analyze customer website activity
N
Analyze customer purchase patterns
N
Develop business rules to provide personalized offers
N
Monitor effectiveness of personalized offers and adjust
N
offers accordingly
Develop and manage packaging strategy
N
Plan packaging strategy
N
Test packaging options
N
Execute packaging strategy
N
Refine packaging
N
Manage product marketing content
N
Manage product images
N
Manage product copy
N
Develop sales strategy
Y
Develop sales forecast
Y
Gather current and historic order information
N
Analyze sales trends and patterns
N
Generate sales forecast
N
Analyze historical and planned promotions and events
N
Develop sales partner/alliance relationships
N
Identify alliance opportunities
N
Design alliance programs and methods for selecting and
N
managing relationships
Select alliances
N
Develop trade customer trade strategy and customer
N
objectives/targets
Define trade programs and funding options
N
Conduct planning activities for major trade customers
N
Develop partner and alliance management strategies
N
Establish partner and alliance management goals
N
16 of 777
PCF ID
18629
11522
Hierarchy
ID
3.4.2.9
3.4.2.10
11523
11468
10131
17682
10143
10144
10145
10146
10147
10132
10133
10105
10182
10188
10189
18115
11773
18116
20011
10209
10184
10190
10191
20012
10192
10193
10183
20013
11173
20014
11174
14208
16598
3.4.2.11
3.4.2.12
3.4.3
3.4.3.1
3.4.3.2
3.4.3.3
3.4.3.4
3.4.3.5
3.4.3.6
3.4.4
3.4.5
3.5
3.5.1
3.5.1.1
3.5.1.2
3.5.1.3
3.5.1.4
3.5.1.5
3.5.1.6
3.5.1.7
3.5.1.8
3.5.1.8.1
3.5.1.8.2
3.5.1.8.3
3.5.1.8.4
3.5.1.8.5
3.5.2
3.5.2.1
3.5.2.2
3.5.2.3
3.5.2.4
3.5.2.5
3.5.2.5.1
16599
11779
11781
3.5.2.5.2
3.5.3
3.5.3.1
11780
11782
11783
11784
3.5.3.2
3.5.3.3
3.5.3.4
3.5.3.5
Copyright 2016 APQC
Metrics
Name
available?
Establish partner and alliance agreements
N
Develop promotional and category management calendars
N
(trade marketing calendars)
Create strategic and tactical sales plans by customer
N
Communicate planning information to customer teams
N
Establish overall sales budgets
Y
Calculate product market share
N
Calculate product revenue
N
Determine variable costs
N
Determine overhead and fixed costs
N
Calculate net profit
N
Create budget
N
Establish sales goals and measures
N
Establish customer management measures
N
Develop and manage sales plans
Y
Manage leads/opportunities
N
Identify potential customers
N
Identify/receive leads/opportunities
N
Validate and qualify leads/opportunities
N
Match opportunities to business strategy
N
Develop opportunity win plans
N
Manage opportunity pipeline
N
Determine sales resource allocation
N
Manage customer sales calls
Y
Perform sales calls
N
Perform pre-sales activities
N
Manage customer meetings/workshops
N
Close the sale
N
Record outcome of sales process
N
Manage customers and accounts
Y
Select key customers/accounts
N
Develop sales/key account plan
N
Manage sales/key account plan
N
Manage customer relationships
N
Manage customer master data
N
Collect and merge internal and third-party customer
N
information
De-duplicate customer data
N
Develop and manage sales proposals, bids, and quotes
N
Receive Request For Proposal (RFP)/Request For Quote
N
(RFQ)
Refine customer requirements
N
Review RFP/RFQ request
N
Perform competitive analysis
N
Validate with strategy/business plans
N
17 of 777
PCF ID
11785
20015
11787
11788
11789
20016
20017
11790
20018
11793
10185
10194
10195
10201
10202
10203
10204
10205
10206
10207
10208
10196
10197
10198
17404
10199
10200
Hierarchy
ID
3.5.3.6
3.5.3.7
3.5.3.8
3.5.3.9
3.5.3.10
3.5.3.11
3.5.3.12
3.5.3.13
3.5.3.14
3.5.3.15
3.5.4
3.5.4.1
3.5.4.2
3.5.4.2.1
3.5.4.2.2
3.5.4.2.3
3.5.4.2.4
3.5.4.2.5
3.5.4.2.6
3.5.4.2.7
3.5.4.2.8
3.5.4.3
3.5.4.4
3.5.4.5
3.5.4.6
3.5.4.7
3.5.4.8
10187
10211
3.5.5
3.5.5.1
20019
20020
20021
18641
10214
14209
3.5.5.1.1
3.5.5.1.2
3.5.5.1.3
3.5.5.2
3.5.5.3
3.5.5.4
Copyright 2016 APQC
Name
Understand customer business and requirements
Develop solution and delivery approach
Identify staffing requirements
Develop pricing and scheduling estimates
Conduct profitability analysis
Manage internal reviews
Manage internal approvals
Submit/present bid/proposal/quote to customer
Revise bid/proposal/quote
Manage notification outcome
Manage sales orders
Accept and validate sales orders
Collect and maintain account information
Administer key account details
Retrieve full customer details
Modify involved party details
Record address details
Record contact details
Record key customer communication profile details
Review involved party information
Terminate involved party information
Determine availability
Determine fulfillment process
Enter orders into system
Identify/perform cross-sell/up-sell activity
Process back orders and updates
Handle order inquiries including post-order fulfillment
transactions
Manage sales partners and alliances
Provide sales and product/service training to sales
partners/alliances
Provide certification enablement training
Manage certifications and skills
Provide support to partners/alliances
Provide marketing materials to sales partners/alliances
Evaluate partner/alliance results
Manage sales partner/alliance master data
Metrics
available?
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
18 of 777
PCF ID
20022
10215
10221
10229
10230
10231
10232
10233
10234
14193
19551
14194
10222
10235
10236
10237
10238
10239
10240
10241
10223
10242
10243
10244
10245
10246
14196
10224
20023
20024
17041
17042
10252
10253
19555
10254
10255
10256
10258
10259
10260
10261
10262
Hierarchy
ID
Name
4.0
4.1
Plan for and align supply chain resources
4.1.1
Develop production and materials strategies
4.1.1.1
Define manufacturing goals
4.1.1.2
Define labor and materials policies
4.1.1.3
Define outsourcing policies
4.1.1.4
Define capital expense policies
4.1.1.5
Define capacities
4.1.1.6
Define production network and supply constraints
4.1.1.7
Define production process
4.1.1.8
Define standard operating procedures
4.1.1.9
Define production workplace layout and infrastructure
4.1.2
Manage demand for products and services
4.1.2.1
Develop baseline forecasts
4.1.2.2
Collaborate with customers
4.1.2.3
Develop consensus forecast
4.1.2.4
Determine available to promise
4.1.2.5
Monitor activity against forecast and revise forecast
4.1.2.6
Evaluate and revise forecasting approach
4.1.2.7
Measure forecast accuracy
4.1.3
Create materials plan
4.1.3.1
Create unconstrained plan
4.1.3.2
Collaborate with supplier and contract manufacturers
4.1.3.3
Identify critical materials and supplier capacity
4.1.3.4
Monitor material specifications
4.1.3.5
Generate constrained plan
4.1.3.6
Define production balance and control
4.1.4
Create master production schedule
4.1.4.1
Model production network to enable simulation and
optimization
4.1.4.2
4.1.4.3
Maintain master production schedule
4.1.5
Plan distribution requirements
4.1.5.1
Maintain master data
4.1.5.2
Determine finished goods inventory requirements at
destination
4.1.5.3
Determine product storage facility requirements
4.1.5.4
Calculate requirements at destination
4.1.5.5
Calculate consolidation at source
4.1.5.6
Manage collaborative replenishment planning
4.1.5.7
Calculate and optimize destination dispatch plan
4.1.5.8
Manage dispatch plan attainment
4.1.5.9
Calculate and optimize destination load plans
4.1.5.10
Manage partner load plan
4.1.5.11
Manage cost of supply
Copyright 2016 APQC
Metrics
available?
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
19 of 777
PCF ID
10263
10226
10267
10268
10269
19558
10227
10264
10265
10266
10368
10371
10372
10373
10216
10277
10281
10282
10283
10284
10285
10286
10287
10278
10288
10289
10290
10291
10279
10292
10293
10294
10295
10296
10297
10298
10280
10299
10300
10301
10302
10217
10303
19563
10306
Hierarchy
ID
4.1.5.12
4.1.6
4.1.6.1
4.1.6.2
4.1.6.3
4.1.6.4
4.1.7
4.1.7.1
4.1.7.2
4.1.7.3
4.1.8
4.1.8.1
4.1.8.2
4.1.8.3
4.2
4.2.1
4.2.1.1
4.2.1.2
4.2.1.3
4.2.1.4
4.2.1.5
4.2.1.6
4.2.1.7
4.2.2
4.2.2.1
4.2.2.2
4.2.2.3
4.2.2.4
4.2.3
4.2.3.1
4.2.3.2
4.2.3.3
4.2.3.4
4.2.3.5
4.2.3.6
4.2.3.7
4.2.4
4.2.4.1
4.2.4.2
4.2.4.3
4.2.4.4
4.3
4.3.1
4.3.1.1
4.3.1.2
Copyright 2016 APQC
Metrics
Name
available?
Manage capacity utilization
N
Establish distribution planning constraints
N
Establish distribution center layout constraints
N
Establish inventory management constraints
N
Establish transportation management constraints
N
Establish storage management constraints
N
Review distribution planning policies
N
Review distribution network
N
Establish sourcing relationships
N
Establish dynamic deployment policies
N
Develop quality standards and procedures
N
Establish quality targets
N
Develop standard testing procedures
N
Communicate quality specifications
N
Procure materials and services
Y
Develop sourcing strategies
Y
Develop procurement plan
Y
Clarify purchasing requirements
N
Develop inventory strategy
N
Match needs to supply capabilities
N
Analyze organizations spend profile
N
Seek opportunities to improve efficiency and value
N
Collaborate with suppliers to identify sourcing opportunities
N
Select suppliers and develop/maintain contracts
Y
Select suppliers
N
Certify and validate suppliers
N
Negotiate and establish contracts
N
Manage contracts
N
Order materials and services
Y
Process/Review requisitions
N
Approve requisitions
N
Solicit/Track vendor quotes
N
Create/Distribute purchase orders
N
Expedite orders and satisfy inquiries
N
Record receipt of goods
Y
Research/Resolve exceptions
N
Manage suppliers
Y
Monitor/Manage supplier information
N
Prepare/Analyze procurement and vendor performance
N
Support inventory and production processes
N
Monitor quality of product delivered
N
Produce/Manufacture/Deliver product
Y
Schedule production
N
Model and simulate plant
N
Generate line level plan
N
20 of 777
PCF ID
10307
10308
10315
Hierarchy
ID
4.3.1.3
4.3.1.4
4.3.1.5
10316
4.3.1.6
10309
10304
10310
10311
10319
10313
19566
19567
19568
19569
19570
10314
10369
10318
10374
10375
12045
12046
10370
10376
10377
10219
10338
10343
4.3.1.7
4.3.2
4.3.2.1
4.3.2.2
4.3.2.3
4.3.2.4
4.3.2.5
4.3.2.5.1
4.3.2.5.2
4.3.2.5.3
4.3.2.5.4
4.3.2.6
4.3.3
4.3.3.1
4.3.3.2
4.3.3.3
4.3.3.4
4.3.3.5
4.3.4
4.3.4.1
4.3.4.2
4.4
4.4.1
4.4.1.1
10344
10345
10346
10347
10348
16905
10339
10349
10350
10351
10352
12708
10340
10353
4.4.1.2
4.4.1.3
4.4.1.4
4.4.1.5
4.4.1.6
4.4.1.7
4.4.2
4.4.2.1
4.4.2.2
4.4.2.3
4.4.2.4
4.4.2.5
4.4.3
4.4.3.1
Copyright 2016 APQC
Name
Generate detailed schedule
Schedule production orders and create lots
Schedule preventive (planned) maintenance (preventive
maintenance orders)
Schedule requested (unplanned) maintenance (work order
cycle)
Release production orders and create lots
Produce product
Manage raw material inventory
Execute detailed line schedule
Report maintenance issues
Rerun defective items
Monitor and optimize production process
Automate and control plant
Perform advanced process control
Perform real-time optimization
Manage plant alarms and alerts
Assess production performance
Perform quality testing
Calibrate test equipment
Perform testing using the standard testing procedure
Record test results
Track and analyze non-conformance trends
Perform root cause analysis
Maintain production records and manage lot traceability
Determine lot numbering system
Determine lot use
Manage logistics and warehousing
Provide logistics governance
Translate customer service requirements into logistics
requirements
Design logistics network
Communicate outsourcing needs
Develop and maintain delivery service policy
Optimize transportation schedules and costs
Define key performance measures
Define reverse logistics strategy
Plan and manage inbound material flow
Plan inbound material receipts
Manage inbound material flow
Monitor inbound delivery performance
Manage flow of returned products
Control quality of returned parts
Operate warehousing
Track inventory deployment
Metrics
available?
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
Y
Y
N
N
N
N
N
N
N
Y
N
N
N
N
N
Y
N
21 of 777
PCF ID
10354
10355
10356
10357
10358
10359
10341
10360
10361
10362
10363
Hierarchy
ID
4.4.3.2
4.4.3.3
4.4.3.4
4.4.3.5
4.4.3.6
4.4.3.7
4.4.4
4.4.4.1
4.4.4.2
4.4.4.3
4.4.4.4
Copyright 2016 APQC
Name
Receive, inspect, and store inbound deliveries
Track product availability
Pick, pack, and ship product for delivery
Track inventory accuracy
Track third-party logistics storage and shipping
performance
Manage physical finished goods inventory
Operate outbound transportation
Plan, transport, and deliver outbound product
Track carrier delivery performance
Manage transportation fleet
Process and audit carrier invoices and documents
Metrics
available?
N
N
N
N
N
N
Y
N
N
N
N
22 of 777
PCF ID
20025
20026
20027
20028
20029
20030
20031
20032
20033
20034
20035
20036
20037
20038
20039
20040
20041
20042
20043
20044
20045
20046
20047
20048
20049
20050
20051
20052
20053
20054
20055
20056
12127
12128
12129
12131
12132
12133
20057
12135
Hierarchy
Metrics
ID
Name
available?
5.0
Deliver Services
N
5.1
Establish service delivery governance and strategies
N
5.1.1
Establish service delivery governance
N
5.1.1.1
Set up and maintain service delivery governance and
N
management system
5.1.1.2
Manage service delivery performance
N
5.1.1.3
Manage service delivery development and direction
N
5.1.1.4
Solicit feedback from customer on service delivery
N
satisfaction
5.1.2
Develop service delivery strategies
N
5.1.2.1
Define service delivery goals
N
5.1.2.2
Define labor policies
N
5.1.2.3
Evaluate resource availability
N
5.1.2.4
Define service delivery network and supply constraints
N
5.1.2.5
Define service delivery process
N
5.1.2.6
Review and validate service delivery procedures
N
5.1.2.7
Define service delivery workplace layout and infrastructure
N
5.2
Manage service delivery resources
N
5.2.1
Manage service delivery resource demand
N
5.2.1.1
Monitor pipeline
N
5.2.1.2
N
5.2.1.3
N
5.2.1.4
N
5.2.1.5
Determine availability of skills to deliver on current and
N
forecast customer orders
5.2.1.6
N
5.2.1.7
N
5.2.1.8
N
5.2.2
Create resource plan
N
5.2.2.1
Define and manage skills taxonomy
N
5.2.2.2
N
5.2.2.3
Match resource demand with capacity, skills, and
N
capabilities
5.2.2.4
Collaborate with suppliers and partners to supplement skills
N
and capabilities
5.2.2.5
Identify critical resources and supplier capacity
N
5.2.2.6
Monitor and manage resource capacity and availability
N
5.2.3
Enable service-delivery resources
N
5.2.3.1
Develop training plan
N
5.2.3.2
Develop training materials
N
5.2.3.3
Manage training schedule
N
5.2.3.4
Deliver operations training
N
5.2.3.5
Deliver technical training
N
5.2.3.6
Perform skill and capability testing
N
5.2.3.7
Evaluate training effectiveness
N
Copyright 2016 APQC
23 of 777
PCF ID
20058
20059
20060
20061
Hierarchy
ID
5.3
5.3.1
5.3.1.1
5.3.1.2
20062
20063
20064
20065
20066
20067
20068
20069
20070
20071
20072
20073
20074
20075
20076
20077
20078
5.3.1.3
5.3.1.4
5.3.1.5
5.3.1.6
5.3.1.6.1
5.3.1.6.2
5.3.1.7
5.3.2
5.3.2.1
5.3.2.2
5.3.2.3
5.3.2.4
5.3.2.5
5.3.2.6
5.3.2.7
5.3.3
5.3.3.1
20079
20080
20081
20082
20083
20084
5.3.3.2
5.3.3.3
5.3.3.4
5.3.3.5
5.3.3.6
5.3.3.7
Copyright 2016 APQC
Name
Deliver service to customer
Initiate service delivery
Review contract and agreed terms
Understand customer requirements and define refine
approach
Modify/revise and approve project plan
Review customer business objectives
Confirm environmental readiness
Identify, select, and assign resources
Establish people objectives
Establish engagement rules
Plan for service delivery
Execute service delivery
Analyze environment and customer needs
Define solution
Validate solution
Identify changes
Obtain approval to proceed
Make build/buy solution
Deploy solution
Complete service delivery
Conduct service delivery/project review and evaluate
success
Complete/finalize financial management activities
Confirm delivery according to contract terms
Release resources
Manage service delivery completion
Harvest knowledge
Archive records and update systems
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
24 of 777
PCF ID
20085
10378
20086
20087
20088
10382
10383
20089
16893
16890
20090
20091
12673
20092
10379
10387
10390
10391
10392
10393
10388
10394
13482
10395
10396
16928
16937
10389
10397
10398
10399
10400
19072
20094
10364
20095
12840
12658
12669
20096
12671
20097
20098
20099
Hierarchy
Metrics
ID
Name
available?
6.0
N
6.1
Develop customer care/customer service strategy
Y
6.1.1
Define customer service requirements across the enterprise
N
6.1.2
Define customer service experience
N
6.1.3
Define and manage customer service channel strategy
N
6.1.4
Define customer service policies and procedures
N
6.1.5
Establish target service level for each customer segment
Y
6.1.6
Define warranty offering
N
6.1.6.1
Determine and document warranty policies
N
6.1.6.2
Create and manage warranty rules/claim codes for products
N
6.1.6.3
Agree warranty responsibilities with suppliers
N
6.1.6.4
Define warranty related offerings for customers
N
6.1.6.5
Communicate warranty policies and offerings
N
6.1.7
Develop recall strategy
N
6.2
Plan and manage customer service contacts
Y
6.2.1
Plan and manage customer service work force
Y
6.2.1.1
Forecast volume of customer service contacts
N
6.2.1.2
Schedule customer service work force
N
6.2.1.3
Track work force utilization
N
6.2.1.4
Monitor and evaluate quality of customer interactions with
N
customer service representatives
6.2.2
Manage customer service problems, requests, and inquiries
Y
6.2.2.1
Receive customer problems, requests, and inquiries
N
6.2.2.2
Analyze problems, requests, and inquiries
N
6.2.2.3
Resolve customer problems, requests, and inquiries
N
6.2.2.4
Respond to customer problems, requests, and inquiries
N
6.2.2.5
Identify and capture upsell/cross-sell opportunities
N
6.2.2.6
Deliver opportunity to sales team
N
6.2.3
Manage customer complaints
N
6.2.3.1
Receive customer complaints
N
6.2.3.2
Route customer complaints
N
6.2.3.3
Resolve customer complaints
N
6.2.3.4
Respond to customer complaints
N
6.2.3.5
Analyze customer complaints and response/redressal
N
6.2.4
Process returns
N
6.2.4.1
Authorize return
N
6.2.4.2
Process return and record reason
N
6.2.5
Report incidents and risks to regulatory bodies
N
6.3
Service products after sales
Y
6.3.1
Process warranty claims
Y
6.3.1.1
Receive warranty claim
N
6.3.1.2
Validate warranty claim
N
6.3.1.3
Investigate warranty issues
N
6.3.1.3.1
Define issue
N
6.3.1.3.2
Investigate issue/perform root cause analysis
N
Copyright 2016 APQC
25 of 777
PCF ID
20100
Hierarchy
ID
6.3.1.3.3
20101
20102
12668
20103
20104
20105
12667
20106
20107
20108
10218
10321
6.3.1.4
6.3.1.5
6.3.1.6
6.3.1.7
6.3.1.8
6.3.1.9
6.3.1.10
6.3.2
6.3.2.1
6.3.2.2
6.3.3
6.3.3.1
10327
10328
10322
10330
10331
10332
10323
10334
10335
10336
10337
20109
10366
14195
20110
20111
20112
6.3.3.1.1
6.3.3.1.2
6.3.3.2
6.3.3.2.1
6.3.3.2.2
6.3.3.2.3
6.3.3.3
6.3.3.3.1
6.3.3.3.2
6.3.3.3.3
6.3.3.3.4
6.3.4
6.3.4.1
6.3.4.2
6.4
6.4.1
6.4.2
20113
20114
20115
20116
10380
6.4.3
6.4.4
6.4.5
6.4.6
6.5
10401
6.5.1
11687
11688
6.5.1.1
6.5.1.2
Copyright 2016 APQC
Metrics
Name
available?
Receive investigation result/recommendation for
N
corrective action
Determine responsible party
N
Manage pre-preauthorizations
N
Approve or reject warranty claim
N
Notify originator of approve/reject decision
N
Authorize payment
N
Close claim
N
Reconcile warranty transaction disposition
N
Manage supplier recovery
N
Create supplier recovery claims
N
Negotiate recoveries with suppliers
N
Service products
Y
Identify and schedule resources to meet service
N
requirements
Create resourcing plan and schedule
N
Create service order fulfillment schedule
N
Provide service to specific customers
N
Organize daily service order fulfillment schedule
N
Execute product repair
N
Manage service order fulfillment
N
Ensure quality of service
N
Identify completed service orders for feedback
N
Identify incomplete service orders and service failures
N
Solicit customer feedback on services delivered
N
Process customer feedback on services delivered
N
Salvage or repair returned products
N
Perform salvage activities
N
Manage repair/refurbishment and return to customer/stock
N
Manage product recalls and regulatory audits
N
Initiate recall
N
Assess the likelihood and consequences of occurrence of any
N
hazards
Manage recall related communications
N
Submit regulatory reports
N
Monitor and audit recall effectiveness
N
Manage recall termination
N
Evaluate customer service operations and customer satisfaction
Y
Measure customer satisfaction with customer problems,
requests, and inquiries handling
Solicit customer feedback on customer service experience
Analyze customer service data and identify improvement
opportunities
N
N
N
26 of 777
PCF ID
18126
Hierarchy
ID
6.5.1.3
10402
6.5.2
11236
6.5.2.1
11237
6.5.2.2
11689
10403
11238
6.5.2.3
6.5.3
6.5.3.1
11239
20117
11240
6.5.3.2
6.5.3.3
6.5.3.4
11241
6.5.3.5
12672
20118
6.5.4
6.5.4.1
12676
20119
12674
20120
20121
6.5.4.2
6.5.4.3
6.5.4.4
6.5.4.5
6.5.5
Copyright 2016 APQC
Metrics
Name
available?
Provide customer feedback to product management on
N
customer service experience
Measure customer satisfaction with customer- complaint
N
handling and resolution
Solicit customer feedback on complaint handling and
N
resolution
Analyze customer complaint data and identify improvement
N
opportunities
Identify common customer complaints
N
Measure customer satisfaction with products and services
N
Gather and solicit post-sale customer feedback on products
N
and services
Solicit post-sale customer feedback on ad effectiveness
N
Solicit customer feedback on cross-channel experience
N
Analyze product and service satisfaction data and identify
N
improvement opportunities
Provide feedback and insights to appropriate teams
N
(product design/development, marketing, manufacturing)
Evaluate and manage warranty performance
Y
Measure customer satisfaction with warranty handling and
N
resolution
Monitor and report on warranty management metrics
N
Identify improvement opportunities
N
Identify opportunities to eliminate warranty waste
N
Investigate fraudulent claims
N
Evaluate recall performance
N
27 of 777
PCF ID
10007
17043
17044
10418
10419
10420
10421
10422
10432
17045
10423
10424
10425
10210
10426
16938
10427
11622
11623
10428
10429
10430
10431
10433
20122
10417
10434
10435
10436
10438
17046
10410
10439
10445
10447
10446
10448
10450
10451
10452
10440
Hierarchy
ID
Name
7.0
7.1
Develop and manage human resources planning, policies, and
strategies
7.1.1
Develop human resources strategy
7.1.1.1
Identify strategic HR needs
7.1.1.2
Define HR and business function roles and accountability
7.1.1.3
Determine HR costs
7.1.1.4
Establish HR measures
7.1.1.5
Communicate HR strategies
7.1.1.6
Develop strategy for HR systems/technologies/tools
7.1.2
Develop and implement workforce strategy and policies
7.1.2.1
Gather skill requirements according to corporate strategy
and market environment
7.1.2.2
Plan employee resourcing requirements per business
unit/organization
7.1.2.3
Develop compensation plan
7.1.2.3.1
Establish incentive plan
7.1.2.4
Develop succession plan
7.1.2.5
Develop high performers/leadership programs
7.1.2.6
Develop employee diversity plan
7.1.2.7
Develop training program
7.1.2.8
Develop recruitment program
7.1.2.9
Develop other HR programs
7.1.2.10
Develop HR policies
7.1.2.11
Administer HR policies
7.1.2.12
Plan employee benefits
7.1.2.13
Develop workforce strategy models
7.1.2.14
Implement workforce strategy models
7.1.3
Monitor and update strategy, plans, and policies
7.1.3.1
Measure realization of objectives
7.1.3.2
Measure contribution to business strategy
7.1.3.3
Communicate plans and provide updates to stakeholders
7.1.3.4
Review and revise HR plans
7.1.4
Develop competency management models
7.2
Recruit, source, and select employees
7.2.1
Manage employee requisitions
7.2.1.1
Align staffing plan to work force plan and business unit
strategies/resource needs
7.2.1.2
Develop and maintain job descriptions
7.2.1.3
Open job requisitions
7.2.1.4
Post job requisitions
7.2.1.5
Modify job requisitions
7.2.1.6
Notify hiring manager
7.2.1.7
Manage requisition dates
7.2.2
Recruit/Source candidates
Copyright 2016 APQC
Metrics
available?
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
28 of 777
PCF ID
10453
10454
10455
17047
17048
20123
10456
10457
10458
10459
10443
10463
10464
10465
10444
10460
10466
10467
20124
10468
10411
10469
10474
11243
Hierarchy
ID
7.2.2.1
7.2.2.2
7.2.2.3
7.2.2.4
7.2.2.5
7.2.3
7.2.3.1
7.2.3.2
7.2.3.3
7.2.3.4
7.2.4
7.2.4.1
7.2.4.2
7.2.4.3
7.2.5
7.2.5.1
7.2.5.2
7.2.5.3
7.2.5.3.1
7.2.5.4
7.3
7.3.1
7.3.1.1
7.3.1.2
17050
10470
10479
10480
10481
10472
10487
10488
17051
10473
10490
16940
10491
10492
7.3.1.3
7.3.2
7.3.2.1
7.3.2.2
7.3.2.3
7.3.3
7.3.3.1
7.3.3.2
7.3.3.3
7.3.4
7.3.4.1
7.3.4.2
7.3.4.3
7.3.4.4
10493
7.3.4.5
20125
20126
20127
7.3.4.6
7.3.4.6.1
7.3.4.6.2
Copyright 2016 APQC
Metrics
Name
available?
Determine recruitment methods and channels
N
Perform recruiting activities/events
N
Manage recruitment vendors
N
Manage employee referral programs
N
Manage recruitment channels
N
Screen and select candidates
N
Identify and deploy candidate selection tools
N
Interview candidates
N
Test candidates
N
Select and reject candidates
N
Manage new hire/re-hire
Y
Draw up and make offer
N
Negotiate offer
N
Hire candidate
N
Manage applicant information
N
Obtain candidate background information
N
Create applicant record
N
Manage/track applicant data
N
Complete position classification and level of experience
N
Archive and retain records of non- hires
N
Develop and counsel employees
Y
Manage employee orientation and deployment
Y
Create/maintain employee on-boarding program
N
Evaluate the effectiveness of the employee on-boarding
N
program
Execute onboarding program
N
Manage employee performance
Y
Define employee performance objectives
N
Review, appraise, and manage employee performance
N
Evaluate and review performance program
N
Manage employee development
Y
Define employee development guidelines
N
Develop employee career plans and career paths
N
Manage employee skill and competency development
N
Develop and train employees
Y
Align employee with organization development needs
N
Define employee competencies
N
Align learning programs with competencies
N
Establish training needs by analysis of required and
N
available skills
Develop, conduct, and manage employee and/or
Y
management training programs
Manage examinations and certifications
N
Liaise with external certification authorities
N
Administer certification tests
N
29 of 777
PCF ID
20128
20129
17052
10483
10484
10485
10531
10412
17053
Hierarchy
ID
7.3.4.6.3
7.3.4.6.4
7.4
7.4.1
7.4.2
7.4.3
7.4.4
7.5
7.5.1
10498
10499
10500
10501
7.5.1.1
7.5.1.2
7.5.1.3
7.5.1.4
10502
10503
10495
10504
10505
10506
10507
20131
10508
10509
10510
10511
10497
10413
10512
10513
10514
10515
10516
20132
20133
10517
17055
10520
20134
10522
10523
10524
10525
10526
7.5.1.5
7.5.1.6
7.5.2
7.5.2.1
7.5.2.2
7.5.2.3
7.5.2.4
7.5.3
7.5.3.1
7.5.3.2
7.5.3.3
7.5.3.4
7.5.4
7.6
7.6.1
7.6.2
7.6.3
7.6.4
7.6.5
7.6.6
7.6.6.1
7.6.6.2
7.6.7
7.6.7.1
7.7
7.7.1
7.7.2
7.7.3
7.7.4
7.7.5
Copyright 2016 APQC
Name
Appraise experience qualifications
Administer certificate issue and maintenance
Manage employee relations
Manage labor relations
Manage collective bargaining process
Manage labor management partnerships
Manage employee grievances
Reward and retain employees
Develop and manage reward, recognition, and motivation
programs
Develop salary/compensation structure and plan
Develop benefits and reward plan
Perform competitive analysis of benefit and rewards
Identify compensation requirements based on financial,
benefits, and HR policies
Administer compensation and rewards to employees
Reward and motivate employees
Manage and administer benefits
Deliver employee benefits program
Administer benefit enrollment
Process claims
Perform benefit reconciliation
Manage employee assistance and retention
Deliver programs to support work/life balance for
employees
Develop family support systems
Review retention and motivation indicators
Review compensation plan
Administer payroll
Redeploy and retire employees
Manage promotion and demotion process
Manage separation
Manage retirement
Manage leave of absence
Develop and implement employee outplacement
Manage workforce scheduling
Receive required resources/skills and capabilities
Manage resource deployment
Relocate employees and manage assignments
Manage expatriates
Manage employee information and analytics
Manage reporting processes
Manage employee inquiry process
Manage and maintain employee data
Manage human resource information systems HRIS
Develop and manage employee metrics
Metrics
available?
N
N
N
N
N
N
Y
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
Y
N
Y
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
30 of 777
PCF ID
10527
10530
Hierarchy
ID
7.7.6
7.7.7
17057
10529
16944
10532
7.8
7.8.1
7.8.2
7.9
Copyright 2016 APQC
Name
Develop and manage time and attendance systems
Manage/Collect employee suggestions and perform employee
research
Manage employee communication
Develop employee communication plan
Conduct employee engagement surveys
Deliver employee communications
Metrics
available?
N
N
N
N
N
N
31 of 777
10575
Hierarchy
Metrics
ID
Name
available?
8.0
Y
8.1
Manage the business of information technology
Y
8.1.1
Develop the enterprise IT strategy
Y
8.1.1.1
Build strategic intelligence
N
8.1.1.2
Identify long-term IT needs of the enterprise in
N
collaboration with stakeholders
8.1.1.3
Define strategic standards, guidelines, and principles
N
8.1.1.4
Define and establish IT architecture and development
N
standards
8.1.1.5
Define strategic vendors for IT components
N
8.1.1.6
Establish IT governance organization and processes
N
8.1.1.7
Build strategic roadmap to develop IT capabilities in
N
support of business objectives
8.1.2
Define the enterprise architecture
N
8.1.2.1
Establish the current and future enterprise architecture
N
definition
8.1.2.2
Confirm enterprise architecture maintenance approach
N
8.1.2.3
Maintain the relevance of the enterprise architecture
N
8.1.2.4
Act as clearinghouse for IT research and innovation
N
8.1.2.5
Govern the enterprise architecture
N
8.1.3
Manage the IT portfolio
N
8.1.3.1
Establish the IT portfolio
N
8.1.3.2
Analyze and evaluate the value of the IT portfolio for the
N
enterprise
8.1.3.3
Provision resources in accordance with strategic priorities
N
8.1.4
Perform IT research and innovation
N
8.1.4.1
Research technologies to innovate IT services and solutions
N
8.1.4.2
Transition viable technologies for IT services and solutions
N
development
8.1.5
Evaluate and communicate IT business value and performance
Y
10625
10626
10627
10564
10578
11244
8.1.5.1
8.1.5.2
8.1.5.3
8.2
8.2.1
8.2.1.1
11245
8.2.1.2
11246
11247
8.2.1.3
8.2.1.4
11248
8.2.1.5
PCF ID
10008
10563
10570
10603
10604
10605
10606
10607
10608
10609
10571
10611
10612
10613
10614
10615
10572
10616
10617
10618
10573
10620
10621
Copyright 2016 APQC
Establish and monitor key performance indicators

Evaluate IT plan performance
Communicate IT value
Develop and manage IT customer relationships
Develop IT services and solutions strategy
Research IT services and solutions to address business and
user requirements
Translate business and user requirements into IT services
and solutions requirements
Formulate IT services and solutions strategic initiatives
Coordinate strategies with internal stakeholders to ensure
alignment
Evaluate and select IT services and solutions strategic
initiatives
N
N
N
Y
Y
N
N
N
N
N
32 of 777
PCF ID
10579
10640
10641
Hierarchy
ID
8.2.2
8.2.2.1
8.2.2.2
10642
10643
8.2.2.3
8.2.2.4
10580
10644
10645
8.2.3
8.2.3.1
8.2.3.2
10646
10581
10647
10648
10649
8.2.3.3
8.2.4
8.2.4.1
8.2.4.2
8.2.4.3
10582
10650
10651
10652
8.2.5
8.2.5.1
8.2.5.2
8.2.5.3
10653
11220
8.2.5.4
8.3
11230
8.3.1
11231
8.3.2
10565
10583
10654
8.4
8.4.1
8.4.1.1
10655
8.4.1.2
10656
8.4.1.3
10584
10657
8.4.2
8.4.2.1
10658
10659
10660
10585
8.4.2.2
8.4.2.3
8.4.2.4
8.4.3
Copyright 2016 APQC
Metrics
Name
available?
Develop and manage IT service levels
N
Create and maintain the IT services and solutions catalog
N
Establish and maintain business and IT service-level
N
agreements
Evaluate and report service-level attainment results
N
Communicate business and IT service-level improvement
N
opportunities
Perform demand-side management (DSM) for IT services
N
Analyze IT services and solutions consumption and usage
N
Develop and implement incentive programs that improve
N
consumption efficiency
Develop volume/unit forecast for IT services and solutions
N
Manage IT customer satisfaction
Y
Capture and analyze customer satisfaction
N
Assess and communicate customer satisfaction patterns
N
Initiate improvements based on customer satisfaction
N
patterns
Market IT services and solutions
N
Develop IT services and solutions marketing strategy
N
Develop and manage IT customer strategy
N
Manage IT services and solutions advertising and
N
promotional campaigns
Process and track IT services and solutions orders
N
Develop and implement security, privacy, and data protection
Y
controls
Establish information security, privacy, and data protection
N
strategies and levels
Test, evaluate, and implement information security and privacy
N
and data protection controls
Manage enterprise information
Y
Develop information and content management strategies
Y
Understand information and content management needs
N
and the role of IT services for executing the business
strategy
Assess the information and content management
implications of new technologies
Identify and prioritize information and content
management actions
Define the enterprise information architecture
Define information elements, composite structure, logical
relationships and constraints, taxonomy, and derivation
rules
Define information access requirements
Establish data custodianship
Manage changes to content data architecture requirements
Manage information resources
N
N
Y
N
N
N
N
Y
33 of 777
PCF ID
10661
Hierarchy
ID
8.4.3.1
10662
10586
10663
10664
10665
8.4.3.2
8.4.4
8.4.4.1
8.4.4.2
8.4.4.3
10566
10587
10666
10667
8.5
8.5.1
8.5.1.1
8.5.1.2
10668
10588
10669
10670
10671
10589
10672
10673
10674
10590
10675
10676
10677
10678
10679
10680
10591
10681
8.5.1.3
8.5.2
8.5.2.1
8.5.2.2
8.5.2.3
8.5.3
8.5.3.1
8.5.3.2
8.5.3.3
8.5.4
8.5.4.1
8.5.4.2
8.5.4.3
8.5.4.4
8.5.4.5
8.5.4.6
8.5.5
8.5.5.1
10682
10683
10684
10685
10567
10592
10686
10687
8.5.5.2
8.5.5.3
8.5.5.4
8.5.5.5
8.6
8.6.1
8.6.1.1
8.6.1.2
10688
10593
10689
10690
8.6.1.3
8.6.2
8.6.2.1
8.6.2.2
Copyright 2016 APQC
Name
Define the enterprise information/data policies and
standards
Develop and implement data and content administration
Perform enterprise data and content management
Define sources and destinations of content data
Manage technical interfaces to users of content
Manage retention, revision, and retirement of enterprise
information
Develop and maintain information technology solutions
Develop the IT development strategy
Establish sourcing strategy for IT development
Define development processes, methodologies, and tools
standards
Select development methodologies and tools
Perform IT services and solutions life cycle planning
Plan development of new requirements
Plan development of feature and functionality
enhancement
Develop life cycle plan for IT services and solutions
Develop and maintain IT services and solutions architecture
Create IT services and solutions architecture
Revise IT services and solutions architecture
Retire IT services and solutions architecture
Create IT services and solutions
Understand confirmed requirements
Design IT services and solutions
Acquire/Develop IT service/solution components
Train services and solutions resources
Test IT services/solutions
Confirm customer acceptance
Maintain IT services and solutions
Understand upkeep/enhance requirements and defect
analysis
Design change to existing IT service/solution
Acquire/Develop changed IT service/solution component
Test IT service/solution change
Retire solutions and services
Deploy information technology solutions
Develop the IT deployment strategy
Establish IT services and solutions change policies
Define deployment process, procedures, and tools
standards
Select deployment methodologies and tools
Plan and implement changes
Plan change deployment
Communicate changes to stakeholders
Metrics
available?
N
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
Y
N
N
N
N
N
Y
Y
N
N
N
N
N
N
34 of 777
PCF ID
10691
10692
10693
10694
10594
10695
10696
10697
10698
10568
10595
10699
10700
10701
10596
10702
10703
10597
10704
10705
10598
10706
10707
10599
10708
10709
10710
10711
10712
10713
10714
Hierarchy
ID
8.6.2.3
8.6.2.4
8.6.2.5
8.6.2.6
8.6.3
8.6.3.1
8.6.3.2
8.6.3.3
8.6.3.4
8.7
8.7.1
8.7.1.1
8.7.1.2
8.7.1.3
8.7.2
8.7.2.1
8.7.2.2
8.7.3
8.7.3.1
8.7.3.2
8.7.4
8.7.4.1
8.7.4.2
8.7.5
8.7.5.1
8.7.5.2
8.7.5.3
8.7.5.4
8.7.5.5
8.7.5.6
8.7.5.7
Copyright 2016 APQC
Metrics
Name
available?
Administer change schedule
N
Train impacted users
N
Distribute and install change
N
Verify change
N
Plan and manage releases
N
Understand and coordinate release design and acceptance
N
Plan release rollout
N
Distribute and install release
N
Verify release
N
Deliver and support information technology services
Y
Develop IT services and solution delivery strategy
N
Establish sourcing strategy for IT delivery
N
Define delivery processes, procedures, and tools standards
N
Select delivery methodologies and tools
N
Develop IT support strategy
N
Establish sourcing strategy for IT support
N
Define IT support services
N
Manage IT infrastructure resources
N
Manage IT inventory and assets
N
Manage IT resource capacity
N
Manage IT infrastructure operations
N
Deliver IT services and solutions
N
Perform IT operations support services
N
Support IT services and solutions
Y
Manage availability
N
Manage facilities
N
Manage backup/recovery
N
Manage performance and capacity
N
Manage incidents
N
Manage problems
N
Manage inquiries
N
35 of 777
PCF ID
17058
10728
10738
10771
10772
20135
10773
20136
10739
10774
14057
10775
10776
10777
11175
10740
10778
10779
10780
10781
10741
10782
10783
10784
10785
10786
10787
10788
10729
10742
10789
10790
14187
14188
10791
10792
10793
10743
10794
10795
10796
10797
10798
10744
10799
Hierarchy
Metrics
ID
Name
available?
9.0
Y
9.1
Perform planning and management accounting
Y
9.1.1
Perform planning/budgeting/forecasting
Y
9.1.1.1
Develop and maintain budget policies and procedures
N
9.1.1.2
Prepare periodic budgets and plans
N
9.1.1.3
Operationalize and implement plans to achieve budget
N
9.1.1.4
Prepare periodic financial forecasts
N
9.1.1.5
Perform variance analysis against forecasts and budgets
N
9.1.2
Perform cost accounting and control
Y
9.1.2.1
Perform inventory accounting
N
9.1.2.2
Perform profit center accounting
N
9.1.2.3
Perform cost of sales analysis
N
9.1.2.4
Perform product costing
N
9.1.2.5
Perform variance analysis
N
9.1.2.6
Report on profitability
N
9.1.3
Perform cost management
N
9.1.3.1
Determine key cost drivers
N
9.1.3.2
Measure cost drivers
N
9.1.3.3
Determine critical activities
N
9.1.3.4
Manage asset resource deployment and utilization
N
9.1.4
Evaluate and manage financial performance
Y
9.1.4.1
Assess customer and product profitability
N
9.1.4.2
Evaluate new products
N
9.1.4.3
Perform life cycle costing
N
9.1.4.4
Optimize customer and product mix
N
9.1.4.5
Track performance of new-customer and product strategies
N
9.1.4.6
Prepare activity-based performance measures
N
9.1.4.7
Manage continuous cost improvement
N
9.2
Perform revenue accounting
Y
9.2.1
Process customer credit
Y
9.2.1.1
Establish credit policies
N
9.2.1.2
Analyze/Approve new account applications
N
9.2.1.3
Analyze credit scoring history
N
9.2.1.4
Forecast credit scoring requirement
N
9.2.1.5
Review existing accounts
N
9.2.1.6
Produce credit/collection reports
N
9.2.1.7
Reinstate or suspend accounts based on credit policies
N
9.2.2
Invoice customer
Y
9.2.2.1
Maintain customer/product master files
N
9.2.2.2
Generate customer billing data
N
9.2.2.3
Transmit billing data to customers
N
9.2.2.4
Post receivable entries
N
9.2.2.5
Resolve customer billing inquiries
N
9.2.3
Process accounts receivable (AR)
Y
9.2.3.1
Establish AR policies
N
Copyright 2016 APQC
36 of 777
PCF ID
10800
10801
10802
10803
10745
10804
10805
10806
10807
10808
14007
14008
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822
10823
10824
10825
10826
10827
10749
10828
10829
10830
10831
Hierarchy
ID
9.2.3.2
9.2.3.3
9.2.3.4
9.2.3.5
9.2.4
9.2.4.1
9.2.4.2
9.2.4.3
9.2.4.4
9.2.4.5
9.2.4.6
9.2.4.7
9.2.5
9.2.5.1
9.2.5.2
9.2.5.3
9.2.5.4
9.2.5.5
9.2.5.6
9.3
9.3.1
9.3.1.1
9.3.1.2
9.3.1.3
9.3.1.4
9.3.2
9.3.2.1
9.3.2.2
9.3.2.3
9.3.2.4
9.3.2.5
9.3.2.6
9.3.2.7
9.3.2.8
9.3.2.9
9.3.3
9.3.3.1
9.3.3.2
9.3.3.3
9.3.3.4
10832
9.3.3.5
10833
10834
9.3.3.6
9.3.3.7
Copyright 2016 APQC
Metrics
Name
available?
Receive/Deposit customer payments
N
Apply cash remittances
N
Prepare AR reports
N
Post AR activity to the general ledger
N
Manage and process collections
Y
Establish policies for delinquent accounts
N
Analyze delinquent account balances
N
Correspond/Negotiate with delinquent accounts
N
Discuss account resolution with internal parties
N
Process adjustments/write off balances
N
Perform recovery workout
N
Manage default accounts
N
Manage and process adjustments/deductions
Y
Establish policies/procedures for adjustments
N
Analyze adjustments
N
Correspond/Negotiate with customer
N
Discuss resolution with internal parties
N
Prepare chargeback invoices
N
Process related entries
N
Perform general accounting and reporting
Y
Manage policies and procedures
Y
Negotiate service-level agreements
N
Establish accounting policies
N
Set and enforce approval limits
N
Establish common financial systems
N
Perform general accounting
Y
Maintain chart of accounts
N
Process journal entries
N
Process allocations
N
Process period end adjustments
N
Post and reconcile intercompany transactions
N
Reconcile general ledger accounts
N
Perform consolidations and process eliminations
N
Prepare trial balance
N
Prepare and post management adjustments
N
Perform fixed-asset accounting
Y
Establish fixed-asset policies and procedures
N
Maintain fixed-asset master data files
N
Process and record fixed-asset additions and retires
N
Process and record fixed-asset adjustments, enhancements,
N
revaluations, and transfers
Process and record fixed-asset maintenance and repair
N
expenses
Calculate and record depreciation expense
N
Reconcile fixed-asset ledger
N
37 of 777
PCF ID
10835
10836
Hierarchy
ID
9.3.3.8
9.3.3.9
10750
10837
10838
10839
10840
9.3.4
9.3.4.1
9.3.4.2
9.3.4.3
9.3.4.4
10841
10842
10843
14074
10731
10751
10844
10845
10846
9.3.4.5
9.3.4.6
9.3.4.7
9.3.4.8
9.4
9.4.1
9.4.1.1
9.4.1.2
9.4.1.3
10847
10752
10848
10849
10850
10851
10852
10732
10753
10853
10854
10855
10856
10857
10754
10858
10859
10860
10861
10862
10863
10864
10865
10755
14075
14076
9.4.1.4
9.4.2
9.4.2.1
9.4.2.2
9.4.2.3
9.4.2.4
9.4.2.5
9.5
9.5.1
9.5.1.1
9.5.1.2
9.5.1.3
9.5.1.4
9.5.1.5
9.5.2
9.5.2.1
9.5.2.2
9.5.2.3
9.5.2.4
9.5.2.5
9.5.2.6
9.5.2.7
9.5.2.8
9.5.3
9.5.3.1
9.5.3.2
Copyright 2016 APQC
Metrics
Name
available?
Track fixed-assets including physical inventory
N
Provide fixed-asset data to support tax, statutory, and
N
regulatory reporting
Perform financial reporting
Y
Prepare business unit financial statements
N
Prepare consolidated financial statements
N
Perform business unit reporting/review management
N
reports
Perform consolidated reporting/review of cost management
N
reports
Prepare statements for board review
N
Produce quarterly/annual filings and shareholder reports
N
Produce regulatory reports
N
Perform legal and management consolidation
N
Manage fixed-asset project accounting
Y
Perform capital planning and project approval
Y
Develop capital investment policies and procedures
N
Develop and approve capital expenditure plans and
N
budgets
Review and approve capital projects and fixed-asset
N
acquisitions
Conduct financial justification for project approval
N
Perform capital project accounting
Y
Create project account codes
N
Record project-related transactions
N
Monitor and track capital projects and budget spending
N
Close/capitalize projects
N
Measure financial returns on completed capital projects
N
Process payroll
Y
Report time
Y
Establish policies and procedures
N
Collect and record employee time worked
N
Analyze and report paid and unpaid leave
N
Monitor regular, overtime, and other hours
N
Analyze and report employee utilization
N
Manage pay
Y
Enter employee time worked into payroll system
N
Maintain and administer employee earnings information
N
Maintain and administer applicable deductions
N
Monitor changes in tax status of employees
N
Process and distribute payments
N
Process and distribute manual checks
N
Process period-end adjustments
N
Respond to employee payroll inquiries
N
Process payroll taxes
Y
Develop tax plan
N
Manage tax plan
N
38 of 777
PCF ID
10866
10867
10868
10733
10756
10869
10870
10871
10872
10873
10874
10875
10876
10877
10878
10879
10757
10880
Hierarchy
ID
9.5.3.3
9.5.3.4
9.5.3.5
9.6
9.6.1
9.6.1.1
9.6.1.2
9.6.1.3
9.6.1.4
9.6.1.5
9.6.1.6
9.6.1.7
9.6.1.8
9.6.1.9
9.6.1.10
9.6.1.11
9.6.2
9.6.2.1
10881
10882
10883
10884
10734
10758
10885
10886
10887
10888
10889
10890
10891
10892
10759
10893
10894
10895
10896
10897
10898
9.6.2.2
9.6.2.3
9.6.2.4
9.6.2.5
9.7
9.7.1
9.7.1.1
9.7.1.2
9.7.1.3
9.7.1.4
9.7.1.5
9.7.1.6
9.7.1.7
9.7.1.8
9.7.2
9.7.2.1
9.7.2.2
9.7.2.3
9.7.2.4
9.7.2.5
9.7.2.6
10899
10900
10760
10901
9.7.2.7
9.7.2.8
9.7.3
9.7.3.1
Copyright 2016 APQC
Name
Calculate and pay applicable payroll taxes
Produce and distribute employee annual tax statements
File regulatory payroll tax forms
Process accounts payable and expense reimbursements
Process accounts payable (AP)
Verify AP pay file with purchase order vendor master file
Maintain/Manage electronic commerce
Audit invoices and key data in AP system
Approve payments
Process financial accruals and reversals
Process taxes
Process payments
Respond to AP inquiries
Retain records
Adjust accounting records
Process expense reimbursements
Establish and communicate expense reimbursement
policies and approval limits
Capture and report relevant tax data
Approve reimbursements and advances
Process reimbursements and advances
Manage personal accounts
Manage treasury operations
Manage treasury policies and procedures
Establish scope and governance of treasury operations
Establish and publish treasury policies
Develop treasury procedures
Monitor treasury procedures
Audit treasury procedures
Revise treasury procedures
Develop and confirm internal controls for treasury
Define system security requirements
Manage cash
Manage and reconcile cash positions
Manage cash equivalents
Process and oversee electronic fund transfers (EFTs)
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
Manage in-house bank accounts
Manage in-house bank accounts for subsidiaries
Metrics
available?
N
N
N
Y
Y
N
N
N
N
N
N
N
Y
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
39 of 777
PCF ID
10902
10903
Hierarchy
ID
9.7.3.2
9.7.3.3
10904
10905
10906
10907
10761
14079
10908
10909
10910
10911
10912
10913
14210
11208
12974
11209
19575
19576
19577
9.7.3.4
9.7.3.5
9.7.3.6
9.7.3.7
9.7.4
9.7.4.1
9.7.4.2
9.7.4.3
9.7.4.4
9.7.4.5
9.7.4.6
9.7.4.7
9.7.4.8
9.7.5
9.7.5.1
9.7.5.2
9.7.5.2.1
9.7.5.2.2
9.7.5.2.3
19578
11210
19579
19580
19581
9.7.5.2.4
9.7.5.3
9.7.5.3.1
9.7.5.3.2
9.7.5.3.3
19582
19583
11211
19584
9.7.5.3.4
9.7.5.3.5
9.7.5.4
9.7.5.4.1
19585
19586
19587
20137
19588
19589
19590
11213
11215
11214
16958
9.7.5.4.2
9.7.5.4.3
9.7.5.4.4
9.7.5.5
9.7.5.5.1
9.7.5.5.2
9.7.5.5.3
9.7.5.5.4
9.7.5.5.5
9.7.5.6
9.7.6
Copyright 2016 APQC
Metrics
Name
available?
Manage and facilitate inter-company borrowing
N
transactions
Manage centralized outgoing payments on behalf of
N
subsidiaries
Manage central incoming payments on behalf of
N
subsidiaries
Manage internal payments and netting transactions
N
Calculate interest and fees for in-house bank accounts
N
Provide account statements for in-house bank accounts
N
Manage debt and investment
N
Establish investment policy
N
Manage financial intermediary relationships
N
Manage liquidity
N
Manage issuer exposure
N
Process and oversee debt and investment transactions
N
Process and oversee foreign currency transactions
N
Produce debt and investment accounting transaction
N
reports
Process and oversee interest rate transactions
N
Monitor and execute risk and hedging transactions
Y
Develop risk management/hedging strategy
N
Manage interest rate risk
N
Manage interest rate market data
N
Determine interest rate exposure for all markets
N
Determine interest rate hedge requirements in
N
accordance with risk policy
Execute interest rate trades
N
Manage foreign exchange risk
N
Manage foreign exchange market data
N
Determine foreign exchange exposure for all currencies
N
Determine foreign exchange hedge requirements in
N
Execute foreign exchange trades
N
Mange foreign exchange balance sheet risk
N
Manage exposure risk
N
Determine current customer exposures and limit
N
exceptions
Resolve customer exposure limit violations
N
Manage customer collateral
N
Perform annual customer credit reviews
N
Execute hedging transactions
N
Measure physical positions
N
Establish hedges
N
Unwind hedges
N
Evaluate and refine hedging positions
N
Monitor credit
N
Produce hedge accounting transactions and reports
N
Manage financial fraud/dispute cases
N
40 of 777
PCF ID
10735
10762
10914
10915
10916
11250
11251
10763
Hierarchy
ID
9.8
9.8.1
9.8.1.1
9.8.1.2
9.8.1.3
9.8.1.4
9.8.1.5
9.8.2
10917
10918
10919
10920
10921
10922
9.8.2.1
9.8.2.2
9.8.2.3
9.8.2.4
9.8.2.5
9.8.2.6
10764
10923
10924
9.8.3
9.8.3.1
9.8.3.2
10925
10926
10736
10765
10927
10928
10929
10766
10930
10931
10932
10933
10934
10935
10936
10737
10767
10768
10769
10770
17059
14090
14091
14092
19593
9.8.3.3
9.8.3.4
9.9
9.9.1
9.9.1.1
9.9.1.2
9.9.1.3
9.9.2
9.9.2.1
9.9.2.2
9.9.2.3
9.9.2.4
9.9.2.5
9.9.2.6
9.9.2.7
9.10
9.10.1
9.10.2
9.10.3
9.10.4
9.11
9.11.1
9.11.2
9.11.3
9.11.4
Copyright 2016 APQC
Metrics
available?
Manage internal controls
Y
Establish internal controls, policies, and procedures
Y
Establish board of directors and audit committee
N
Define and communicate code of ethics
N
Assign roles and responsibility for internal controls
N
Define business process objectives and risks
N
Define entity/unit risk tolerances
N
Operate controls and monitor compliance with internal controls
Y
policies and procedures
Design and implement control activities
N
Monitor control effectiveness
N
Remediate control deficiencies
N
Create compliance function
N
Operate compliance function
N
Implement and maintain controls-related enabling
N
technologies and tools
Report on internal controls compliance
Y
Report to external auditors
N
Report to regulators, share-/debt-holders, securities
N
exchanges, etc.
Report to third parties
N
Report to internal management
N
Manage taxes
Y
Develop tax strategy and plan
N
Develop foreign, national, state, and local tax strategy
N
Consolidate and optimize total tax plan
N
Maintain tax master data
N
Process taxes
N
Perform tax planning/strategy
N
Prepare returns
N
Prepare foreign taxes
N
Calculate deferred taxes
N
Account for taxes
N
Monitor tax compliance
N
Address tax inquiries
N
Manage international funds/consolidation
N
Monitor international rates
N
Manage transactions
N
Monitor currency exposure/hedge currency
N
Report results
N
Perform global trade services
N
Screen sanctioned party list
N
Control exports and imports
N
Classify products
N
Perform currency conversion
N
Name
41 of 777
PCF ID
14093
14094
14095
14096
14097
14098
Hierarchy
ID
9.11.5
9.11.6
9.11.7
9.11.8
9.11.9
9.11.10
Copyright 2016 APQC
Name
Calculate duty
Communicate with customs
Document trade
Process trade preferences
Handle restitution
Prepare letter of credit
Metrics
available?
N
N
N
N
N
N
42 of 777
PCF ID
19207
10937
10941
10955
10956
10957
10943
10958
10959
10960
10961
10962
10944
10963
10964
10949
10965
10966
19208
19209
19210
19211
19212
20139
19220
11276
19221
19222
19223
19229
19230
19231
19232
19233
19234
19224
19225
19226
19227
19228
19238
19239
19240
10967
Hierarchy
ID
Name
10.0
10.1
Plan and acquire assets
10.1.1
Develop property strategy and long term vision
10.1.1.1
Confirm alignment of property requirements with business
strategy
10.1.1.2
10.1.1.3
Determine build or buy decision
10.1.2
Plan facility
10.1.2.1
Design facility
10.1.2.2
Analyze budget
10.1.2.3
Select property
10.1.2.4
Negotiate terms for facility
10.1.2.5
Manage construction or modification to building
10.1.3
Provide workspace and facilities
10.1.3.1
Acquire workspace and facilities
10.1.3.2
Change fit/form/function of workspace and facilities
10.1.4
Manage facilities operations
10.1.4.1
Relocate people
10.1.4.2
Relocate material and tools
10.2
Design and construct productive assets
10.2.1
Manage capital program for productive assets
10.2.1.1
Define capital investment plan
10.2.1.2
Monitor capital program
10.2.1.3
Secure construction financing
10.2.2
Design and plan asset construction
10.2.2.1
Develop construction strategy
10.2.2.2
Perform construction performance management
10.2.2.3
Obtain construction permissions
10.2.2.4
Design assets
10.2.2.5
Plan construction resources
10.2.3
Schedule and perform construction work
10.2.3.1
Schedule work
10.2.3.2
Obtain resources
10.2.3.3
Construct new assets
10.2.3.4
Augment existing assets
10.2.3.5
Renew/Replace assets
10.2.4
Manage asset construction
10.2.4.1
Monitor work performance
10.2.4.2
Undertake quality control
10.2.4.3
Create work and asset records
10.2.4.4
Manage safety, security, and access to sites
10.3
Maintain productive assets
10.3.1
Plan asset maintenance
10.3.1.1
Develop maintenance strategies
10.3.1.2
Analyze assets and predict maintenance requirements
Copyright 2016 APQC
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
43 of 777
PCF ID
19241
10968
19242
19243
19244
19245
19246
19247
19248
19249
19250
19251
19252
19253
10947
19254
19255
19256
19257
10940
10952
19258
10953
10954
16970
Hierarchy
ID
10.3.1.3
10.3.1.4
10.3.1.5
10.3.1.6
10.3.1.7
10.3.2
10.3.2.1
10.3.2.2
10.3.2.3
10.3.2.4
10.3.2.5
10.3.2.6
10.3.2.7
10.3.3
10.3.3.1
10.3.3.2
10.3.3.3
10.3.3.4
10.3.3.5
10.4
10.4.1
10.4.2
10.4.3
10.4.4
10.4.5
Copyright 2016 APQC
Metrics
Name
available?
Specify maintenance policies
N
Integrate preventive maintenance into operations schedule
N
Identify work management tasks & priorities
N
Conduct resource planning
N
Create work plans
N
Manage asset maintenance
N
Schedule work
N
Obtain required resources
N
N
Update work and asset records
N
Manage maintenance work safety
N
Define maintenance performance targets
N
N
Monitor maintenance performance against
targets/contracts
Perform
asset maintenance
N
Perform preventative asset maintenance
N
Perform routine asset maintenance
N
Perform corrective asset maintenance and repairs
N
Identify unplanned maintenance requirements
N
Perform unplanned maintenance and repairs
N
Dispose of assets
N
Develop exit strategy
N
Decommission productive assets
N
Perform sale or trade
N
Perform abandonment
N
Perform waste and hazardous goods management
N
44 of 777
PCF ID
16437
Hierarchy
ID
Name
11.0
Manage Enterprise Risk, Compliance, Remediation, and
Resiliency
17060
16439
16440
16441
11.1
11.1.1
11.1.1.1
11.1.1.2
16442
16443
11.1.1.3
11.1.1.4
16444
11.1.1.5
16445
16446
16447
16448
11.1.2
11.1.2.1
11.1.2.2
11.1.2.3
16449
11.1.2.4
16450
16451
16452
11.1.2.5
11.1.2.6
11.1.2.7
16453
11.1.2.8
16454
11.1.2.9
17462
16456
16457
11.1.3
11.1.3.1
11.1.3.2
16458
16459
16460
16461
16462
17467
17468
17469
17470
14133
14137
16463
16464
16465
11.1.3.3
11.1.3.4
11.1.3.5
11.1.3.6
11.1.3.7
11.2
11.2.1
11.2.1.1
11.2.1.2
11.2.1.3
11.2.1.4
11.2.2
11.2.2.1
11.2.2.2
Copyright 2016 APQC
Manage enterprise risk

Establish the enterprise risk framework and policies
Determine risk tolerance for organization
Develop and maintain enterprise risk policies and
procedures
Identify and implement enterprise risk management tools
Coordinate the sharing of risk knowledge across the
organization
Prepare and report enterprise risk to executive
management and board
Oversee and coordinate enterprise risk management activities
Identify enterprise level risks
Assess risks to determine which to mitigate
Develop risk mitigation and management strategy and
integrate with existing performance management
processes
Verify business unit and functional risk mitigation plans are
implemented
Ensure risks and risk mitigation actions are monitored
Report on risk activities
Coordinate business unit and functional risk management
activities
Ensure that each business unit/function follows the
enterprise risk management process
enterprise risk reporting process
Manage business unit and function risk
Identify risks
Assess risks using enterprise risk framework policies and
procedures
Develop mitigation plans for risks
Implement mitigation plans for risks
Monitor risks
Analyze risk activities and update plans
Manage compliance
Establish compliance framework and policies
Develop enterprise compliance policies and procedures
Implement enterprise compliance activities
Manage internal audits
Maintain controls-related technologies and tools
Manage regulatory compliance
Develop regulatory compliance procedures
Identify applicable regulatory requirements
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
45 of 777
PCF ID
16466
Hierarchy
ID
11.2.2.3
16467
11.2.2.4
16468
11.2.2.5
16469
11.2.2.6
19595
19596
11.2.2.7
11.2.2.8
16470
11185
11201
11202
11203
11204
11205
11206
11216
11221
11222
11223
11224
16471
11.2.2.9
11.3
11.3.1
11.3.2
11.3.3
11.3.4
11.3.5
11.3.6
11.4
11.4.1
11.4.2
11.4.3
11.4.4
11.4.5
Copyright 2016 APQC
Name
Monitor the regulatory environment for changing or
emerging regulations
Assess current compliance position and identify
weaknesses or shortfalls therein
Implement missing or stronger regulatory compliance
controls and policies
Monitor and test regulatory compliance position and
existing controls
Compile and communicate compliance scorecard(s)
Compile and communicate internal and regulatory
compliance reports
Maintain relationships with regulators as appropriate
Manage remediation efforts
Create remediation plans
Contact and confer with experts
Identify/dedicate resources
Investigate legal aspects
Investigate damage cause
Amend or create policy
Manage business resiliency
Develop the business resilience strategy
Perform continuous business operations planning
Test continuous business operations
Maintain continuous business operations
Share knowledge of specific risks across other parts of the
organization
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
46 of 777
PCF ID
10012
11010
11035
11036
11037
11011
11038
12869
12870
12871
12872
12873
12874
11039
12875
12876
12877
12878
11040
12879
12880
12881
11041
11012
11042
11043
11013
11044
11045
11046
11047
11053
11054
11048
11056
11057
11058
11059
11060
11061
11049
11062
11063
11064
Hierarchy
ID
Name
12.0
12.1
Build investor relationships
12.1.1
Plan, build, and manage lender relations
12.1.2
Plan, build, and manage analyst relations
12.1.3
Communicate with shareholders
12.2
Manage government and industry relationships
12.2.1
Manage government relations
12.2.1.1
Assess relationships
12.2.1.2
Appoint responsible executives
12.2.1.3
Monitor relationships
12.2.1.4
Receive input from internal advisors
12.2.1.5
Receive input from external advisors
12.2.1.6
Liaise with authorities
12.2.2
Manage relations with quasi-government bodies
12.2.2.1
Establish relationships with agencies
12.2.2.2
Respond to audit inquiries
12.2.2.3
Maintain documentation of contacts
12.2.2.4
Plan and manage meetings
12.2.3
Manage relations with trade or industry groups
12.2.3.1
Evaluate the requirements for strategic relationships
12.2.3.2
Monitor the success of the partnerships
12.2.3.3
Extend or change the relationships
12.2.4
Manage lobby activities
12.3
Manage relations with board of directors
12.3.1
Report results
12.3.2
Report audit findings
12.4
Manage legal and ethical issues
12.4.1
Create ethics policies
12.4.2
Manage corporate governance policies
12.4.3
Develop and perform preventive law programs
12.4.4
Ensure compliance
12.4.4.1
Plan and initiate compliance program
12.4.4.2
Execute compliance program
12.4.5
Manage outside counsel
12.4.5.1
Assess problem and determine work requirements
12.4.5.2
Engage/Retain outside counsel if necessary
12.4.5.3
Receive strategy/budget
12.4.5.4
Receive work product and manage/monitor case and work
performed
12.4.5.5
Process payment for legal services
12.4.5.6
Track legal activity/performance
12.4.6
Protect intellectual property
12.4.6.1
Manage copyrights, patents, and trademarks
12.4.6.2
Maintain intellectual property rights and restrictions
12.4.6.3
Administer licensing terms
Copyright 2016 APQC
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
47 of 777
PCF ID
11065
11050
11051
11052
11014
11066
11067
11068
11069
11070
Hierarchy
ID
12.4.6.4
12.4.7
12.4.8
12.4.9
12.5
12.5.1
12.5.2
12.5.3
12.5.4
12.5.5
Copyright 2016 APQC
Name
Administer options
Resolve disputes and litigations
Provide legal advice/counseling
Negotiate and document agreements/contracts
Manage public relations program
Manage community relations
Manage media relations
Promote political stability
Create press releases
Issue press releases
Metrics
available?
N
N
N
N
N
N
N
N
N
N
48 of 777
PCF ID
10013
16378
16379
16380
16381
16382
16383
16384
16385
16386
16387
16388
16389
20140
16390
16391
16392
16393
16394
16395
20141
16396
16397
16398
16399
16400
16401
16402
16403
16404
16405
16406
16407
16408
16409
16410
16411
11117
16412
11118
11119
11120
11121
16413
Hierarchy
Metrics
ID
Name
available?
13.0
Y
13.1
Manage business processes
N
13.1.1
Establish and maintain process management governance
N
13.1.1.1
Define and manage governance approach
N
13.1.1.2
Establish and maintain process tools and templates
N
13.1.1.3
Assign and support process ownership
N
13.1.1.4
Perform process governance activities
N
13.1.2
Define and manage process frameworks
N
13.1.2.1
Establish and maintain process framework
N
13.1.2.2
Identify cross-functional processes
N
13.1.3
Define processes
N
13.1.3.1
Scope processes
N
13.1.3.2
Analyze processes
N
13.1.3.2.1
Identify published best practices
N
13.1.3.3
Model and document processes
N
13.1.3.4
Publish processes
N
13.1.4
Manage process performance
N
13.1.4.1
Provide process training
N
13.1.4.2
Support process execution
N
13.1.4.3
Measure and report process performance
N
13.1.4.3.1
Identify additional metrics as required
N
13.1.5
Improve processes
N
13.1.5.1
Identify and select improvement opportunities
N
13.1.5.2
Manage improvement projects
N
13.1.5.3
Perform continuous improvement activities
N
13.2
Manage portfolio, program, and project
N
13.2.1
Manage portfolio
N
13.2.1.1
Establish portfolio strategy
N
13.2.1.2
Define portfolio governance
N
13.2.1.3
Monitor and control portfolio
N
13.2.2
Manage programs
N
13.2.2.1
Establish program structure and approach
N
13.2.2.2
Manage program stakeholders and partners
N
13.2.2.3
Manage program execution
N
13.2.2.4
Review and report program performance
N
13.2.3
Manage projects
N
13.2.3.1
Establish project scope
N
13.2.3.1.1
Identify project requirements and objectives
N
13.2.3.1.2
Identify project resource requirements
N
13.2.3.1.3
Assess culture and readiness for project management
N
approach
13.2.3.1.4
Identify appropriate project management methodologies
N
13.2.3.1.5
Create business case and obtain funding
N
13.2.3.1.6
Develop project measures and indicators
N
13.2.3.2
Develop project plans
N
Copyright 2016 APQC
49 of 777
PCF ID
11123
20142
11124
11125
11127
11128
11129
16414
11131
Hierarchy
ID
13.2.3.2.1
13.2.3.2.2
13.2.3.2.3
13.2.3.2.4
13.2.3.2.5
13.2.3.2.6
13.2.3.2.7
13.2.3.3
13.2.3.3.1
16415
16416
11132
11133
13.2.3.3.2
13.2.3.3.3
13.2.3.3.4
13.2.3.3.5
16417
16418
17471
17472
17473
17474
17475
17476
17477
17478
17479
17480
17481
17482
17483
17484
17485
17486
17487
17488
17489
17490
17491
17492
17493
17494
17495
17496
17497
13.2.3.4
13.2.3.5
13.3
13.3.1
13.3.1.1
13.3.1.2
13.3.1.3
13.3.1.3.1
13.3.1.3.2
13.3.1.3.3
13.3.1.3.4
13.3.1.4
13.3.1.5
13.3.2
13.3.2.1
13.3.2.1.1
13.3.2.1.2
13.3.2.1.3
13.3.2.2
13.3.2.2.1
13.3.2.2.2
13.3.2.2.3
13.3.2.2.4
13.3.3
13.3.3.1
13.3.3.2
13.3.3.3
13.3.3.4
13.3.3.5
Copyright 2016 APQC
Name
Define roles and resources
Acquire/secure project resources
Identify specific IT requirements
Create training and communication plans
Design recognition and reward approaches
Design and plan launch of project
Deploy the project
Execute projects
Evaluate impact of project management (strategy and
projects) on measures and outcomes
Report the status of project
Manage project scope
Promote and sustain activity and involvement
Realign and refresh project management strategy and
approaches
Review and report project performance
Close projects
Manage enterprise quality
Establish quality requirements
Define critical-to-quality characteristics
Define preventive quality activities
Develop quality controls
Define process steps for controls (or integration points)
Define sampling plan
Identify measurement methods
Define required competencies
Prove capability to assess compliance with requirements
Finalize quality plan
Evaluate performance to requirements
Test against quality plan
Conduct test and collect data
Record result(s)
Determine disposition of result(s)
Assess results of tests
Assess sample significance
Summarize result(s)
Recommend actions
Decide next steps
Manage non-conformance
Assess potential impact
Determine immediate action(s)
Identify root cause(s)
Take corrective or preventative action
Close non-conformance
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
50 of 777
PCF ID
17498
Hierarchy
ID
13.3.4
17499
17500
17501
17502
13.3.4.1
13.3.4.2
13.3.4.3
13.3.4.4
17503
17504
13.3.4.5
13.3.4.6
17505
17506
17507
17508
13.3.4.6.1
13.3.4.6.2
13.3.4.6.3
13.3.4.6.4
17509
13.3.4.6.5
17510
11074
11134
11138
11140
11139
11141
11142
11143
11144
11145
11146
11147
20143
20144
11148
11149
11150
11151
11135
11152
11153
11154
11155
20145
11156
11157
11158
13.3.4.6.6
13.4
13.4.1
13.4.1.1
13.4.1.2
13.4.1.3
13.4.1.4
13.4.1.5
13.4.1.6
13.4.1.7
13.4.1.8
13.4.1.9
13.4.1.10
13.4.1.11
13.4.1.12
13.4.1.13
13.4.1.14
13.4.1.15
13.4.1.16
13.4.2
13.4.2.1
13.4.2.2
13.4.2.3
13.4.2.4
13.4.2.5
13.4.2.6
13.4.2.7
13.4.2.8
Copyright 2016 APQC
Name
Implement and maintain the enterprise quality management
system (EQMS)
Define the quality strategy
Plan and deploy the EQMS scope, targets, and goals
Identify core EQMS processes, controls, and metrics
Develop and document EQMS policies, procedures,
standards, and measures
Assess the EQMS performance
Create environment and capability for EQMS
improvement(s)
Reward quality excellence
Create and maintain quality partnerships
Maintain talent capabilities and competencies
Incorporate EQMS messaging into communication
channels
Assure independent EQMS management access to
appropriate authority in the organization
Transfer proven EQMS methods
Manage change
Plan for change
Select process improvement methodology
Determine stakeholders
Assess readiness for change
Identify change champion(s)
Form design team
Define scope
Understand current state
Define future state
Conduct organizational risk analysis
Assess cultural issues
Identify impacted groups
Determine degree/extent of impact
Establish accountability for change management
Identify barriers to change
Determine change enablers
Identify resources and develop measures
Design the change
Assess connection to other initiatives
Develop change management plans
Develop communication plan
Assign change champion(s)
Develop rewards/incentives plan
Establish change adoption metrics
Establish/Clarify new roles
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
51 of 777
PCF ID
11159
11136
11160
11161
11162
Hierarchy
ID
13.4.2.9
13.4.3
13.4.3.1
13.4.3.2
13.4.3.3
11163
20146
11137
11164
11165
11166
11073
13.4.3.4
13.4.3.5
13.4.4
13.4.4.1
13.4.4.2
13.4.4.3
13.5
11095
11100
11101
11102
13.5.1
13.5.1.1
13.5.1.2
13.5.1.3
11103
11104
11105
11106
11107
11108
11109
11096
11110
11111
11112
11113
11114
11115
16436
11071
11075
11076
11077
11078
11079
11072
11083
11084
11085
13.5.1.4
13.5.1.5
13.5.1.6
13.5.1.7
13.5.1.8
13.5.1.9
13.5.1.10
13.5.2
13.5.2.1
13.5.2.2
13.5.2.3
13.5.2.4
13.5.2.5
13.5.2.6
13.6
13.6.1
13.6.1.1
13.6.1.2
13.6.1.3
13.6.1.4
13.6.1.5
13.6.2
13.6.2.1
13.6.2.2
13.6.2.3
Copyright 2016 APQC
Name
Identify budget/roles
Implement change
Create commitment for improvement/change
Reengineer business processes and systems
Support transition to new roles or exit strategies for
incumbents
Monitor change
Report on change
Sustain improvement
Monitor improved process performance
Capture and reuse lessons learned from change process
Take corrective action as necessary
Develop and manage enterprise-wide knowledge management
(KM) capability
Develop KM strategy
Develop governance model
Establish central KM core group
Define roles and accountability of core group versus
operating units
Develop funding models
Identify links to key initiatives
Develop core KM methodologies
Assess IT needs and engage IT function
Develop training and communication plans
Develop change management approaches
Develop strategic measures and indicators
Assess KM capabilities
Assess maturity of existing KM initiatives
Evaluate existing KM approaches
Identify gaps and needs
Enhance/Modify existing KM approaches
Develop new KM approaches
Implement new KM approaches
Measure and benchmark
Create and manage organizational performance strategy
Create enterprise measurement systems model
Measure process productivity
Measure cost effectiveness
Measure staff efficiency
Measure cycle time
Benchmark performance
Conduct performance assessments
Develop benchmarking capabilities
Conduct internal process and external competitive
benchmarking
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
52 of 777
PCF ID
11087
11088
20147
10270
10271
20148
10272
10273
10274
10275
10276
11179
11180
11186
Hierarchy
ID
13.6.2.4
13.6.2.5
13.6.3
13.6.3.1
13.6.3.2
13.6.3.3
13.6.3.4
13.6.3.5
13.6.3.6
13.6.3.7
13.6.3.8
13.7
13.7.1
13.7.1.1
11187
11181
11188
11189
11190
11191
11182
11192
13.7.1.2
13.7.2
13.7.2.1
13.7.2.2
13.7.2.3
13.7.2.4
13.7.3
13.7.3.1
11183
11193
11194
11196
11197
11195
13.7.4
13.7.4.1
13.7.4.2
13.7.4.3
13.7.4.4
13.7.4.5
Copyright 2016 APQC
Name
Conduct gap analysis
Establish need for change
Evaluate process performance
Establish appropriate performance indicators (metrics)
Establish monitoring frequency
Collect data
Calculate performance measures
Identify performance trends
Analyze performance against benchmark data
Prepare reports
Develop performance improvement plan
Manage environmental health and safety (EHS)
Determine environmental health and safety impacts
Evaluate environmental impact of products, services, and
operations
Conduct health and safety and environmental audits
Develop and execute functional EHS program
Identify regulatory and stakeholder requirements
Assess future risks and opportunities
Create EHS policy
Record and manage EHS events
Train and educate functional employees
Communicate EHS issues to stakeholders and provide
support
Monitor and manage functional EHS management program
Manage EHS costs and benefits
Measure and report EHS performance
Implement emergency response program
Implement pollution prevention program
Provide employees with EHS support
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
53 of 777
PCF ID
10002
17040
10017
19945
10021
10022
10023
10024
10025
10026
10027
16790
16791
10018
10028
19946
19947
10019
10030
19948
10031
10032
10033
10034
10020
19949
10035
10036
16792
16793
16794
16795
16796
16797
16798
16799
10015
10037
10044
10045
10046
10038
10047
10048
Hierarchy
Metrics
ID
Name
available?
1.0
Y
1.1
N
1.1.1
Y
1.1.1.1
Identify competitors
N
1.1.1.2
Analyze and Evaluate competition
N
1.1.1.3
Identify economic trends
N
1.1.1.4
Identify political and regulatory issues
N
1.1.1.5
Assess new technology innovations
N
1.1.1.6
Analyze demographics
N
1.1.1.7
Identify social and cultural changes
N
1.1.1.8
Identify ecological concerns
N
1.1.1.9
Identify intellectual property concerns
N
1.1.1.10
Evaluate IP acquisition options
N
1.1.2
Survey market and determine customer needs and wants
N
1.1.2.1
Conduct qualitative/quantitative research and assessments
N
1.1.2.2
Capture customer needs and wants
N
1.1.2.3
Assess customer needs and wants
N
1.1.3
Assess the internal environment
N
1.1.3.1
Analyze organizational characteristics
N
1.1.3.2
Analyze internal operations
N
1.1.3.3
Create baselines for current processes
N
1.1.3.4
Analyze systems and technology
N
1.1.3.5
Analyze financial health
N
1.1.3.6
Identify core competencies
N
1.1.4
Establish strategic vision
N
1.1.4.1
Define the strategic vision
N
1.1.4.2
Align stakeholders around strategic vision
N
1.1.4.3
Communicate strategic vision to stakeholders
N
1.1.5
Conduct organization restructuring opportunities
N
1.1.5.1
Identify restructuring opportunities
N
1.1.5.2
Perform due-diligence
N
1.1.5.3
Analyze deal options
N
1.1.5.3.1
Evaluate acquisition options
N
1.1.5.3.2
Evaluate merger options
N
1.1.5.3.3
Evaluate de-merger options
N
1.1.5.3.4
Evaluate divesture options
N
1.2
N
1.2.1
Develop overall mission statement
N
1.2.1.1
Define current business
N
1.2.1.2
Formulate mission
N
1.2.1.3
Communicate mission
N
1.2.2
Define and evaluate strategic options to achieve the objectives
N
1.2.2.1
Define strategic options
N
1.2.2.2
Assess and analyze impact of each option
N
Copyright 2016 APQC
54 of 777
PCF ID
13289
Hierarchy
ID
1.2.2.2.1
13290
16800
16801
16802
16803
16805
16806
14189
19950
19951
14197
19952
10039
10040
10041
10049
10050
1.2.2.2.2
1.2.2.3
1.2.2.3.1
1.2.2.4
1.2.2.5
1.2.2.6
1.2.2.7
1.2.2.8
1.2.2.9
1.2.2.10
1.2.2.11
1.2.2.12
1.2.3
1.2.4
1.2.5
1.2.5.1
1.2.5.2
10051
10052
10053
10054
1.2.5.3
1.2.5.4
1.2.5.5
1.2.5.6
10055
10056
10042
19953
19954
19955
10043
19956
19957
19958
1.2.5.7
1.2.5.8
1.2.6
1.2.6.1
1.2.6.2
1.2.6.3
1.2.7
1.2.7.1
1.2.7.2
1.2.7.3
19959
19960
19961
19962
19963
1.2.8
1.2.8.1
1.2.8.1.1
1.2.8.1.2
1.2.8.1.3
19964
16612
19965
1.2.8.2
1.2.8.2.1
1.2.8.2.2
Copyright 2016 APQC
Name
Identify implications for key operating model business
elements that require change
Identify implications for key technology aspects
Develop B2B strategy
Develop service as a product strategy
Develop B2C strategy
Develop partner/alliance strategy
Develop merger/demerger/acquisition/exit strategy
Develop innovation strategy
Develop sustainability strategy
Develop global support strategy
Develop shared services strategy
Develop lean/continuous improvement strategy
Develop innovation strategy and framework
Select long-term business strategy
Coordinate and align functional and process strategies
Create organizational design
Evaluate breadth and depth of organizational structure
Perform job-specific roles mapping and value-added
analyses
Develop role activity diagrams to assess hand-off activity
Perform organization redesign workshops
Design the relationships between organizational units
Develop role analysis and activity diagrams for key
processes
Assess organizational implication of feasible alternatives
Migrate to new organization
Develop and set organizational goals
Identify organizational goals
Establish baseline metrics
Monitor performance against goals
Formulate business unit strategies
Analyze business unit strategies
Identify core competency for each business unit
Refine business unit strategies in support of company
strategy
Develop customer experience strategy
Assess customer experience
Identify and review customer touchpoints
Assess customer experience across touchpoints
Perform root cause analysis of problematic customer
experiences
Design customer experience
Define and manage personas
Create customer journey maps
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
55 of 777
PCF ID
19966
19967
19968
19969
Hierarchy
ID
1.2.8.2.3
1.2.8.2.4
1.2.8.2.5
1.2.8.2.6
19970
19971
19972
19973
19974
1.2.8.2.7
1.2.8.3
1.2.8.3.1
1.2.8.3.2
1.2.8.4
18916
10016
10057
19975
19976
1.2.9
1.3
1.3.1
1.3.1.1
1.3.1.2
19977
10058
19978
19979
10059
19980
19981
1.3.1.3
1.3.2
1.3.2.1
1.3.2.2
1.3.3
1.3.3.1
1.3.3.2
10060
19982
19983
19984
19507
1.3.4
1.3.4.1
1.3.4.2
1.3.4.3
1.3.5
Copyright 2016 APQC
Name
Define single view of the customer for the organization
Define a vision for the customer experience
Validate with customers
Align experience with brand values and business
strategies
Develop content strategy
Design customer experience support structure
Identify required capabilities
Identify impact on functional processes
Develop customer experience roadmap to develop and
implement defined capabilities
Communicate strategies internally and externally
Develop strategic initiatives
Identify strategic priorities
Develop strategic initiatives based on business/customer
value
Review with stakeholders
Evaluate strategic initiatives
Determine business value for each strategic priority
Determine the customer value for each strategic priority
Select strategic initiatives
Prioritize strategic initiatives
Communicate strategic initiatives to business units and
stakeholders
Establish high-level measures
Identify business value drivers
Establish baselines for business value drivers
Monitor performance against baselines
Execute strategic initiatives
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
56 of 777
PCF ID
10003
19696
10061
10063
10066
10074
10073
10075
10076
10067
16824
10077
10078
10079
11423
19646
11424
11425
19647
11426
11427
11428
19985
19941
16826
16827
19697
12771
12772
12773
12776
11740
11741
11742
11743
11744
11745
11746
Hierarchy
Metrics
ID
Name
available?
2.0
Y
2.1
Govern and manage product/service development program
N
2.1.1
Y
2.1.1.1
N
2.1.1.2
Confirm alignment of product/service concepts with
N
business strategy
2.1.1.3
Prioritize and select new product/service concepts
N
2.1.1.4
Plan and develop cost and quality targets
N
2.1.1.5
Specify development timing targets
N
2.1.1.6
Plan for product/service offering modifications
N
2.1.2
N
2.1.2.1
N
introduction/launch
2.1.2.2
Introduce new products/services
N
2.1.2.3
Retire outdated products/services
N
2.1.2.4
Identify and refine performance indicators
N
2.1.2.5
Conduct post launch review
N
2.1.2.5.1
Carry out post launch analytics to test the acceptability
N
in the market
2.1.2.5.2
Review market performance
N
2.1.2.5.3
Review effectiveness of supply chain and distribution
N
network
2.1.2.5.4
Apply data and analytics to review supply chain
N
methodologies
2.1.2.5.5
Review quality and performance of the product/service
N
2.1.2.5.6
Conduct financial review
N
2.1.2.5.7
Conduct new product development process assessment
N
2.1.3
Manage patents, copyrights, and regulatory requirements
N
2.1.3.1
Conduct mandatory and elective reviews
N
2.1.3.2
N
2.1.3.3
Determine patent and copyright needs
N
2.1.3.4
Define product technical documentation management
N
requirements
2.1.3.5
Manage regulatory requirements
N
2.1.3.5.1
Train employees on appropriate regulatory requirements
N
2.1.3.5.2
Maintain records for regulatory agencies
N
2.1.3.5.3
Manage regulatory submission life cycle
N
2.1.4
Manage product and service master data
N
2.1.4.1
Manage materials master lists
N
2.1.4.2
Manage bills of material
N
2.1.4.3
Manage routings
N
2.1.4.4
Manage specifications
N
2.1.4.5
Manage drawings
N
2.1.4.6
Manage product/material classification
N
Copyright 2016 APQC
57 of 777
PCF ID
11747
11748
11749
11750
19698
10065
10070
10071
10072
Hierarchy
ID
2.1.4.7
2.1.4.8
2.1.4.9
2.1.4.10
2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.1.3
19669
19986
19987
19988
19989
10068
2.2.2
2.2.2.1
2.2.2.2
2.2.2.3
2.2.2.4
2.2.2.5
19990
11331
19991
16808
2.2.3
2.2.3.1
2.2.3.1.1
2.2.3.1.2
16809
16810
16811
16812
19992
16814
16815
17389
10062
19993
10083
19994
2.2.3.1.3
2.2.3.1.4
2.2.3.1.5
2.2.3.1.6
2.2.3.1.7
2.2.3.1.8
2.2.3.2
2.2.3.3
2.3
2.3.1
2.3.1.1
2.3.1.1.1
10084
10085
16813
16817
10086
10087
19995
16819
16820
16821
2.3.1.2
2.3.1.3
2.3.1.4
2.3.1.5
2.3.1.6
2.3.1.7
2.3.1.8
2.3.1.8.1
2.3.1.8.2
2.3.1.8.3
Copyright 2016 APQC
Metrics
Name
available?
Develop and maintain quality/inspection documents
N
Maintain process specification data
N
Manage traceability data
N
Review and approve data access requests
N
Generate and define new product/service ideas
N
Y
Identify new technologies
N
Develop new technologies
N
N
Generate new product/service concepts
N
Gather new product/service ideas and requirements
N
Analyze new product/service ideas and requirements
N
Evaluate new product/service inputs and requirements
N
Formulate new product/service concepts
N
Identify potential improvements to existing products and
N
services
Define product/service development requirements
N
Define product/service requirements
N
Define basic functional requirements
N
N
services
N
N
N
N
Develop user experience requirements
N
Derive services-as-a-product offering
N
N
Identify product/service bundling opportunities
N
Y
Design and prototype products and services
N
Assign resources to product/service project
N
Identify requirements for product/service
N
design/development partners
Prepare high-level business case and technical assessment
N
Develop product/service design specifications
N
N
N
Document design specifications
N
Conduct mandatory and elective external reviews
N
Design products/services
N
N
N
N
58 of 777
PCF ID
16822
16818
Hierarchy
ID
2.3.1.8.4
2.3.1.8.5
16823
10088
10098
2.3.1.8.6
2.3.1.9
2.3.1.10
10089
10090
2.3.1.11
2.3.1.12
10091
10092
19996
10093
10094
10095
10096
19997
10099
2.3.1.13
2.3.1.14
2.3.2
2.3.2.1
2.3.2.2
2.3.2.3
2.3.2.4
2.3.3
2.3.3.1
10097
2.3.3.2
11418
10100
11417
19998
2.3.3.3
2.3.3.4
2.3.3.4.1
2.3.3.5
Copyright 2016 APQC
Name
materials
Build prototypes/proof of concepts
Develop and test prototype production and/or service
delivery process
Eliminate quality and reliability problems
Conduct in-house product/service testing and evaluate
feasibility
Identify design/development performance indicators
Collaborate on design with suppliers and external partners
Test market for new or revised products and services
Prepare detailed market study
Conduct customer tests and interviews
Finalize product/service characteristics and business cases
Finalize technical requirements
Prepare for production/service delivery
Design and obtain necessary capabilities/materials and
equipment
Identify requirements for changes to
manufacturing/delivery processes
Request engineering/process change
Install and validate production/service delivery process
Monitor initial production runs
Validate launch procedures
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
59 of 777
PCF ID
10004
10101
10106
10108
10109
10110
10111
10112
10113
10107
10116
10117
18941
10118
10119
10102
11168
11169
11170
11171
11172
10123
13169
10124
19999
10125
20000
20001
20002
10127
10128
20003
10126
20004
16590
16591
16592
20005
20006
16573
Hierarchy
Metrics
ID
Name
available?
3.0
Y
3.1
Y
3.1.1
N
3.1.1.1
Conduct customer and market research
N
3.1.1.2
Identify market segments
N
3.1.1.3
Analyze market and industry trends
N
3.1.1.4
Analyze competing organizations, competitive/substitute
N
products/services
3.1.1.5
Evaluate existing products/services
N
3.1.1.6
Assess internal and external business environment
N
3.1.2
Y
3.1.2.1
Quantify market opportunities
N
3.1.2.2
Determine target segments
N
3.1.2.2.1
Identify under-served and saturated market segments
N
3.1.2.3
Prioritize opportunities consistent with capabilities and
N
overall business strategy
3.1.2.4
Validate opportunities
N
3.2
Y
3.2.1
N
3.2.1.1
Define offering and positioning
N
3.2.1.2
Develop value proposition including brand positioning for
N
target segments
3.2.1.3
Validate value proposition with target segments
N
3.2.1.4
Develop new branding
N
3.2.2
N
3.2.2.1
Conduct pricing analysis
N
3.2.2.2
Establish guidelines for applying pricing and discounting of
N
products/services
3.2.2.3
Establish pricing targets
N
3.2.2.4
Approve pricing strategies/policies and targets
N
3.2.3
Define and manage channel strategy
N
3.2.3.1
Determine channels to be supported
N
3.2.3.2
Establish channel objectives
N
3.2.3.3
Determine channel role and fit with target segments
N
3.2.3.4
Select channels for target segments
N
3.2.3.5
Identify required channel capabilities
N
3.2.3.6
Evaluate channel attributes and potential partners
N
3.2.3.7
Orchestrate seamless customer experience across
N
supported channels
3.2.3.7.1
Define omni-channel strategy
N
3.2.3.7.2
Define omni-channel requirements
N
3.2.3.7.3
Develop omni-channel policies and procedures
N
3.2.3.8
Develop and manage execution roadmap
N
3.2.4
Analyze and manage channel performance
N
3.2.4.1
Establish channel-specific metrics and targets
N
Copyright 2016 APQC
60 of 777
PCF ID
16574
16575
16500
16501
16848
16849
16850
16851
16852
16853
16854
16855
18627
18924
20007
18925
18926
16633
Hierarchy
ID
3.2.4.2
3.2.4.3
3.2.4.4
3.2.4.5
3.2.5
3.2.5.1
3.2.5.2
3.2.5.3
3.2.5.4
3.2.5.5
3.2.5.6
3.2.5.7
3.2.5.8
3.2.6
3.2.6.1
3.2.6.2
3.2.6.3
3.2.6.4
18927
3.2.6.5
20008
10148
3.3
3.3.1
10149
10155
10156
10157
17683
10151
20009
3.3.2
3.3.2.1
3.3.2.2
3.3.2.3
3.3.2.4
3.3.3
3.3.3.1
18948
10163
10164
10165
10166
11495
11496
11497
17684
20010
10167
10159
10160
3.3.3.2
3.3.3.3
3.3.3.4
3.3.3.5
3.3.3.6
3.3.3.7
3.3.3.8
3.3.3.9
3.3.3.10
3.3.4
3.3.4.1
3.3.4.2
3.3.4.3
Copyright 2016 APQC
Metrics
Name
available?
Monitor and report performance
N
Monitor and report events influencing factors
N
Analyze performance
N
Develop plan for improvements
N
Develop marketing communication strategy
N
Develop customer communication calendar
N
Define public relations (PR) strategy
N
Define direct marketing strategy
N
Define internal marketing communication strategy
N
Identify new media for marketing communication
N
Define new media communication strategy
N
Define point of sale (POS) communication strategy
N
Define communication guidelines and mechanisms
N
N
Define customer loyalty program
N
Acquire members to customer loyalty program
N
Build engagement and relationship with members
N
Monitor customer loyalty program benefits to the enterprise
N
and the customer
Optimize loyalty program value to both the enterprise and
N
the customer
Develop and manage marketing plans
N
N
by channel/segment
Y
Confirm marketing alignment to business strategy
N
Determine costs of marketing
N
Create marketing budget
N
Determine projected ROI for marketing investment
N
Y
Understand resource requirements for each product/service
N
and delivery channel/method
Determine corporate incentives
N
Determine pricing based on volume/unit forecast
N
Execute pricing plan
N
Evaluate pricing performance
N
Refine pricing as needed
N
Implement promotional pricing programs
N
Implement other retail pricing programs
N
Communicate and implement price changes
N
Achieve regulatory approval for pricing
N
Develop and manage promotional activities
N
Define promotional concepts and objectives
N
Develop marketing messages
N
Define target audience
N
61 of 777
PCF ID
10168
10169
10170
10171
10172
Hierarchy
ID
3.3.4.4
3.3.4.5
3.3.4.6
3.3.4.7
3.3.4.8
10153
10173
10174
10175
10176
10177
3.3.5
3.3.5.1
3.3.5.2
3.3.5.3
3.3.5.4
3.3.5.5
16613
16627
16614
16615
16616
16617
3.3.6
3.3.6.1
3.3.6.2
3.3.6.3
3.3.6.4
3.3.6.5
10154
10178
10179
10180
10181
16629
16630
18130
10103
10129
10134
10135
10136
10137
10130
10138
10139
3.3.7
3.3.7.1
3.3.7.2
3.3.7.3
3.3.7.4
3.3.8
3.3.8.1
3.3.8.2
3.4
3.4.1
3.4.1.1
3.4.1.2
3.4.1.3
3.4.1.4
3.4.2
3.4.2.1
3.4.2.2
10140
11465
3.4.2.3
3.4.2.4
11521
11466
10141
10142
3.4.2.5
3.4.2.6
3.4.2.7
3.4.2.8
Copyright 2016 APQC
Metrics
Name
available?
Plan and test promotional activities
N
Execute promotional activities
N
Evaluate promotional performance metrics
N
Refine promotional performance metrics
N
Incorporate learning into future/planned consumer
N
promotions
Y
Determine customer lifetime value
N
Analyze customer revenue trend
N
Analyze customer attrition and retention rates
N
Analyze customer metrics
N
Revise customer strategies, objectives, and plans based on
N
metrics
Analyze and respond to customer insight
N
Monitor and respond to social media activity
N
Analyze customer website activity
N
Analyze customer purchase patterns
N
Develop business rules to provide personalized offers
N
Monitor effectiveness of personalized offers and adjust
N
offers accordingly
N
Plan packaging strategy
N
Test packaging options
N
Execute packaging strategy
N
Refine packaging
N
Manage product marketing content
N
Manage product images
N
Manage product copy
N
Y
Y
Gather current and historic order information
N
Analyze sales trends and patterns
N
Generate sales forecast
N
Analyze historical and planned promotions and events
N
N
Identify alliance opportunities
N
Design alliance programs and methods for selecting and
N
managing relationships
Select alliances
N
Develop trade customer trade strategy and customer
N
objectives/targets
Define trade programs and funding options
N
Conduct planning activities for major trade customers
N
Develop partner and alliance management strategies
N
Establish partner and alliance management goals
N
62 of 777
PCF ID
18629
11522
Hierarchy
ID
3.4.2.9
3.4.2.10
11523
11468
10131
17682
10143
10144
10145
10146
10147
10132
10133
10105
10182
10188
10189
18115
11773
18116
20011
10209
10184
10190
10191
20012
10192
10193
10183
20013
11173
20014
11174
14208
16598
3.4.2.11
3.4.2.12
3.4.3
3.4.3.1
3.4.3.2
3.4.3.3
3.4.3.4
3.4.3.5
3.4.3.6
3.4.4
3.4.5
3.5
3.5.1
3.5.1.1
3.5.1.2
3.5.1.3
3.5.1.4
3.5.1.5
3.5.1.6
3.5.1.7
3.5.1.8
3.5.1.8.1
3.5.1.8.2
3.5.1.8.3
3.5.1.8.4
3.5.1.8.5
3.5.2
3.5.2.1
3.5.2.2
3.5.2.3
3.5.2.4
3.5.2.5
3.5.2.5.1
16599
11779
11781
3.5.2.5.2
3.5.3
3.5.3.1
11780
11782
11783
11784
3.5.3.2
3.5.3.3
3.5.3.4
3.5.3.5
Copyright 2016 APQC
Metrics
Name
available?
Establish partner and alliance agreements
N
Develop promotional and category management calendars
N
(trade marketing calendars)
Create strategic and tactical sales plans by customer
N
Communicate planning information to customer teams
N
Y
Calculate product market share
N
Calculate product revenue
N
Determine variable costs
N
Determine overhead and fixed costs
N
Calculate net profit
N
Create budget
N
N
N
Y
N
Identify potential customers
N
Identify/receive leads/opportunities
N
Validate and qualify leads/opportunities
N
Match opportunities to business strategy
N
Develop opportunity win plans
N
Manage opportunity pipeline
N
Determine sales resource allocation
N
Y
Perform sales calls
N
Perform pre-sales activities
N
Manage customer meetings/workshops
N
Close the sale
N
Record outcome of sales process
N
Y
Select key customers/accounts
N
Develop sales/key account plan
N
Manage sales/key account plan
N
Manage customer relationships
N
Manage customer master data
N
Collect and merge internal and third-party customer
N
information
De-duplicate customer data
N
Develop and manage sales proposals, bids, and quotes
N
Receive Request For Proposal (RFP)/Request For Quote
N
(RFQ)
Refine customer requirements
N
Review RFP/RFQ request
N
Perform competitive analysis
N
Validate with strategy/business plans
N
63 of 777
PCF ID
11785
20015
11787
11788
11789
20016
20017
11790
20018
11793
10185
10194
10195
10201
10202
10203
10204
10205
10206
10207
10208
10196
10197
10198
17404
10199
10200
Hierarchy
ID
3.5.3.6
3.5.3.7
3.5.3.8
3.5.3.9
3.5.3.10
3.5.3.11
3.5.3.12
3.5.3.13
3.5.3.14
3.5.3.15
3.5.4
3.5.4.1
3.5.4.2
3.5.4.2.1
3.5.4.2.2
3.5.4.2.3
3.5.4.2.4
3.5.4.2.5
3.5.4.2.6
3.5.4.2.7
3.5.4.2.8
3.5.4.3
3.5.4.4
3.5.4.5
3.5.4.6
3.5.4.7
3.5.4.8
10187
10211
3.5.5
3.5.5.1
20019
20020
20021
18641
10214
14209
3.5.5.1.1
3.5.5.1.2
3.5.5.1.3
3.5.5.2
3.5.5.3
3.5.5.4
Copyright 2016 APQC
Name
Understand customer business and requirements
Develop solution and delivery approach
Identify staffing requirements
Develop pricing and scheduling estimates
Conduct profitability analysis
Manage internal reviews
Manage internal approvals
Submit/present bid/proposal/quote to customer
Revise bid/proposal/quote
Manage notification outcome
Manage sales orders
Accept and validate sales orders
Collect and maintain account information
Administer key account details
Retrieve full customer details
Modify involved party details
Record address details
Record contact details
Record key customer communication profile details
Review involved party information
Terminate involved party information
Determine availability
Determine fulfillment process
Identify/perform cross-sell/up-sell activity
Process back orders and updates
Handle order inquiries including post-order fulfillment
transactions
Provide sales and product/service training to sales
partners/alliances
Provide certification enablement training
Manage certifications and skills
Provide support to partners/alliances
Provide marketing materials to sales partners/alliances
Evaluate partner/alliance results
Manage sales partner/alliance master data
Metrics
available?
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
64 of 777
PCF ID
20022
10215
10221
10229
10230
10231
10232
10233
10234
14193
19551
14194
10222
10235
10236
10237
10238
10239
10240
10241
10223
10242
10243
10244
10245
10246
14196
10224
20023
20024
17041
17042
10252
10253
19555
10254
10255
10256
10258
10259
10260
10261
10262
Hierarchy
ID
Name
4.0
4.1
4.1.1
Develop production and materials strategies
4.1.1.1
Define manufacturing goals
4.1.1.2
Define labor and materials policies
4.1.1.3
Define outsourcing policies
4.1.1.4
Define capital expense policies
4.1.1.5
Define capacities
4.1.1.6
Define production network and supply constraints
4.1.1.7
Define production process
4.1.1.8
Define standard operating procedures
4.1.1.9
Define production workplace layout and infrastructure
4.1.2
4.1.2.1
4.1.2.2
4.1.2.3
4.1.2.4
Determine available to promise
4.1.2.5
4.1.2.6
4.1.2.7
4.1.3
4.1.3.1
Create unconstrained plan
4.1.3.2
Collaborate with supplier and contract manufacturers
4.1.3.3
Identify critical materials and supplier capacity
4.1.3.4
Monitor material specifications
4.1.3.5
Generate constrained plan
4.1.3.6
Define production balance and control
4.1.4
4.1.4.1
Model production network to enable simulation and
optimization
4.1.4.2
4.1.4.3
Maintain master production schedule
4.1.5
Plan distribution requirements
4.1.5.1
Maintain master data
4.1.5.2
Determine finished goods inventory requirements at
destination
4.1.5.3
Determine product storage facility requirements
4.1.5.4
Calculate requirements at destination
4.1.5.5
Calculate consolidation at source
4.1.5.6
Manage collaborative replenishment planning
4.1.5.7
Calculate and optimize destination dispatch plan
4.1.5.8
Manage dispatch plan attainment
4.1.5.9
Calculate and optimize destination load plans
4.1.5.10
Manage partner load plan
4.1.5.11
Manage cost of supply
Copyright 2016 APQC
Metrics
available?
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
65 of 777
PCF ID
10263
10226
10267
10268
10269
19558
10227
10264
10265
10266
10368
10371
10372
10373
10216
10277
10281
10282
10283
10284
10285
10286
10287
10278
10288
10289
10290
10291
10279
10292
10293
10294
10295
10296
10297
10298
10280
10299
10300
10301
10302
10217
10303
19563
10306
Hierarchy
ID
4.1.5.12
4.1.6
4.1.6.1
4.1.6.2
4.1.6.3
4.1.6.4
4.1.7
4.1.7.1
4.1.7.2
4.1.7.3
4.1.8
4.1.8.1
4.1.8.2
4.1.8.3
4.2
4.2.1
4.2.1.1
4.2.1.2
4.2.1.3
4.2.1.4
4.2.1.5
4.2.1.6
4.2.1.7
4.2.2
4.2.2.1
4.2.2.2
4.2.2.3
4.2.2.4
4.2.3
4.2.3.1
4.2.3.2
4.2.3.3
4.2.3.4
4.2.3.5
4.2.3.6
4.2.3.7
4.2.4
4.2.4.1
4.2.4.2
4.2.4.3
4.2.4.4
4.3
4.3.1
4.3.1.1
4.3.1.2
Copyright 2016 APQC
Metrics
Name
available?
Manage capacity utilization
N
Establish distribution planning constraints
N
Establish distribution center layout constraints
N
Establish inventory management constraints
N
Establish transportation management constraints
N
Establish storage management constraints
N
Review distribution planning policies
N
Review distribution network
N
Establish sourcing relationships
N
Establish dynamic deployment policies
N
Develop quality standards and procedures
N
Establish quality targets
N
Develop standard testing procedures
N
Communicate quality specifications
N
Y
Y
Y
Clarify purchasing requirements
N
Develop inventory strategy
N
Match needs to supply capabilities
N
Analyze organizations spend profile
N
Seek opportunities to improve efficiency and value
N
Collaborate with suppliers to identify sourcing opportunities
N
Y
Select suppliers
N
Certify and validate suppliers
N
Negotiate and establish contracts
N
Manage contracts
N
Y
Process/Review requisitions
N
Approve requisitions
N
Solicit/Track vendor quotes
N
Create/Distribute purchase orders
N
Expedite orders and satisfy inquiries
N
Y
N
Manage suppliers
Y
Monitor/Manage supplier information
N
Prepare/Analyze procurement and vendor performance
N
Support inventory and production processes
N
Monitor quality of product delivered
N
Y
Schedule production
N
Model and simulate plant
N
Generate line level plan
N
66 of 777
PCF ID
10307
10308
10315
Hierarchy
ID
4.3.1.3
4.3.1.4
4.3.1.5
10316
4.3.1.6
10309
10304
10310
10311
10319
10313
19566
19567
19568
19569
19570
10314
10369
10318
10374
10375
12045
12046
10370
10376
10377
10219
10338
10343
4.3.1.7
4.3.2
4.3.2.1
4.3.2.2
4.3.2.3
4.3.2.4
4.3.2.5
4.3.2.5.1
4.3.2.5.2
4.3.2.5.3
4.3.2.5.4
4.3.2.6
4.3.3
4.3.3.1
4.3.3.2
4.3.3.3
4.3.3.4
4.3.3.5
4.3.4
4.3.4.1
4.3.4.2
4.4
4.4.1
4.4.1.1
10344
10345
10346
10347
10348
16905
10339
10349
10350
10351
10352
12708
10340
10353
4.4.1.2
4.4.1.3
4.4.1.4
4.4.1.5
4.4.1.6
4.4.1.7
4.4.2
4.4.2.1
4.4.2.2
4.4.2.3
4.4.2.4
4.4.2.5
4.4.3
4.4.3.1
Copyright 2016 APQC
Name
Generate detailed schedule
Schedule production orders and create lots
Schedule preventive (planned) maintenance (preventive
maintenance orders)
Schedule requested (unplanned) maintenance (work order
cycle)
Release production orders and create lots
Produce product
Manage raw material inventory
Execute detailed line schedule
Report maintenance issues
Rerun defective items
Monitor and optimize production process
Automate and control plant
Perform advanced process control
Perform real-time optimization
Manage plant alarms and alerts
Assess production performance
Perform quality testing
Calibrate test equipment
Perform testing using the standard testing procedure
Record test results
Track and analyze non-conformance trends
Perform root cause analysis
Maintain production records and manage lot traceability
Determine lot numbering system
Determine lot use
Translate customer service requirements into logistics
requirements
Design logistics network
Communicate outsourcing needs
Develop and maintain delivery service policy
Optimize transportation schedules and costs
Define key performance measures
Define reverse logistics strategy
Plan inbound material receipts
Manage inbound material flow
Monitor inbound delivery performance
Manage flow of returned products
Control quality of returned parts
Operate warehousing
Track inventory deployment
Metrics
available?
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
Y
Y
N
N
N
N
N
N
N
Y
N
N
N
N
N
Y
N
67 of 777
PCF ID
10354
10355
10356
10357
10358
10359
10341
10360
10361
10362
10363
Hierarchy
ID
4.4.3.2
4.4.3.3
4.4.3.4
4.4.3.5
4.4.3.6
4.4.3.7
4.4.4
4.4.4.1
4.4.4.2
4.4.4.3
4.4.4.4
Copyright 2016 APQC
Name
Receive, inspect, and store inbound deliveries
Track product availability
Pick, pack, and ship product for delivery
Track inventory accuracy
Track third-party logistics storage and shipping
performance
Manage physical finished goods inventory
Plan, transport, and deliver outbound product
Track carrier delivery performance
Manage transportation fleet
Process and audit carrier invoices and documents
Metrics
available?
N
N
N
N
N
N
Y
N
N
N
N
68 of 777
PCF ID
20025
20026
20027
20028
20029
20030
20031
20032
20033
20034
20035
20036
20037
20038
20039
20040
20041
20042
20043
20044
20045
20046
20047
20048
20049
20050
20051
20052
20053
20054
20055
20056
12127
12128
12129
12131
12132
12133
20057
12135
Hierarchy
Metrics
ID
Name
available?
5.0
Deliver Services
N
5.1
Establish service delivery governance and strategies
N
5.1.1
Establish service delivery governance
N
5.1.1.1
Set up and maintain service delivery governance and
N
management system
5.1.1.2
Manage service delivery performance
N
5.1.1.3
Manage service delivery development and direction
N
5.1.1.4
Solicit feedback from customer on service delivery
N
satisfaction
5.1.2
Develop service delivery strategies
N
5.1.2.1
Define service delivery goals
N
5.1.2.2
Define labor policies
N
5.1.2.3
Evaluate resource availability
N
5.1.2.4
Define service delivery network and supply constraints
N
5.1.2.5
Define service delivery process
N
5.1.2.6
Review and validate service delivery procedures
N
5.1.2.7
Define service delivery workplace layout and infrastructure
N
5.2
Manage service delivery resources
N
5.2.1
Manage service delivery resource demand
N
5.2.1.1
Monitor pipeline
N
5.2.1.2
N
5.2.1.3
N
5.2.1.4
N
5.2.1.5
Determine availability of skills to deliver on current and
N
forecast customer orders
5.2.1.6
N
5.2.1.7
N
5.2.1.8
N
5.2.2
N
5.2.2.1
Define and manage skills taxonomy
N
5.2.2.2
N
5.2.2.3
Match resource demand with capacity, skills, and
N
capabilities
5.2.2.4
Collaborate with suppliers and partners to supplement skills
N
and capabilities
5.2.2.5
Identify critical resources and supplier capacity
N
5.2.2.6
Monitor and manage resource capacity and availability
N
5.2.3
Enable service-delivery resources
N
5.2.3.1
N
5.2.3.2
Develop training materials
N
5.2.3.3
Manage training schedule
N
5.2.3.4
Deliver operations training
N
5.2.3.5
Deliver technical training
N
5.2.3.6
Perform skill and capability testing
N
5.2.3.7
Evaluate training effectiveness
N
Copyright 2016 APQC
69 of 777
PCF ID
20058
20059
20060
20061
Hierarchy
ID
5.3
5.3.1
5.3.1.1
5.3.1.2
20062
20063
20064
20065
20066
20067
20068
20069
20070
20071
20072
20073
20074
20075
20076
20077
20078
5.3.1.3
5.3.1.4
5.3.1.5
5.3.1.6
5.3.1.6.1
5.3.1.6.2
5.3.1.7
5.3.2
5.3.2.1
5.3.2.2
5.3.2.3
5.3.2.4
5.3.2.5
5.3.2.6
5.3.2.7
5.3.3
5.3.3.1
20079
20080
20081
20082
20083
20084
5.3.3.2
5.3.3.3
5.3.3.4
5.3.3.5
5.3.3.6
5.3.3.7
Copyright 2016 APQC
Name
Deliver service to customer
Initiate service delivery
Review contract and agreed terms
Understand customer requirements and define refine
approach
Modify/revise and approve project plan
Review customer business objectives
Confirm environmental readiness
Identify, select, and assign resources
Establish people objectives
Establish engagement rules
Plan for service delivery
Execute service delivery
Analyze environment and customer needs
Define solution
Validate solution
Identify changes
Obtain approval to proceed
Make build/buy solution
Deploy solution
Complete service delivery
Conduct service delivery/project review and evaluate
success
Complete/finalize financial management activities
Confirm delivery according to contract terms
Release resources
Manage service delivery completion
Harvest knowledge
Archive records and update systems
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
70 of 777
PCF ID
20085
10378
20086
20087
20088
10382
10383
20089
16893
16890
20090
20091
12673
20092
10379
10387
10390
10391
10392
10393
10388
10394
13482
10395
10396
16928
16937
10389
10397
10398
10399
10400
19072
20094
10364
20095
12840
12658
12669
20096
12671
20097
20098
20099
Hierarchy
Metrics
ID
Name
available?
6.0
N
6.1
Y
6.1.1
Define customer service requirements across the enterprise
N
6.1.2
Define customer service experience
N
6.1.3
Define and manage customer service channel strategy
N
6.1.4
N
6.1.5
Y
6.1.6
Define warranty offering
N
6.1.6.1
Determine and document warranty policies
N
6.1.6.2
Create and manage warranty rules/claim codes for products
N
6.1.6.3
Agree warranty responsibilities with suppliers
N
6.1.6.4
Define warranty related offerings for customers
N
6.1.6.5
Communicate warranty policies and offerings
N
6.1.7
Develop recall strategy
N
6.2
Y
6.2.1
Y
6.2.1.1
Forecast volume of customer service contacts
N
6.2.1.2
Schedule customer service work force
N
6.2.1.3
Track work force utilization
N
6.2.1.4
Monitor and evaluate quality of customer interactions with
N
customer service representatives
6.2.2
Y
6.2.2.1
Receive customer problems, requests, and inquiries
N
6.2.2.2
Analyze problems, requests, and inquiries
N
6.2.2.3
Resolve customer problems, requests, and inquiries
N
6.2.2.4
Respond to customer problems, requests, and inquiries
N
6.2.2.5
Identify and capture upsell/cross-sell opportunities
N
6.2.2.6
Deliver opportunity to sales team
N
6.2.3
N
6.2.3.1
Receive customer complaints
N
6.2.3.2
Route customer complaints
N
6.2.3.3
Resolve customer complaints
N
6.2.3.4
Respond to customer complaints
N
6.2.3.5
N
6.2.4
Process returns
N
6.2.4.1
Authorize return
N
6.2.4.2
Process return and record reason
N
6.2.5
Report incidents and risks to regulatory bodies
N
6.3
Y
6.3.1
Y
6.3.1.1
Receive warranty claim
N
6.3.1.2
Validate warranty claim
N
6.3.1.3
Investigate warranty issues
N
6.3.1.3.1
Define issue
N
6.3.1.3.2
Investigate issue/perform root cause analysis
N
Copyright 2016 APQC
71 of 777
PCF ID
20100
Hierarchy
ID
6.3.1.3.3
20101
20102
12668
20103
20104
20105
12667
20106
20107
20108
10218
10321
6.3.1.4
6.3.1.5
6.3.1.6
6.3.1.7
6.3.1.8
6.3.1.9
6.3.1.10
6.3.2
6.3.2.1
6.3.2.2
6.3.3
6.3.3.1
10327
10328
10322
10330
10331
10332
10323
10334
10335
10336
10337
20109
10366
14195
20110
20111
20112
6.3.3.1.1
6.3.3.1.2
6.3.3.2
6.3.3.2.1
6.3.3.2.2
6.3.3.2.3
6.3.3.3
6.3.3.3.1
6.3.3.3.2
6.3.3.3.3
6.3.3.3.4
6.3.4
6.3.4.1
6.3.4.2
6.4
6.4.1
6.4.2
20113
20114
20115
20116
10380
6.4.3
6.4.4
6.4.5
6.4.6
6.5
10401
6.5.1
11687
11688
6.5.1.1
6.5.1.2
Copyright 2016 APQC
Metrics
Name
available?
Receive investigation result/recommendation for
N
corrective action
Determine responsible party
N
Manage pre-preauthorizations
N
Approve or reject warranty claim
N
Notify originator of approve/reject decision
N
Authorize payment
N
Close claim
N
Reconcile warranty transaction disposition
N
Manage supplier recovery
N
Create supplier recovery claims
N
Negotiate recoveries with suppliers
N
Service products
Y
Identify and schedule resources to meet service
N
requirements
Create resourcing plan and schedule
N
Create service order fulfillment schedule
N
N
Organize daily service order fulfillment schedule
N
Execute product repair
N
Manage service order fulfillment
N
N
Identify completed service orders for feedback
N
Identify incomplete service orders and service failures
N
Solicit customer feedback on services delivered
N
Process customer feedback on services delivered
N
Salvage or repair returned products
N
Perform salvage activities
N
Manage repair/refurbishment and return to customer/stock
N
Manage product recalls and regulatory audits
N
Initiate recall
N
Assess the likelihood and consequences of occurrence of any
N
hazards
Manage recall related communications
N
Submit regulatory reports
N
Monitor and audit recall effectiveness
N
Manage recall termination
N
Evaluate customer service operations and customer satisfaction
Y
Solicit customer feedback on customer service experience
Analyze customer service data and identify improvement
opportunities
N
N
N
72 of 777
PCF ID
18126
Hierarchy
ID
6.5.1.3
10402
6.5.2
11236
6.5.2.1
11237
6.5.2.2
11689
10403
11238
6.5.2.3
6.5.3
6.5.3.1
11239
20117
11240
6.5.3.2
6.5.3.3
6.5.3.4
11241
6.5.3.5
12672
20118
6.5.4
6.5.4.1
12676
20119
12674
20120
20121
6.5.4.2
6.5.4.3
6.5.4.4
6.5.4.5
6.5.5
Copyright 2016 APQC
Metrics
Name
available?
Provide customer feedback to product management on
N
customer service experience
N
Solicit customer feedback on complaint handling and
N
resolution
Analyze customer complaint data and identify improvement
N
opportunities
Identify common customer complaints
N
N
Gather and solicit post-sale customer feedback on products
N
and services
Solicit post-sale customer feedback on ad effectiveness
N
Solicit customer feedback on cross-channel experience
N
Analyze product and service satisfaction data and identify
N
improvement opportunities
Provide feedback and insights to appropriate teams
N
(product design/development, marketing, manufacturing)
Y
Measure customer satisfaction with warranty handling and
N
resolution
Monitor and report on warranty management metrics
N
Identify improvement opportunities
N
Identify opportunities to eliminate warranty waste
N
Investigate fraudulent claims
N
Evaluate recall performance
N
73 of 777
PCF ID
10007
17043
17044
10418
10419
10420
10421
10422
10432
17045
10423
10424
10425
10210
10426
16938
10427
11622
11623
10428
10429
10430
10431
10433
20122
10417
10434
10435
10436
10438
17046
10410
10439
10445
10447
10446
10448
10450
10451
10452
10440
Hierarchy
ID
Name
7.0
7.1
strategies
7.1.1
Develop human resources strategy
7.1.1.1
Identify strategic HR needs
7.1.1.2
Define HR and business function roles and accountability
7.1.1.3
Determine HR costs
7.1.1.4
Establish HR measures
7.1.1.5
Communicate HR strategies
7.1.1.6
Develop strategy for HR systems/technologies/tools
7.1.2
Develop and implement workforce strategy and policies
7.1.2.1
Gather skill requirements according to corporate strategy
and market environment
7.1.2.2
Plan employee resourcing requirements per business
unit/organization
7.1.2.3
Develop compensation plan
7.1.2.3.1
Establish incentive plan
7.1.2.4
Develop succession plan
7.1.2.5
Develop high performers/leadership programs
7.1.2.6
Develop employee diversity plan
7.1.2.7
Develop training program
7.1.2.8
Develop recruitment program
7.1.2.9
Develop other HR programs
7.1.2.10
Develop HR policies
7.1.2.11
Administer HR policies
7.1.2.12
Plan employee benefits
7.1.2.13
7.1.2.14
Implement workforce strategy models
7.1.3
7.1.3.1
Measure realization of objectives
7.1.3.2
Measure contribution to business strategy
7.1.3.3
Communicate plans and provide updates to stakeholders
7.1.3.4
Review and revise HR plans
7.1.4
Develop competency management models
7.2
7.2.1
7.2.1.1
Align staffing plan to work force plan and business unit
strategies/resource needs
7.2.1.2
Develop and maintain job descriptions
7.2.1.3
Open job requisitions
7.2.1.4
Post job requisitions
7.2.1.5
Modify job requisitions
7.2.1.6
Notify hiring manager
7.2.1.7
Manage requisition dates
7.2.2
Copyright 2016 APQC
Metrics
available?
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
74 of 777
PCF ID
10453
10454
10455
17047
17048
20123
10456
10457
10458
10459
10443
10463
10464
10465
10444
10460
10466
10467
20124
10468
10411
10469
10474
11243
Hierarchy
ID
7.2.2.1
7.2.2.2
7.2.2.3
7.2.2.4
7.2.2.5
7.2.3
7.2.3.1
7.2.3.2
7.2.3.3
7.2.3.4
7.2.4
7.2.4.1
7.2.4.2
7.2.4.3
7.2.5
7.2.5.1
7.2.5.2
7.2.5.3
7.2.5.3.1
7.2.5.4
7.3
7.3.1
7.3.1.1
7.3.1.2
17050
10470
10479
10480
10481
10472
10487
10488
17051
10473
10490
16940
10491
10492
7.3.1.3
7.3.2
7.3.2.1
7.3.2.2
7.3.2.3
7.3.3
7.3.3.1
7.3.3.2
7.3.3.3
7.3.4
7.3.4.1
7.3.4.2
7.3.4.3
7.3.4.4
10493
7.3.4.5
20125
20126
20127
7.3.4.6
7.3.4.6.1
7.3.4.6.2
Copyright 2016 APQC
Metrics
Name
available?
Determine recruitment methods and channels
N
Perform recruiting activities/events
N
Manage recruitment vendors
N
Manage employee referral programs
N
Manage recruitment channels
N
Screen and select candidates
N
Identify and deploy candidate selection tools
N
Interview candidates
N
Test candidates
N
Select and reject candidates
N
Y
Draw up and make offer
N
Negotiate offer
N
Hire candidate
N
N
Obtain candidate background information
N
Create applicant record
N
Manage/track applicant data
N
Complete position classification and level of experience
N
Archive and retain records of non- hires
N
Y
Y
Create/maintain employee on-boarding program
N
Evaluate the effectiveness of the employee on-boarding
N
program
Execute onboarding program
N
Y
Define employee performance objectives
N
Review, appraise, and manage employee performance
N
Evaluate and review performance program
N
Y
Define employee development guidelines
N
Develop employee career plans and career paths
N
Manage employee skill and competency development
N
Y
Align employee with organization development needs
N
Define employee competencies
N
Align learning programs with competencies
N
Establish training needs by analysis of required and
N
available skills
Y
Manage examinations and certifications
N
Liaise with external certification authorities
N
Administer certification tests
N
75 of 777
PCF ID
20128
20129
17052
10483
10484
10485
10531
10412
17053
Hierarchy
ID
7.3.4.6.3
7.3.4.6.4
7.4
7.4.1
7.4.2
7.4.3
7.4.4
7.5
7.5.1
10498
10499
10500
10501
7.5.1.1
7.5.1.2
7.5.1.3
7.5.1.4
10502
10503
10495
10504
10505
10506
10507
20131
10508
10509
10510
10511
10497
10413
10512
10513
10514
10515
10516
20132
20133
10517
17055
10520
20134
10522
10523
10524
10525
10526
7.5.1.5
7.5.1.6
7.5.2
7.5.2.1
7.5.2.2
7.5.2.3
7.5.2.4
7.5.3
7.5.3.1
7.5.3.2
7.5.3.3
7.5.3.4
7.5.4
7.6
7.6.1
7.6.2
7.6.3
7.6.4
7.6.5
7.6.6
7.6.6.1
7.6.6.2
7.6.7
7.6.7.1
7.7
7.7.1
7.7.2
7.7.3
7.7.4
7.7.5
Copyright 2016 APQC
Name
Appraise experience qualifications
Administer certificate issue and maintenance
Develop and manage reward, recognition, and motivation
programs
Develop salary/compensation structure and plan
Develop benefits and reward plan
Perform competitive analysis of benefit and rewards
Identify compensation requirements based on financial,
benefits, and HR policies
Administer compensation and rewards to employees
Reward and motivate employees
Deliver employee benefits program
Administer benefit enrollment
Process claims
Perform benefit reconciliation
Manage employee assistance and retention
Deliver programs to support work/life balance for
employees
Develop family support systems
Review retention and motivation indicators
Review compensation plan
Administer payroll
Manage separation
Manage retirement
Manage workforce scheduling
Receive required resources/skills and capabilities
Relocate employees and manage assignments
Manage expatriates
Manage employee information and analytics
Metrics
available?
N
N
N
N
N
N
Y
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
Y
N
Y
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
76 of 777
PCF ID
10527
10530
Hierarchy
ID
7.7.6
7.7.7
17057
10529
16944
10532
7.8
7.8.1
7.8.2
7.9
Copyright 2016 APQC
Name
Manage/Collect employee suggestions and perform employee
research
Develop employee communication plan
Conduct employee engagement surveys
Deliver employee communications
Metrics
available?
N
N
N
N
N
N
77 of 777
10575
Hierarchy
Metrics
ID
Name
available?
8.0
Y
8.1
Y
8.1.1
Y
8.1.1.1
Build strategic intelligence
N
8.1.1.2
Identify long-term IT needs of the enterprise in
N
collaboration with stakeholders
8.1.1.3
Define strategic standards, guidelines, and principles
N
8.1.1.4
Define and establish IT architecture and development
N
standards
8.1.1.5
Define strategic vendors for IT components
N
8.1.1.6
Establish IT governance organization and processes
N
8.1.1.7
Build strategic roadmap to develop IT capabilities in
N
support of business objectives
8.1.2
N
8.1.2.1
Establish the current and future enterprise architecture
N
definition
8.1.2.2
Confirm enterprise architecture maintenance approach
N
8.1.2.3
Maintain the relevance of the enterprise architecture
N
8.1.2.4
Act as clearinghouse for IT research and innovation
N
8.1.2.5
Govern the enterprise architecture
N
8.1.3
N
8.1.3.1
Establish the IT portfolio
N
8.1.3.2
Analyze and evaluate the value of the IT portfolio for the
N
enterprise
8.1.3.3
Provision resources in accordance with strategic priorities
N
8.1.4
N
8.1.4.1
Research technologies to innovate IT services and solutions
N
8.1.4.2
Transition viable technologies for IT services and solutions
N
development
8.1.5
Evaluate and communicate IT business value and performance
Y
10625
10626
10627
10564
10578
11244
8.1.5.1
8.1.5.2
8.1.5.3
8.2
8.2.1
8.2.1.1
11245
8.2.1.2
11246
11247
8.2.1.3
8.2.1.4
11248
8.2.1.5
PCF ID
10008
10563
10570
10603
10604
10605
10606
10607
10608
10609
10571
10611
10612
10613
10614
10615
10572
10616
10617
10618
10573
10620
10621
Copyright 2016 APQC
Establish and monitor key performance indicators

Evaluate IT plan performance
Communicate IT value
Research IT services and solutions to address business and
user requirements
Translate business and user requirements into IT services
and solutions requirements
Formulate IT services and solutions strategic initiatives
Coordinate strategies with internal stakeholders to ensure
alignment
Evaluate and select IT services and solutions strategic
initiatives
N
N
N
Y
Y
N
N
N
N
N
78 of 777
PCF ID
10579
10640
10641
Hierarchy
ID
8.2.2
8.2.2.1
8.2.2.2
10642
10643
8.2.2.3
8.2.2.4
10580
10644
10645
8.2.3
8.2.3.1
8.2.3.2
10646
10581
10647
10648
10649
8.2.3.3
8.2.4
8.2.4.1
8.2.4.2
8.2.4.3
10582
10650
10651
10652
8.2.5
8.2.5.1
8.2.5.2
8.2.5.3
10653
11220
8.2.5.4
8.3
11230
8.3.1
11231
8.3.2
10565
10583
10654
8.4
8.4.1
8.4.1.1
10655
8.4.1.2
10656
8.4.1.3
10584
10657
8.4.2
8.4.2.1
10658
10659
10660
10585
8.4.2.2
8.4.2.3
8.4.2.4
8.4.3
Copyright 2016 APQC
Metrics
Name
available?
N
Create and maintain the IT services and solutions catalog
N
Establish and maintain business and IT service-level
N
agreements
Evaluate and report service-level attainment results
N
Communicate business and IT service-level improvement
N
opportunities
N
Analyze IT services and solutions consumption and usage
N
Develop and implement incentive programs that improve
N
consumption efficiency
Develop volume/unit forecast for IT services and solutions
N
Y
Capture and analyze customer satisfaction
N
Assess and communicate customer satisfaction patterns
N
Initiate improvements based on customer satisfaction
N
patterns
N
Develop IT services and solutions marketing strategy
N
Develop and manage IT customer strategy
N
Manage IT services and solutions advertising and
N
promotional campaigns
Process and track IT services and solutions orders
N
Y
controls
Establish information security, privacy, and data protection
N
strategies and levels
Test, evaluate, and implement information security and privacy
N
and data protection controls
Y
Y
Understand information and content management needs
N
and the role of IT services for executing the business
strategy
Assess the information and content management
implications of new technologies
Identify and prioritize information and content
management actions
Define information elements, composite structure, logical
relationships and constraints, taxonomy, and derivation
rules
Define information access requirements
Establish data custodianship
Manage changes to content data architecture requirements
N
N
Y
N
N
N
N
Y
79 of 777
PCF ID
10661
Hierarchy
ID
8.4.3.1
10662
10586
10663
10664
10665
8.4.3.2
8.4.4
8.4.4.1
8.4.4.2
8.4.4.3
10566
10587
10666
10667
8.5
8.5.1
8.5.1.1
8.5.1.2
10668
10588
10669
10670
10671
10589
10672
10673
10674
10590
10675
10676
10677
10678
10679
10680
10591
10681
8.5.1.3
8.5.2
8.5.2.1
8.5.2.2
8.5.2.3
8.5.3
8.5.3.1
8.5.3.2
8.5.3.3
8.5.4
8.5.4.1
8.5.4.2
8.5.4.3
8.5.4.4
8.5.4.5
8.5.4.6
8.5.5
8.5.5.1
10682
10683
10684
10685
10567
10592
10686
10687
8.5.5.2
8.5.5.3
8.5.5.4
8.5.5.5
8.6
8.6.1
8.6.1.1
8.6.1.2
10688
10593
10689
10690
8.6.1.3
8.6.2
8.6.2.1
8.6.2.2
Copyright 2016 APQC
Name
Define the enterprise information/data policies and
standards
Develop and implement data and content administration
Define sources and destinations of content data
Manage technical interfaces to users of content
Manage retention, revision, and retirement of enterprise
information
Establish sourcing strategy for IT development
Define development processes, methodologies, and tools
standards
Select development methodologies and tools
Plan development of new requirements
Plan development of feature and functionality
enhancement
Develop life cycle plan for IT services and solutions
Create IT services and solutions architecture
Revise IT services and solutions architecture
Retire IT services and solutions architecture
Understand confirmed requirements
Design IT services and solutions
Acquire/Develop IT service/solution components
Train services and solutions resources
Test IT services/solutions
Confirm customer acceptance
Understand upkeep/enhance requirements and defect
analysis
Design change to existing IT service/solution
Acquire/Develop changed IT service/solution component
Test IT service/solution change
Retire solutions and services
Establish IT services and solutions change policies
Define deployment process, procedures, and tools
standards
Select deployment methodologies and tools
Plan change deployment
Communicate changes to stakeholders
Metrics
available?
N
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
Y
N
N
N
N
N
Y
Y
N
N
N
N
N
N
80 of 777
PCF ID
10691
10692
10693
10694
10594
10695
10696
10697
10698
10568
10595
10699
10700
10701
10596
10702
10703
10597
10704
10705
10598
10706
10707
10599
10708
10709
10710
10711
10712
10713
10714
Hierarchy
ID
8.6.2.3
8.6.2.4
8.6.2.5
8.6.2.6
8.6.3
8.6.3.1
8.6.3.2
8.6.3.3
8.6.3.4
8.7
8.7.1
8.7.1.1
8.7.1.2
8.7.1.3
8.7.2
8.7.2.1
8.7.2.2
8.7.3
8.7.3.1
8.7.3.2
8.7.4
8.7.4.1
8.7.4.2
8.7.5
8.7.5.1
8.7.5.2
8.7.5.3
8.7.5.4
8.7.5.5
8.7.5.6
8.7.5.7
Copyright 2016 APQC
Metrics
Name
available?
Administer change schedule
N
Train impacted users
N
Distribute and install change
N
Verify change
N
N
Understand and coordinate release design and acceptance
N
Plan release rollout
N
Distribute and install release
N
Verify release
N
Y
N
Establish sourcing strategy for IT delivery
N
Define delivery processes, procedures, and tools standards
N
Select delivery methodologies and tools
N
N
Establish sourcing strategy for IT support
N
Define IT support services
N
N
Manage IT inventory and assets
N
Manage IT resource capacity
N
N
Deliver IT services and solutions
N
Perform IT operations support services
N
Y
Manage availability
N
Manage facilities
N
Manage backup/recovery
N
Manage performance and capacity
N
Manage incidents
N
Manage problems
N
Manage inquiries
N
81 of 777
PCF ID
17058
10728
10738
10771
10772
20135
10773
20136
10739
10774
14057
10775
10776
10777
11175
10740
10778
10779
10780
10781
10741
10782
10783
10784
10785
10786
10787
10788
10729
10742
10789
10790
14187
14188
10791
10792
10793
10743
10794
10795
10796
10797
10798
10744
10799
Hierarchy
Metrics
ID
Name
available?
9.0
Y
9.1
Y
9.1.1
Y
9.1.1.1
Develop and maintain budget policies and procedures
N
9.1.1.2
Prepare periodic budgets and plans
N
9.1.1.3
Operationalize and implement plans to achieve budget
N
9.1.1.4
Prepare periodic financial forecasts
N
9.1.1.5
Perform variance analysis against forecasts and budgets
N
9.1.2
Y
9.1.2.1
Perform inventory accounting
N
9.1.2.2
Perform profit center accounting
N
9.1.2.3
Perform cost of sales analysis
N
9.1.2.4
Perform product costing
N
9.1.2.5
Perform variance analysis
N
9.1.2.6
Report on profitability
N
9.1.3
N
9.1.3.1
Determine key cost drivers
N
9.1.3.2
Measure cost drivers
N
9.1.3.3
Determine critical activities
N
9.1.3.4
Manage asset resource deployment and utilization
N
9.1.4
Y
9.1.4.1
Assess customer and product profitability
N
9.1.4.2
Evaluate new products
N
9.1.4.3
Perform life cycle costing
N
9.1.4.4
Optimize customer and product mix
N
9.1.4.5
Track performance of new-customer and product strategies
N
9.1.4.6
Prepare activity-based performance measures
N
9.1.4.7
Manage continuous cost improvement
N
9.2
Y
9.2.1
Y
9.2.1.1
Establish credit policies
N
9.2.1.2
Analyze/Approve new account applications
N
9.2.1.3
Analyze credit scoring history
N
9.2.1.4
Forecast credit scoring requirement
N
9.2.1.5
Review existing accounts
N
9.2.1.6
Produce credit/collection reports
N
9.2.1.7
Reinstate or suspend accounts based on credit policies
N
9.2.2
Invoice customer
Y
9.2.2.1
Maintain customer/product master files
N
9.2.2.2
Generate customer billing data
N
9.2.2.3
Transmit billing data to customers
N
9.2.2.4
Post receivable entries
N
9.2.2.5
Resolve customer billing inquiries
N
9.2.3
Y
9.2.3.1
Establish AR policies
N
Copyright 2016 APQC
82 of 777
PCF ID
10800
10801
10802
10803
10745
10804
10805
10806
10807
10808
14007
14008
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822
10823
10824
10825
10826
10827
10749
10828
10829
10830
10831
Hierarchy
ID
9.2.3.2
9.2.3.3
9.2.3.4
9.2.3.5
9.2.4
9.2.4.1
9.2.4.2
9.2.4.3
9.2.4.4
9.2.4.5
9.2.4.6
9.2.4.7
9.2.5
9.2.5.1
9.2.5.2
9.2.5.3
9.2.5.4
9.2.5.5
9.2.5.6
9.3
9.3.1
9.3.1.1
9.3.1.2
9.3.1.3
9.3.1.4
9.3.2
9.3.2.1
9.3.2.2
9.3.2.3
9.3.2.4
9.3.2.5
9.3.2.6
9.3.2.7
9.3.2.8
9.3.2.9
9.3.3
9.3.3.1
9.3.3.2
9.3.3.3
9.3.3.4
10832
9.3.3.5
10833
10834
9.3.3.6
9.3.3.7
Copyright 2016 APQC
Metrics
Name
available?
Receive/Deposit customer payments
N
Apply cash remittances
N
Prepare AR reports
N
Post AR activity to the general ledger
N
Y
Establish policies for delinquent accounts
N
Analyze delinquent account balances
N
Correspond/Negotiate with delinquent accounts
N
Discuss account resolution with internal parties
N
Process adjustments/write off balances
N
Perform recovery workout
N
Manage default accounts
N
Y
Establish policies/procedures for adjustments
N
Analyze adjustments
N
Correspond/Negotiate with customer
N
Discuss resolution with internal parties
N
Prepare chargeback invoices
N
Process related entries
N
Y
Y
Negotiate service-level agreements
N
Establish accounting policies
N
Set and enforce approval limits
N
Establish common financial systems
N
Y
Maintain chart of accounts
N
Process journal entries
N
Process allocations
N
Process period end adjustments
N
Post and reconcile intercompany transactions
N
Reconcile general ledger accounts
N
Perform consolidations and process eliminations
N
Prepare trial balance
N
Prepare and post management adjustments
N
Y
Establish fixed-asset policies and procedures
N
Maintain fixed-asset master data files
N
Process and record fixed-asset additions and retires
N
Process and record fixed-asset adjustments, enhancements,
N
revaluations, and transfers
Process and record fixed-asset maintenance and repair
N
expenses
Calculate and record depreciation expense
N
Reconcile fixed-asset ledger
N
83 of 777
PCF ID
10835
10836
Hierarchy
ID
9.3.3.8
9.3.3.9
10750
10837
10838
10839
10840
9.3.4
9.3.4.1
9.3.4.2
9.3.4.3
9.3.4.4
10841
10842
10843
14074
10731
10751
10844
10845
10846
9.3.4.5
9.3.4.6
9.3.4.7
9.3.4.8
9.4
9.4.1
9.4.1.1
9.4.1.2
9.4.1.3
10847
10752
10848
10849
10850
10851
10852
10732
10753
10853
10854
10855
10856
10857
10754
10858
10859
10860
10861
10862
10863
10864
10865
10755
14075
14076
9.4.1.4
9.4.2
9.4.2.1
9.4.2.2
9.4.2.3
9.4.2.4
9.4.2.5
9.5
9.5.1
9.5.1.1
9.5.1.2
9.5.1.3
9.5.1.4
9.5.1.5
9.5.2
9.5.2.1
9.5.2.2
9.5.2.3
9.5.2.4
9.5.2.5
9.5.2.6
9.5.2.7
9.5.2.8
9.5.3
9.5.3.1
9.5.3.2
Copyright 2016 APQC
Metrics
Name
available?
Track fixed-assets including physical inventory
N
Provide fixed-asset data to support tax, statutory, and
N
regulatory reporting
Y
Prepare business unit financial statements
N
Prepare consolidated financial statements
N
Perform business unit reporting/review management
N
reports
Perform consolidated reporting/review of cost management
N
reports
Prepare statements for board review
N
Produce quarterly/annual filings and shareholder reports
N
Produce regulatory reports
N
Perform legal and management consolidation
N
Y
Y
Develop capital investment policies and procedures
N
Develop and approve capital expenditure plans and
N
budgets
Review and approve capital projects and fixed-asset
N
acquisitions
Conduct financial justification for project approval
N
Y
Create project account codes
N
Record project-related transactions
N
Monitor and track capital projects and budget spending
N
Close/capitalize projects
N
Measure financial returns on completed capital projects
N
Process payroll
Y
Report time
Y
Establish policies and procedures
N
Collect and record employee time worked
N
Analyze and report paid and unpaid leave
N
Monitor regular, overtime, and other hours
N
Analyze and report employee utilization
N
Manage pay
Y
Enter employee time worked into payroll system
N
Maintain and administer employee earnings information
N
Maintain and administer applicable deductions
N
Monitor changes in tax status of employees
N
Process and distribute payments
N
Process and distribute manual checks
N
Process period-end adjustments
N
Respond to employee payroll inquiries
N
Y
Develop tax plan
N
Manage tax plan
N
84 of 777
PCF ID
10866
10867
10868
10733
10756
10869
10870
10871
10872
10873
10874
10875
10876
10877
10878
10879
10757
10880
Hierarchy
ID
9.5.3.3
9.5.3.4
9.5.3.5
9.6
9.6.1
9.6.1.1
9.6.1.2
9.6.1.3
9.6.1.4
9.6.1.5
9.6.1.6
9.6.1.7
9.6.1.8
9.6.1.9
9.6.1.10
9.6.1.11
9.6.2
9.6.2.1
10881
10882
10883
10884
10734
10758
10885
10886
10887
10888
10889
10890
10891
10892
10759
10893
10894
10895
10896
10897
10898
9.6.2.2
9.6.2.3
9.6.2.4
9.6.2.5
9.7
9.7.1
9.7.1.1
9.7.1.2
9.7.1.3
9.7.1.4
9.7.1.5
9.7.1.6
9.7.1.7
9.7.1.8
9.7.2
9.7.2.1
9.7.2.2
9.7.2.3
9.7.2.4
9.7.2.5
9.7.2.6
10899
10900
10760
10901
9.7.2.7
9.7.2.8
9.7.3
9.7.3.1
Copyright 2016 APQC
Name
Calculate and pay applicable payroll taxes
Produce and distribute employee annual tax statements
File regulatory payroll tax forms
Verify AP pay file with purchase order vendor master file
Maintain/Manage electronic commerce
Audit invoices and key data in AP system
Approve payments
Process financial accruals and reversals
Process taxes
Process payments
Respond to AP inquiries
Retain records
Adjust accounting records
Establish and communicate expense reimbursement
policies and approval limits
Capture and report relevant tax data
Approve reimbursements and advances
Process reimbursements and advances
Manage personal accounts
Establish scope and governance of treasury operations
Establish and publish treasury policies
Develop treasury procedures
Monitor treasury procedures
Audit treasury procedures
Revise treasury procedures
Develop and confirm internal controls for treasury
Define system security requirements
Manage cash
Manage and reconcile cash positions
Manage cash equivalents
Process and oversee electronic fund transfers (EFTs)
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
Manage in-house bank accounts for subsidiaries
Metrics
available?
N
N
N
Y
Y
N
N
N
N
N
N
N
Y
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
85 of 777
PCF ID
10902
10903
Hierarchy
ID
9.7.3.2
9.7.3.3
10904
10905
10906
10907
10761
14079
10908
10909
10910
10911
10912
10913
14210
11208
12974
11209
19575
19576
19577
9.7.3.4
9.7.3.5
9.7.3.6
9.7.3.7
9.7.4
9.7.4.1
9.7.4.2
9.7.4.3
9.7.4.4
9.7.4.5
9.7.4.6
9.7.4.7
9.7.4.8
9.7.5
9.7.5.1
9.7.5.2
9.7.5.2.1
9.7.5.2.2
9.7.5.2.3
19578
11210
19579
19580
19581
9.7.5.2.4
9.7.5.3
9.7.5.3.1
9.7.5.3.2
9.7.5.3.3
19582
19583
11211
19584
9.7.5.3.4
9.7.5.3.5
9.7.5.4
9.7.5.4.1
19585
19586
19587
20137
19588
19589
19590
11213
11215
11214
16958
9.7.5.4.2
9.7.5.4.3
9.7.5.4.4
9.7.5.5
9.7.5.5.1
9.7.5.5.2
9.7.5.5.3
9.7.5.5.4
9.7.5.5.5
9.7.5.6
9.7.6
Copyright 2016 APQC
Metrics
Name
available?
Manage and facilitate inter-company borrowing
N
transactions
Manage centralized outgoing payments on behalf of
N
subsidiaries
Manage central incoming payments on behalf of
N
subsidiaries
Manage internal payments and netting transactions
N
Calculate interest and fees for in-house bank accounts
N
Provide account statements for in-house bank accounts
N
N
Establish investment policy
N
Manage financial intermediary relationships
N
Manage liquidity
N
Manage issuer exposure
N
Process and oversee debt and investment transactions
N
Process and oversee foreign currency transactions
N
Produce debt and investment accounting transaction
N
reports
Process and oversee interest rate transactions
N
Y
Develop risk management/hedging strategy
N
Manage interest rate risk
N
Manage interest rate market data
N
Determine interest rate exposure for all markets
N
Determine interest rate hedge requirements in
N
Execute interest rate trades
N
Manage foreign exchange risk
N
Manage foreign exchange market data
N
Determine foreign exchange exposure for all currencies
N
Determine foreign exchange hedge requirements in
N
Execute foreign exchange trades
N
Mange foreign exchange balance sheet risk
N
Manage exposure risk
N
Determine current customer exposures and limit
N
exceptions
Resolve customer exposure limit violations
N
Manage customer collateral
N
Perform annual customer credit reviews
N
Execute hedging transactions
N
Measure physical positions
N
Establish hedges
N
Unwind hedges
N
Evaluate and refine hedging positions
N
Monitor credit
N
Produce hedge accounting transactions and reports
N
Manage financial fraud/dispute cases
N
86 of 777
PCF ID
10735
10762
10914
10915
10916
11250
11251
10763
Hierarchy
ID
9.8
9.8.1
9.8.1.1
9.8.1.2
9.8.1.3
9.8.1.4
9.8.1.5
9.8.2
10917
10918
10919
10920
10921
10922
9.8.2.1
9.8.2.2
9.8.2.3
9.8.2.4
9.8.2.5
9.8.2.6
10764
10923
10924
9.8.3
9.8.3.1
9.8.3.2
10925
10926
10736
10765
10927
10928
10929
10766
10930
10931
10932
10933
10934
10935
10936
10737
10767
10768
10769
10770
17059
14090
14091
14092
19593
9.8.3.3
9.8.3.4
9.9
9.9.1
9.9.1.1
9.9.1.2
9.9.1.3
9.9.2
9.9.2.1
9.9.2.2
9.9.2.3
9.9.2.4
9.9.2.5
9.9.2.6
9.9.2.7
9.10
9.10.1
9.10.2
9.10.3
9.10.4
9.11
9.11.1
9.11.2
9.11.3
9.11.4
Copyright 2016 APQC
Metrics
available?
Y
Y
Establish board of directors and audit committee
N
Define and communicate code of ethics
N
Assign roles and responsibility for internal controls
N
Define business process objectives and risks
N
Define entity/unit risk tolerances
N
Operate controls and monitor compliance with internal controls
Y
policies and procedures
Design and implement control activities
N
Monitor control effectiveness
N
Remediate control deficiencies
N
Create compliance function
N
Operate compliance function
N
Implement and maintain controls-related enabling
N
technologies and tools
Y
Report to external auditors
N
Report to regulators, share-/debt-holders, securities
N
exchanges, etc.
Report to third parties
N
Report to internal management
N
Manage taxes
Y
N
Develop foreign, national, state, and local tax strategy
N
Consolidate and optimize total tax plan
N
Maintain tax master data
N
Process taxes
N
Perform tax planning/strategy
N
Prepare returns
N
Prepare foreign taxes
N
Calculate deferred taxes
N
Account for taxes
N
Monitor tax compliance
N
Address tax inquiries
N
N
N
Manage transactions
N
N
Report results
N
N
Screen sanctioned party list
N
Control exports and imports
N
Classify products
N
Perform currency conversion
N
Name
87 of 777
PCF ID
14093
14094
14095
14096
14097
14098
Hierarchy
ID
9.11.5
9.11.6
9.11.7
9.11.8
9.11.9
9.11.10
Copyright 2016 APQC
Name
Calculate duty
Communicate with customs
Document trade
Process trade preferences
Handle restitution
Prepare letter of credit
Metrics
available?
N
N
N
N
N
N
88 of 777
PCF ID
19207
10937
10941
10955
10956
10957
10943
10958
10959
10960
10961
10962
10944
10963
10964
10949
10965
10966
19208
19209
19210
19211
19212
20139
19220
11276
19221
19222
19223
19229
19230
19231
19232
19233
19234
19224
19225
19226
19227
19228
19238
19239
19240
10967
Hierarchy
ID
Name
10.0
10.1
Plan and acquire assets
10.1.1
Develop property strategy and long term vision
10.1.1.1
Confirm alignment of property requirements with business
strategy
10.1.1.2
10.1.1.3
Determine build or buy decision
10.1.2
Plan facility
10.1.2.1
Design facility
10.1.2.2
Analyze budget
10.1.2.3
Select property
10.1.2.4
Negotiate terms for facility
10.1.2.5
Manage construction or modification to building
10.1.3
Provide workspace and facilities
10.1.3.1
Acquire workspace and facilities
10.1.3.2
Change fit/form/function of workspace and facilities
10.1.4
Manage facilities operations
10.1.4.1
Relocate people
10.1.4.2
Relocate material and tools
10.2
10.2.1
Manage capital program for productive assets
10.2.1.1
Define capital investment plan
10.2.1.2
Monitor capital program
10.2.1.3
Secure construction financing
10.2.2
Design and plan asset construction
10.2.2.1
Develop construction strategy
10.2.2.2
Perform construction performance management
10.2.2.3
Obtain construction permissions
10.2.2.4
Design assets
10.2.2.5
Plan construction resources
10.2.3
Schedule and perform construction work
10.2.3.1
Schedule work
10.2.3.2
Obtain resources
10.2.3.3
Construct new assets
10.2.3.4
Augment existing assets
10.2.3.5
Renew/Replace assets
10.2.4
Manage asset construction
10.2.4.1
Monitor work performance
10.2.4.2
10.2.4.3
Create work and asset records
10.2.4.4
Manage safety, security, and access to sites
10.3
Maintain productive assets
10.3.1
Plan asset maintenance
10.3.1.1
Develop maintenance strategies
10.3.1.2
Analyze assets and predict maintenance requirements
Copyright 2016 APQC
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
89 of 777
PCF ID
19241
10968
19242
19243
19244
19245
19246
19247
19248
19249
19250
19251
19252
19253
10947
19254
19255
19256
19257
10940
10952
19258
10953
10954
16970
Hierarchy
ID
10.3.1.3
10.3.1.4
10.3.1.5
10.3.1.6
10.3.1.7
10.3.2
10.3.2.1
10.3.2.2
10.3.2.3
10.3.2.4
10.3.2.5
10.3.2.6
10.3.2.7
10.3.3
10.3.3.1
10.3.3.2
10.3.3.3
10.3.3.4
10.3.3.5
10.4
10.4.1
10.4.2
10.4.3
10.4.4
10.4.5
Copyright 2016 APQC
Metrics
Name
available?
Specify maintenance policies
N
Integrate preventive maintenance into operations schedule
N
Identify work management tasks & priorities
N
Conduct resource planning
N
Create work plans
N
Manage asset maintenance
N
Schedule work
N
Obtain required resources
N
N
Update work and asset records
N
Manage maintenance work safety
N
Define maintenance performance targets
N
N
Monitor maintenance performance against
targets/contracts
Perform
asset maintenance
N
Perform preventative asset maintenance
N
Perform routine asset maintenance
N
Perform corrective asset maintenance and repairs
N
Identify unplanned maintenance requirements
N
Perform unplanned maintenance and repairs
N
Dispose of assets
N
Develop exit strategy
N
Decommission productive assets
N
Perform sale or trade
N
Perform abandonment
N
Perform waste and hazardous goods management
N
90 of 777
PCF ID
16437
Hierarchy
ID
Name
11.0
Resiliency
17060
16439
16440
16441
11.1
11.1.1
11.1.1.1
11.1.1.2
16442
16443
11.1.1.3
11.1.1.4
16444
11.1.1.5
16445
16446
16447
16448
11.1.2
11.1.2.1
11.1.2.2
11.1.2.3
16449
11.1.2.4
16450
16451
16452
11.1.2.5
11.1.2.6
11.1.2.7
16453
11.1.2.8
16454
11.1.2.9
17462
16456
16457
11.1.3
11.1.3.1
11.1.3.2
16458
16459
16460
16461
16462
17467
17468
17469
17470
14133
14137
16463
16464
16465
11.1.3.3
11.1.3.4
11.1.3.5
11.1.3.6
11.1.3.7
11.2
11.2.1
11.2.1.1
11.2.1.2
11.2.1.3
11.2.1.4
11.2.2
11.2.2.1
11.2.2.2
Copyright 2016 APQC

Establish the enterprise risk framework and policies
Determine risk tolerance for organization
Develop and maintain enterprise risk policies and
procedures
Identify and implement enterprise risk management tools
Coordinate the sharing of risk knowledge across the
organization
Prepare and report enterprise risk to executive
management and board
Oversee and coordinate enterprise risk management activities
Identify enterprise level risks
Assess risks to determine which to mitigate
Develop risk mitigation and management strategy and
integrate with existing performance management
processes
Verify business unit and functional risk mitigation plans are
implemented
Ensure risks and risk mitigation actions are monitored
Coordinate business unit and functional risk management
activities
enterprise risk management process
enterprise risk reporting process
Manage business unit and function risk
Identify risks
Assess risks using enterprise risk framework policies and
procedures
Develop mitigation plans for risks
Implement mitigation plans for risks
Monitor risks
Analyze risk activities and update plans
Manage compliance
Establish compliance framework and policies
Develop enterprise compliance policies and procedures
Implement enterprise compliance activities
Manage internal audits
Maintain controls-related technologies and tools
Manage regulatory compliance
Develop regulatory compliance procedures
Identify applicable regulatory requirements
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
91 of 777
PCF ID
16466
Hierarchy
ID
11.2.2.3
16467
11.2.2.4
16468
11.2.2.5
16469
11.2.2.6
19595
19596
11.2.2.7
11.2.2.8
16470
11185
11201
11202
11203
11204
11205
11206
11216
11221
11222
11223
11224
16471
11.2.2.9
11.3
11.3.1
11.3.2
11.3.3
11.3.4
11.3.5
11.3.6
11.4
11.4.1
11.4.2
11.4.3
11.4.4
11.4.5
Copyright 2016 APQC
Name
Monitor the regulatory environment for changing or
emerging regulations
Assess current compliance position and identify
weaknesses or shortfalls therein
Implement missing or stronger regulatory compliance
controls and policies
Monitor and test regulatory compliance position and
existing controls
Compile and communicate compliance scorecard(s)
Compile and communicate internal and regulatory
compliance reports
Maintain relationships with regulators as appropriate
Create remediation plans
Contact and confer with experts
Identify/dedicate resources
Investigate legal aspects
Investigate damage cause
Amend or create policy
Develop the business resilience strategy
Perform continuous business operations planning
Test continuous business operations
Maintain continuous business operations
Share knowledge of specific risks across other parts of the
organization
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
92 of 777
PCF ID
10012
11010
11035
11036
11037
11011
11038
12869
12870
12871
12872
12873
12874
11039
12875
12876
12877
12878
11040
12879
12880
12881
11041
11012
11042
11043
11013
11044
11045
11046
11047
11053
11054
11048
11056
11057
11058
11059
11060
11061
11049
11062
11063
11064
Hierarchy
ID
Name
12.0
12.1
Build investor relationships
12.1.1
Plan, build, and manage lender relations
12.1.2
Plan, build, and manage analyst relations
12.1.3
Communicate with shareholders
12.2
12.2.1
Manage government relations
12.2.1.1
Assess relationships
12.2.1.2
Appoint responsible executives
12.2.1.3
Monitor relationships
12.2.1.4
Receive input from internal advisors
12.2.1.5
Receive input from external advisors
12.2.1.6
Liaise with authorities
12.2.2
Manage relations with quasi-government bodies
12.2.2.1
Establish relationships with agencies
12.2.2.2
Respond to audit inquiries
12.2.2.3
Maintain documentation of contacts
12.2.2.4
Plan and manage meetings
12.2.3
Manage relations with trade or industry groups
12.2.3.1
Evaluate the requirements for strategic relationships
12.2.3.2
Monitor the success of the partnerships
12.2.3.3
Extend or change the relationships
12.2.4
Manage lobby activities
12.3
12.3.1
Report results
12.3.2
Report audit findings
12.4
12.4.1
Create ethics policies
12.4.2
Manage corporate governance policies
12.4.3
Develop and perform preventive law programs
12.4.4
Ensure compliance
12.4.4.1
Plan and initiate compliance program
12.4.4.2
Execute compliance program
12.4.5
Manage outside counsel
12.4.5.1
Assess problem and determine work requirements
12.4.5.2
Engage/Retain outside counsel if necessary
12.4.5.3
Receive strategy/budget
12.4.5.4
Receive work product and manage/monitor case and work
performed
12.4.5.5
Process payment for legal services
12.4.5.6
Track legal activity/performance
12.4.6
Protect intellectual property
12.4.6.1
Manage copyrights, patents, and trademarks
12.4.6.2
Maintain intellectual property rights and restrictions
12.4.6.3
Administer licensing terms
Copyright 2016 APQC
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
93 of 777
PCF ID
11065
11050
11051
11052
11014
11066
11067
11068
11069
11070
Hierarchy
ID
12.4.6.4
12.4.7
12.4.8
12.4.9
12.5
12.5.1
12.5.2
12.5.3
12.5.4
12.5.5
Copyright 2016 APQC
Name
Administer options
Resolve disputes and litigations
Provide legal advice/counseling
Negotiate and document agreements/contracts
Manage community relations
Manage media relations
Promote political stability
Create press releases
Issue press releases
Metrics
available?
N
N
N
N
N
N
N
N
N
N
94 of 777
PCF ID
10013
16378
16379
16380
16381
16382
16383
16384
16385
16386
16387
16388
16389
20140
16390
16391
16392
16393
16394
16395
20141
16396
16397
16398
16399
16400
16401
16402
16403
16404
16405
16406
16407
16408
16409
16410
16411
11117
16412
11118
11119
11120
11121
16413
Hierarchy
Metrics
ID
Name
available?
13.0
Y
13.1
Manage business processes
N
13.1.1
Establish and maintain process management governance
N
13.1.1.1
Define and manage governance approach
N
13.1.1.2
Establish and maintain process tools and templates
N
13.1.1.3
Assign and support process ownership
N
13.1.1.4
Perform process governance activities
N
13.1.2
Define and manage process frameworks
N
13.1.2.1
Establish and maintain process framework
N
13.1.2.2
Identify cross-functional processes
N
13.1.3
Define processes
N
13.1.3.1
Scope processes
N
13.1.3.2
Analyze processes
N
13.1.3.2.1
Identify published best practices
N
13.1.3.3
Model and document processes
N
13.1.3.4
Publish processes
N
13.1.4
Manage process performance
N
13.1.4.1
Provide process training
N
13.1.4.2
Support process execution
N
13.1.4.3
Measure and report process performance
N
13.1.4.3.1
Identify additional metrics as required
N
13.1.5
Improve processes
N
13.1.5.1
Identify and select improvement opportunities
N
13.1.5.2
Manage improvement projects
N
13.1.5.3
Perform continuous improvement activities
N
13.2
N
13.2.1
Manage portfolio
N
13.2.1.1
Establish portfolio strategy
N
13.2.1.2
Define portfolio governance
N
13.2.1.3
Monitor and control portfolio
N
13.2.2
Manage programs
N
13.2.2.1
Establish program structure and approach
N
13.2.2.2
Manage program stakeholders and partners
N
13.2.2.3
Manage program execution
N
13.2.2.4
Review and report program performance
N
13.2.3
Manage projects
N
13.2.3.1
Establish project scope
N
13.2.3.1.1
Identify project requirements and objectives
N
13.2.3.1.2
Identify project resource requirements
N
13.2.3.1.3
Assess culture and readiness for project management
N
approach
13.2.3.1.4
Identify appropriate project management methodologies
N
13.2.3.1.5
Create business case and obtain funding
N
13.2.3.1.6
Develop project measures and indicators
N
13.2.3.2
Develop project plans
N
Copyright 2016 APQC
95 of 777
PCF ID
11123
20142
11124
11125
11127
11128
11129
16414
11131
Hierarchy
ID
13.2.3.2.1
13.2.3.2.2
13.2.3.2.3
13.2.3.2.4
13.2.3.2.5
13.2.3.2.6
13.2.3.2.7
13.2.3.3
13.2.3.3.1
16415
16416
11132
11133
13.2.3.3.2
13.2.3.3.3
13.2.3.3.4
13.2.3.3.5
16417
16418
17471
17472
17473
17474
17475
17476
17477
17478
17479
17480
17481
17482
17483
17484
17485
17486
17487
17488
17489
17490
17491
17492
17493
17494
17495
17496
17497
13.2.3.4
13.2.3.5
13.3
13.3.1
13.3.1.1
13.3.1.2
13.3.1.3
13.3.1.3.1
13.3.1.3.2
13.3.1.3.3
13.3.1.3.4
13.3.1.4
13.3.1.5
13.3.2
13.3.2.1
13.3.2.1.1
13.3.2.1.2
13.3.2.1.3
13.3.2.2
13.3.2.2.1
13.3.2.2.2
13.3.2.2.3
13.3.2.2.4
13.3.3
13.3.3.1
13.3.3.2
13.3.3.3
13.3.3.4
13.3.3.5
Copyright 2016 APQC
Name
Define roles and resources
Acquire/secure project resources
Identify specific IT requirements
Create training and communication plans
Design recognition and reward approaches
Design and plan launch of project
Deploy the project
Execute projects
Evaluate impact of project management (strategy and
projects) on measures and outcomes
Report the status of project
Manage project scope
Promote and sustain activity and involvement
Realign and refresh project management strategy and
approaches
Review and report project performance
Close projects
Define critical-to-quality characteristics
Develop quality controls
Define process steps for controls (or integration points)
Define sampling plan
Identify measurement methods
Define required competencies
Prove capability to assess compliance with requirements
Test against quality plan
Conduct test and collect data
Record result(s)
Determine disposition of result(s)
Assess results of tests
Assess sample significance
Summarize result(s)
Recommend actions
Decide next steps
Manage non-conformance
Determine immediate action(s)
Identify root cause(s)
Take corrective or preventative action
Close non-conformance
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
96 of 777
PCF ID
17498
Hierarchy
ID
13.3.4
17499
17500
17501
17502
13.3.4.1
13.3.4.2
13.3.4.3
13.3.4.4
17503
17504
13.3.4.5
13.3.4.6
17505
17506
17507
17508
13.3.4.6.1
13.3.4.6.2
13.3.4.6.3
13.3.4.6.4
17509
13.3.4.6.5
17510
11074
11134
11138
11140
11139
11141
11142
11143
11144
11145
11146
11147
20143
20144
11148
11149
11150
11151
11135
11152
11153
11154
11155
20145
11156
11157
11158
13.3.4.6.6
13.4
13.4.1
13.4.1.1
13.4.1.2
13.4.1.3
13.4.1.4
13.4.1.5
13.4.1.6
13.4.1.7
13.4.1.8
13.4.1.9
13.4.1.10
13.4.1.11
13.4.1.12
13.4.1.13
13.4.1.14
13.4.1.15
13.4.1.16
13.4.2
13.4.2.1
13.4.2.2
13.4.2.3
13.4.2.4
13.4.2.5
13.4.2.6
13.4.2.7
13.4.2.8
Copyright 2016 APQC
Name
Implement and maintain the enterprise quality management
system (EQMS)
Define the quality strategy
Plan and deploy the EQMS scope, targets, and goals
Identify core EQMS processes, controls, and metrics
Develop and document EQMS policies, procedures,
standards, and measures
Assess the EQMS performance
Create environment and capability for EQMS
improvement(s)
Reward quality excellence
Create and maintain quality partnerships
Maintain talent capabilities and competencies
Incorporate EQMS messaging into communication
channels
Assure independent EQMS management access to
appropriate authority in the organization
Transfer proven EQMS methods
Manage change
Plan for change
Select process improvement methodology
Determine stakeholders
Assess readiness for change
Identify change champion(s)
Form design team
Define scope
Understand current state
Define future state
Conduct organizational risk analysis
Assess cultural issues
Identify impacted groups
Determine degree/extent of impact
Establish accountability for change management
Identify barriers to change
Determine change enablers
Identify resources and develop measures
Design the change
Assess connection to other initiatives
Develop change management plans
Develop communication plan
Assign change champion(s)
Develop rewards/incentives plan
Establish change adoption metrics
Establish/Clarify new roles
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
97 of 777
PCF ID
11159
11136
11160
11161
11162
Hierarchy
ID
13.4.2.9
13.4.3
13.4.3.1
13.4.3.2
13.4.3.3
11163
20146
11137
11164
11165
11166
11073
13.4.3.4
13.4.3.5
13.4.4
13.4.4.1
13.4.4.2
13.4.4.3
13.5
11095
11100
11101
11102
13.5.1
13.5.1.1
13.5.1.2
13.5.1.3
11103
11104
11105
11106
11107
11108
11109
11096
11110
11111
11112
11113
11114
11115
16436
11071
11075
11076
11077
11078
11079
11072
11083
11084
11085
13.5.1.4
13.5.1.5
13.5.1.6
13.5.1.7
13.5.1.8
13.5.1.9
13.5.1.10
13.5.2
13.5.2.1
13.5.2.2
13.5.2.3
13.5.2.4
13.5.2.5
13.5.2.6
13.6
13.6.1
13.6.1.1
13.6.1.2
13.6.1.3
13.6.1.4
13.6.1.5
13.6.2
13.6.2.1
13.6.2.2
13.6.2.3
Copyright 2016 APQC
Name
Identify budget/roles
Implement change
Create commitment for improvement/change
Reengineer business processes and systems
Support transition to new roles or exit strategies for
incumbents
Monitor change
Report on change
Sustain improvement
Monitor improved process performance
Capture and reuse lessons learned from change process
Take corrective action as necessary
Develop and manage enterprise-wide knowledge management
(KM) capability
Develop KM strategy
Develop governance model
Establish central KM core group
Define roles and accountability of core group versus
operating units
Develop funding models
Identify links to key initiatives
Develop core KM methodologies
Assess IT needs and engage IT function
Develop training and communication plans
Develop change management approaches
Develop strategic measures and indicators
Assess maturity of existing KM initiatives
Evaluate existing KM approaches
Identify gaps and needs
Enhance/Modify existing KM approaches
Develop new KM approaches
Implement new KM approaches
Create enterprise measurement systems model
Measure cost effectiveness
Measure staff efficiency
Measure cycle time
Develop benchmarking capabilities
Conduct internal process and external competitive
benchmarking
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
98 of 777
PCF ID
11087
11088
20147
10270
10271
20148
10272
10273
10274
10275
10276
11179
11180
11186
Hierarchy
ID
13.6.2.4
13.6.2.5
13.6.3
13.6.3.1
13.6.3.2
13.6.3.3
13.6.3.4
13.6.3.5
13.6.3.6
13.6.3.7
13.6.3.8
13.7
13.7.1
13.7.1.1
11187
11181
11188
11189
11190
11191
11182
11192
13.7.1.2
13.7.2
13.7.2.1
13.7.2.2
13.7.2.3
13.7.2.4
13.7.3
13.7.3.1
11183
11193
11194
11196
11197
11195
13.7.4
13.7.4.1
13.7.4.2
13.7.4.3
13.7.4.4
13.7.4.5
Copyright 2016 APQC
Name
Establish need for change
Evaluate process performance
Establish appropriate performance indicators (metrics)
Establish monitoring frequency
Collect data
Calculate performance measures
Identify performance trends
Analyze performance against benchmark data
Prepare reports
Develop performance improvement plan
Determine environmental health and safety impacts
Evaluate environmental impact of products, services, and
operations
Conduct health and safety and environmental audits
Develop and execute functional EHS program
Identify regulatory and stakeholder requirements
Assess future risks and opportunities
Create EHS policy
Record and manage EHS events
Train and educate functional employees
Communicate EHS issues to stakeholders and provide
support
Monitor and manage functional EHS management program
Manage EHS costs and benefits
Measure and report EHS performance
Implement emergency response program
Implement pollution prevention program
Provide employees with EHS support
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
99 of 777
Process
Element Hierarchy
ID
ID
Process element
10001
Root
10002 1.0
17040
1.1
Copyright 2016 APQC
100 of 777
Process
Element Hierarchy
ID
ID
Process element
10015 1.2
10016
1.3
10003
2.0
Copyright 2016 APQC
101 of 777
Process
Element Hierarchy
ID
ID
Process element
10061 2.1.1
10063
2.1.1.1
Copyright 2016 APQC

102 of 777
Process
Element Hierarchy
ID
ID
Process element
10066 2.1.1.2
Confirm alignment of product/service concepts with business
strategy
10067
2.1.2
16824
2.1.2.1

introduction/launch
16826
2.1.3.2
Copyright 2016 APQC
103 of 777
Process
Element Hierarchy
ID
ID
Process element
10072 2.2.1.3
16808
2.2.3.1.2

services
16809
2.2.3.1.3
16810
2.2.3.1.4
16811
16812
2.2.3.1.5
2.2.3.1.6

Copyright 2016 APQC
104 of 777
Process
Element Hierarchy
ID
ID
Process element
16814 2.2.3.1.8 Derive services-as-a-product offering
16815
10062
2.2.3.2
2.3

16813
16817
16819
2.3.1.4
2.3.1.5
2.3.1.8.1

16820
16821
16822
16818
2.3.1.8.2
2.3.1.8.3
2.3.1.8.4
2.3.1.8.5

materials
16823
2.3.1.8.6
Copyright 2016 APQC
105 of 777
Process
Element Hierarchy
ID
ID
Process element
10004 3.0
10101
3.1
10106
3.1.1
Copyright 2016 APQC
106 of 777
Process
Element Hierarchy
ID
ID
Process element
10107 3.1.2
10102
3.2
11168
3.2.1
10123
3.2.2
Copyright 2016 APQC
107 of 777
Process
Element Hierarchy
ID
ID
Process element
18924 3.2.6
10148
3.3.1

by channel/segment
10149
3.3.2
10151
3.3.3
Copyright 2016 APQC
108 of 777
Process
Element Hierarchy
ID
ID
Process element
10153 3.3.5
10154
3.3.7
10103
3.4
10129
3.4.1
Copyright 2016 APQC
109 of 777
Process
Element Hierarchy
ID
ID
Process element
10130 3.4.2
10131
3.4.3
10132
3.4.4
Copyright 2016 APQC
110 of 777
Process
Element Hierarchy
ID
ID
Process element
10133 3.4.5
Copyright 2016 APQC
111 of 777
Process
Element Hierarchy
ID
ID
Process element
10105 3.5
10182
3.5.1
10184
3.5.1.8
Copyright 2016 APQC
112 of 777
Process
Element Hierarchy
ID
ID
Process element
10183 3.5.2
10185
3.5.4
Manage sales orders
10187
3.5.5
10215
4.1
Copyright 2016 APQC
113 of 777
Process
Element Hierarchy
ID
ID
Process element
10222 4.1.2
10223
4.1.3
Copyright 2016 APQC
114 of 777
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Copyright 2016 APQC
115 of 777
Process
Element Hierarchy
ID
ID
Process element
10277 4.2.1
10278
4.2.2
Copyright 2016 APQC
116 of 777
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3
10280
4.2.4
Manage suppliers
10217
4.3
10303
4.3.1
Schedule production
Copyright 2016 APQC
117 of 777
Process
Element Hierarchy
ID
ID
10304 4.3.2
Produce product
Process element
10219
4.4
10338
4.4.1
Copyright 2016 APQC
118 of 777
Process
Element Hierarchy
ID
ID
Process element
10339 4.4.2
10340
4.4.3
Operate warehousing
10341
4.4.4
10378
6.1
Copyright 2016 APQC
119 of 777
Process
Element Hierarchy
ID
ID
Process element
10382 6.1.4
10383
6.1.5
10379
6.2
Copyright 2016 APQC
120 of 777
Process
Element Hierarchy
ID
ID
Process element
10387 6.2.1
10388
6.2.2
Copyright 2016 APQC
121 of 777
Process
Element Hierarchy
ID
ID
Process element
10389 6.2.3
19072
6.2.3.5
12658
6.3
Copyright 2016 APQC
122 of 777
Process
Element Hierarchy
ID
ID
10218 6.3.3
Service products
Process element
10321
6.3.3.1
Identify and schedule resources to meet service requirements
10322
6.3.3.2
10323
6.3.3.3
Copyright 2016 APQC
123 of 777
Process
Element Hierarchy
ID
ID
Process element
10380 6.5
Evaluate customer service operations and customer
satisfaction
10401
6.5.1
Copyright 2016 APQC

124 of 777
Process
Element Hierarchy
ID
ID
Process element
10402 6.5.2
Copyright 2016 APQC
125 of 777
Process
Element Hierarchy
ID
ID
Process element
10403 6.5.3
Copyright 2016 APQC
126 of 777
Process
Element Hierarchy
ID
ID
Process element
10007 7.0
17043
7.1

strategies
10433
7.1.2.13
Copyright 2016 APQC
127 of 777
Process
Element Hierarchy
ID
ID
Process element
10417 7.1.3
10410
7.2
10439
7.2.1
10440
7.2.2
10443
7.2.4
10444
7.2.5
10411
7.3
Copyright 2016 APQC
128 of 777
Process
Element Hierarchy
ID
ID
Process element
10469 7.3.1
10470
7.3.2
10472
7.3.3
10473
7.3.4
17052
7.4
10483
7.4.1
10484
7.4.2
Copyright 2016 APQC
129 of 777
Process
Element Hierarchy
ID
ID
Process element
10485 7.4.3
10412
7.5
10495
7.5.2
10497
7.5.4
Administer payroll
10413
7.6
10512
7.6.1
Copyright 2016 APQC
130 of 777
Process
Element Hierarchy
ID
ID
10513 7.6.2
Manage separation
Process element
10514
7.6.3
Manage retirement
10515
7.6.4
10516
7.6.5
10517
7.6.6.2
10520
7.6.7.1
Manage expatriates
10522
7.7.1
10523
7.7.2
10524
7.7.3
10525
7.7.4
Copyright 2016 APQC
131 of 777
Process
Element Hierarchy
ID
ID
Process element
10526 7.7.5
10527
7.7.6
17057
7.8
10008
8.0
10563
8.1
10570
8.1.1
Copyright 2016 APQC
132 of 777
Process
Element Hierarchy
ID
ID
Process element
10571 8.1.2
10572
8.1.3
10573
8.1.4
10575
8.1.5
Evaluate and communicate IT business value and

performance
Copyright 2016 APQC
133 of 777
Process
Element Hierarchy
ID
ID
Process element
10564 8.2
10578
8.2.1
10579
8.2.2
Copyright 2016 APQC
134 of 777
Process
Element Hierarchy
ID
ID
Process element
10580 8.2.3
10581
8.2.4
Copyright 2016 APQC
135 of 777
Process
Element Hierarchy
ID
ID
Process element
10582 8.2.5
11220
8.3

controls
10565
8.4
Copyright 2016 APQC
136 of 777
Process
Element Hierarchy
ID
ID
Process element
10583 8.4.1
10584
8.4.2
10585
8.4.3
10586
8.4.4
10566
8.5
10587
8.5.1
Copyright 2016 APQC
137 of 777
Process
Element Hierarchy
ID
ID
Process element
10588 8.5.2
10589
8.5.3
10590
8.5.4
10591
8.5.5
Copyright 2016 APQC
138 of 777
Process
Element Hierarchy
ID
ID
Process element
10567 8.6
10592
8.6.1
10593
8.6.2
10594
8.6.3
Copyright 2016 APQC
139 of 777
Process
Element Hierarchy
ID
ID
Process element
10568 8.7
10595
8.7.1
10596
8.7.2
10597
8.7.3
10598
8.7.4
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Process
Element Hierarchy
ID
ID
Process element
17058 9.0
10728
9.1
10738
9.1.1
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Process
Element Hierarchy
ID
ID
Process element
10739 9.1.2
10740
9.1.3
10741
9.1.4
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Process
Element Hierarchy
ID
ID
Process element
10729 9.2
10742
9.2.1
10743
9.2.2
Invoice customer
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Process
Element Hierarchy
ID
ID
Process element
10744 9.2.3
10745
9.2.4
10746
9.2.5
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Process
Element Hierarchy
ID
ID
Process element
10730 9.3
10747
9.3.1
10748
9.3.2
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Process
Element Hierarchy
ID
ID
Process element
10749 9.3.3
10750
9.3.4
10731
9.4
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Process
Element Hierarchy
ID
ID
Process element
10751 9.4.1
10752
9.4.2
10732
9.5
Process payroll
10753
9.5.1
Report time
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Process
Element Hierarchy
ID
ID
10754 9.5.2
Manage pay
Process element
10755
9.5.3
10733
9.6
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Process
Element Hierarchy
ID
ID
Process element
10756 9.6.1
10757
9.6.2
10734
9.7
10758
9.7.1
10759
9.7.2
Manage cash
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Process
Element Hierarchy
ID
ID
Process element
10760 9.7.3
10761
9.7.4
11208
9.7.5
10735
9.8
10762
9.8.1
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Process
Element Hierarchy
ID
ID
Process element
10763 9.8.2
Operate controls and monitor compliance with internal
controls policies and procedures
10764
9.8.3
10736
9.9
Manage taxes
10765
9.9.1
10766
10737
9.9.2
9.10
Process taxes
10767
9.10.1
10768
9.10.2
Manage transactions
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Process
Element Hierarchy
ID
ID
Process element
10769 9.10.3
10770
9.10.4
Report results
17059
9.11
19207
10.0
19208
10.2
10940
10.4
Dispose of assets
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Process
Element Hierarchy
ID
ID
Process element
16437 11.0
Resiliency
17060
11.1
17467
11.2
Manage compliance
11185
11.3
11216
11.4
10012
12.0
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Process
Element Hierarchy
ID
ID
Process element
11011 12.2
11012
12.3
11013
12.4
11014
12.5
10013
13.0
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Process
Element Hierarchy
ID
ID
Process element
16400 13.2
17471
13.3
17472
13.3.1
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Process
Element Hierarchy
ID
ID
Process element
17473 13.3.1.1 Define critical-to-quality characteristics
17474
13.3.1.2
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Process
Element Hierarchy
ID
ID
Process element
17475 13.3.1.3 Develop quality controls
17481
13.3.1.5
17482
13.3.2
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Process
Element Hierarchy
ID
ID
Process element
17484 13.3.2.1.1 Conduct test and collect data
17485
13.3.2.1.2 Record result(s)
17486
13.3.2.1.3 Determine disposition of result(s)
17488
13.3.2.2.1 Assess sample significance
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Process
Element Hierarchy
ID
ID
17489 13.3.2.2.2 Summarize result(s)
17491
13.3.2.2.4 Decide next steps
17493
13.3.3.1
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Process
Element Hierarchy
ID
ID
11074 13.4
Manage change
11134
13.4.1
Plan for change
11135
13.4.2
Design the change
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Process
Element Hierarchy
ID
ID
11136 13.4.3
Implement change
11137
13.4.4
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Sustain improvement
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Process
Element Hierarchy
ID
ID
Process element
11073 13.5
Develop and manage enterprise-wide knowledge
management (KM) capability
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Process
Element Hierarchy
ID
ID
11095 13.5.1
Develop KM strategy
11096
13.5.2
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Process
Element Hierarchy
ID
ID
Process element
16436 13.6
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Process
Element Hierarchy
ID
ID
Process element
11071 13.6.1
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Process
Element Hierarchy
ID
ID
Process element
11075 13.6.1.1 Create enterprise measurement systems model
11076
13.6.1.2
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Process
Element Hierarchy
ID
ID
Process element
11077 13.6.1.3 Measure cost effectiveness
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Process
Element Hierarchy
ID
ID
Process element
11078 13.6.1.4 Measure staff efficiency
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Process
Element Hierarchy
ID
ID
11079 13.6.1.5 Measure cycle time
Process element
11072
13.6.2
11083
13.6.2.1
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Process
Element Hierarchy
ID
ID
Process element
11084 13.6.2.2 Develop benchmarking capabilities
11087
13.6.2.4
11179
13.7
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Definition
This is the root of the PCF hierarchy
Develop vision and strategy establishes a direction and vision for an
organization. It involves defining the business concept and long-term
vision, as well as developing the business strategy and managing
strategic initiatives. Processes in this category focus on creating a
vision, a mission, and strategic objectives, and culminate in creating
measures to ensure that the organization is moving in the desired
direction.
The Define the business concept and long-term vision process group
encompasses four processes related to developing an organizations
strategy and business design. First, the organization assesses the
external environment, which provides insight into the operating
framework. Next, the organization surveys the market, which
provides insight into business opportunities and customer desires.
Third, there is an internal analysis of the organizations
characteristics, which assesses how it matches market requirements
and opportunities; this process results in the ability to define internal
core capabilities. Finally, the organization defines a strategic vision
that states long-term goals. This process group forms an
organizations strategic direction.
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Definition
The Develop business strategy process group encompasses the
development of an organizations mission statement, strategy, and
business design. The first step is to develop a mission statement that
clarifies the reason for the organization. The next steps are to define
key steps in realizing the vision and to develop strategic options to
achieve objectives. Implications of strategic options should match
the organizations internal capabilities, which are then transformed
into a long-term business strategy. After the organizations strategy
is defined, functional and process strategies are developed to
coordinate with the overarching vision. Based on the requirements
set through these processes, an organizational design is created and
goals are defined. The formulation of business unit strategies is the
final process in this group.
Manage strategic initiatives focuses on actions, projects, or programs

that enable an organization to realize its strategy and achieve goals.
It includes analyzing the operating environment for the development
of strategic initiatives. Strategic initiatives are evaluated and the
most appropriate initiatives are selected for execution. It is critical to
follow the progress of execution so that the impact of the initiatives
is identified. Refer to 12.2 Manage portfolio, program, and project for
additional information on managing strategic initiatives.
Develop and manage products and services represents the process
groups "management of the product and service portfolio" and
"develop of products and services."
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Definition
This process group encompasses all processes associated with
product and service portfolio management, including the analysis of
the current portfolio compared to market opportunities and the
definition of requirements for new/evolved products and services
using that analysis. This group also includes activities related to the
alignment of new additions to the portfolio with corporate business
strategy as well as the management of the product or service
lifecycle. Preliminary research and development falls in this group,
under 2.1.3 Perform discovery research.
The Evaluate performance of existing products/services against
market opportunities process is used to identify gaps between
existing product/service capabilities or performance levels and the
current market demand, available technologies, and customer
requirements. This process culminates in the decision of whether or
not to proceed with investments in the development of new
deliverables. Input gathered from customers through exercises such
as focus groups assess marketplace need. In addition, input can be
gathered from internal or third-party service organizations to support
the product/service evaluation. Although the marketplace may look
for new technologies or techniques to enhance existing products and
services, customers may not be willing to pay more for them.
Accordingly, remember that perfection can be the enemy of good
enough. Find out exactly what customers are willing to pay for, and
ensure that efforts do not exceed the parameters of the development
business case. This is especially important for global products where
cost and availability issues may be more apparent.
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Definition
Having evaluated the market needs and specified the requirements
for new product or services, the Confirm alignment of product/service
concepts with business strategy process is a reality check prior to
significant investment by the organization. It ensures that the new
product/service concepts are in line with overall business strategy.
This process plans and develops the cost, quality, and risk targets for
the new products/services. This process can also be used in the
prioritization and timing of development activities if there are a
number of concepts vying for funding or other scarce resources. This
process is most useful when the business strategy is current. If the
strategy is outdated, this process may trigger a review of the
corporate business direction and drivers.
The Manage product and service life cycle process describes how new
products and services are conceived, introduced to the market,
supported, and retired. This process also encompasses how new
product performance in the marketplace is monitored and
continuously improved. Introduction of the new product/service may
be timed to coincide with key marketing opportunities. Products and
services should be retired when their marketplace or cost
effectiveness begins to decline below a predetermined threshold.
Once a product or service has reached marketplace maturity, its
performance indicators should be continuously refined.
Program Development & Management Perspective

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

Electrical + SoftwareInteroperability - Ability of products and services
to work together, exchange and use information in a multi-vendor,
multi-network and multi-service environment.
Safety environmental, Occupational Health and Safety, Community
health and safety
Authentication / Encryption of CE device data stream. Cryptographic
protocols,Hardware security (smart cards)
RoHS,WEEE,ELV,REACH
CE Industry standards etc. developed by CEA.
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Definition
Service Strategy / Packaging the service ('Productizing the service') define the scope of service / cost. 'Target market' for the service.
Making the service more tangible
Define SLA's and Service level KPI's
This process group relates to the design, development, and in-service
configuration control of products and services. It encompasses
traditional design, build, and evaluation processes; configuration and
change management; manufacturing and production process
planning; final product validation and verification; as well as data
management, control, and exchange inter and intraenterprise. This
process is where most of the product or service risk is identified,
controlled, and mitigated. Typically, this process group consumes
approximately 60 percent of all costs associated with bringing a new
product or service to market.
Usability and User Experience have a very high business impact

Warranty Plan & Pricing
Design appropriately for manufacture, prevent wrong assembly ?
[design the application, design the product hardware, plastic, mold,
casting, mechanical, electrical ]
application service view, product service + refurbishing
replacement of a core component + re-publishing
Review the design and approach for troubleshooting the product
Design BOM-Bill of material, Manufacture BOM & Service BOMA bill of
materials lists all the raw materials and components / parts used in
the manufacture of an end product.
Hardware and Software upgrade techniques
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Definition
The "market and sell products and services" category contains
process groups related to understanding markets, customers, and
capabilities; developing marketing strategies; executing marketing
plans; developing sales strategies; developing and managing
marketing plans; and managing sales partners and alliances.
This process group includes all processes required to research and
understand customers, the market, and the organizations related
opportunities. It also addresses developing and managing brands,
defining and managing a channel strategy and aggregating and
managing customer marketing. Pre-planning clinics are conducted,
demand information is collected, customer profiles are created, and
unconstrained and constrained forecasts are developed.
In the Perform customer and market intelligence analysis process, an
organization researches the market and collects/ reviews data about
its customers. This may be accomplished through surveys, secondary
research, customer feedback repositories, customer conversations,
polls, etc. Contacting and/or profiling existing customers is a key way
to determine which marketing strategies work and which do not.
During this process, the organization also looks internally at its
existing offerings and at the current business environment, gathering
data and charting trends. The information collected here will be used
in process 3.1.2 Evaluate and prioritize market opportunities. Before
starting this process, identify your target buyer, any obstacles in
reaching that buyer, and risks associated with entering that market.
Redefine this target buyer if research reveals new markets and
potential customers. Importantly, map out the customer buying cycle
during this process. Determining the customer buying cycle allows
marketing and sales to reach customers before budgets are locked
and at optimal times of the year.
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Definition
During the Evaluate and prioritize market opportunities process, an
organization takes the information and analysis gathered in process
3.1.1 Perform customer and market intelligence analysis and
determines which opportunities exist to connect with customers in
the marketplace. Organizations typically begin by identifying where
new touch points can be gained or where new customer bases may
exist. Then, those opportunities are prioritized according to the
resources, strategic direction, and availability of the organization.
Organizations also segment customers into meaningful categories
during this process and verify that the opportunities identified can be
pursued from every angle of the business.
In this process group, an organization defines its market strategy in

concrete terms. It takes the research accomplished in process
element develop marketing, distribution, and channel strategy and
develops specific offerings, pricing plans, and channel strategies
according to the value these efforts would provide to the
organization.
The Define offering and customer value proposition process includes
all processes necessary to develop and flesh out the details of a
customer or market offering. These offerings should address and
align with customer needs as determined in process group 3.1. This
process also includes the development and positioning of any new,
related branding for the target customer segments outlined in
activity 3.1.2.2 Determine target segments. Use customer case
studies and qualifications to support your proposition.
In the Define pricing strategy to align to value proposition process,
the organization determines the pricing that will be applied to
specific customer offerings and gets the proper approval for that
pricing plan For many organizations, pricing is not one size fits all. In
typical business-to-business service offerings, for example, the price
depends entirely on the scope of the project or service.
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Definition
A loyalty program is a key part of airline marketing, with elaborate
strategy and process for acquiring, retaining and engaging with
members
The Establish goals, objectives, and metrics for products by
channels/segments process relies on customer segments and
channels set in process groups 3.1 and 3.2. In this process, the
organization determines its priorities and the metrics that will reflect
how well those priorities are being achieved. To do this, the
organization looks at measures identified in processes 3.3.4 Establish
sales goals and measures and 3.3.5 Establish customer management
measures and applies these to specific customer segments, basing its
choices on current top goals and strategic initiatives.
In the Establish marketing budgets process, an organization ensures
that marketing plans align with business strategy and, based on
those links, determines how those plans should be budgeted. This
includes making cost assumptions, forecasting return on investment,
and attributing the costs to the appropriate areas of the business.
This process is often accomplished prior to process 3.1.1 Perform
customer and market intelligence analysis; the timing will differ from
organization to organization, depending on the budgeting schedule
and which departments handle that process.
During the Develop and manage pricing process, the organization
determines pricing plans for its offerings based on forecasted sales
and the characteristics of its customers. This process is ongoing
throughout the lifecycle of a product or service and depends on
market, customer, sales, and production costs. Activity 3.4.4.3
Evaluate pricing performance can be executed at any time to
reexamine pricing thresholds and schedules, and changes can be
made in activity 3.4.4.4 Refine pricing as needed.
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Definition
The Track customer management measures process focuses on the
analysis of customer data in order to refine strategy and marketing
plans. These measures are primarily quantitative, but qualitative
information can be used as well. Focus on the value of customers and
their responsiveness to marketing campaigns and promotions to
determine priorities and tactics for reaching customers more
effectively.
Within the Develop and manage packaging strategy process,
organizations determine how to physically package their products to
facilitate transportation, preservation, and brand communication.
Marketing, product development, and supply chain functions typically
work together in this process to develop packaging that functions
properly (for transport, storage, delivery, etc.), informs the customer
of how to use the product, attracts customer attention, and grows
brand awareness. This process includes the planning and testing of
packaging for a product as well as the actual execution and ongoing
improvement of the packaging. Execution activities will vary by
organization depending on which departments handle the actual
design, manufacturing, and application of the physical package.
Marketing may hand off these tasks completely or may remain
involved. In any case, marketing should evaluate the effectiveness
and value of the packaging on an ongoing basis.
Process group develop sales strategy includes the processes for

creating concrete sales plans including forecasts, budgets,
partnerships, goals, and measures.
In the Develop sales forecast process, an organization analyzes its
historic sales order trends to generate a new forecast for the products
and services currently in the portfolio. It also looks at patterns and
results related to past promotions and events in order to predict
outcomes of those planned for the future.
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Definition
The Develop sales partner/alliance relationships process deals with
the activities needed to identify, research, negotiate, and finalize
partnerships and alliances with other entities. These relationships
should further the organizations goals and align with market strategy
developed in process group 3.2 Develop marketing strategy.
The Establish overall sales budgets process includes all activities
related to setting up a financial plan for sales. During this process,
the organization calculates revenue, costs, and profit; compares
these to forecasted and historical data; and creates a budget based
on actual and reasonable assumptions and goals
During the Establish sales goals and measures process, the
organization analyzes historical sales data and the performance of
sales personnel. It compares forecasts to actuals and looks at the
assessment of the market as created within process group 3.1
Understand markets, customers, and capabilities. Based on this
information, the organization establishes its sales goals along with
measures that align with overall business strategy.
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Definition
During the Establish customer management measures process, the
organization analyzes historic and current customer data as well as
information related to how the organization has traditionally
managed those customers. By assessing customer behavior and
forecasting future customer attitudes and actions, the organization
determines which measures are appropriate to track customer
feedback; customer activity; organization responsiveness to customer
needs; and general data related to how the organization is managing
customer accounts, leads, and contacts. Some organizations include
customer satisfaction survey data in these measures, but the specific
measures depend on the nature of the business, the type and size of
customer base, strategic goals, as well as the model used to
structure sales and customer relationships. Performance according to
these measures is tracked and evaluated in process 3.4.6 Track
customer management measures; process 3.3.5 is concerned
primarily with identifying what the appropriate customer
management measures would be. If sales operations at an
organization are linked tightly with customer service, some of these
measures may also be applied in process group 5.3 Measure and
evaluate customer service operations, but this will depend on the
interconnectedness of sales and customer service within an
organization.
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Definition
Develop and manage sales plans includes the processes required to
manage sales on an ongoing basis. This process group covers the
activities an organization uses to sell products and services. These
processes are often highly linked to processes within categories
deliver products and services and "manage customer service, and
sales must align with these categories in order to set customer
expectations appropriately. Sales staff must deal with customers
based on products and services the organization actually provides,
using the same schedule that product/service development,
production, and customer service follow. This process group also
includes some processes related to managing sales personnel and
partnerships/alliances sales may form with other entities.
The Generate leads process involves identifying viable customers

based on strategy and market research conducted in process group
3.1 Understand markets, customers, and capabilities. This process
covers the discovery of leads, whether this process is accomplished
through an IT application, cold calling, reference/network
development, or other sales methodology. Every organization can
usually generate leads, but it takes extra work to identify quality
leads. Develop a well-defined scoring model to determine which
leads to prioritize.
The Manage customer sales process includes the basic activities
required to open and close a sale. It covers initial sales calls and all
the preparatory work required to make sure that customers get the
information they need and that you completely understand what they
want before the sale is made. It also encompasses the actual closing
of the sale, along with any administrative activities related to data
entry and the processing of the sale. Entering lessons learned,
updating customer or sales information, and transferring information
to billing or other departments as part of making and closing out the
sale also fall within this category.
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Definition
During the Manage customers and accounts process, the organization
develops and executes customer relationship management plans.
This includes the accumulation of customer data in the appropriate
tools (IT applications and systems) and the administrative
management of proactive and responsive customer contact and
facilitation methods (processes you have mapped for responding to
customer inquiries and making scheduled contact).
Once a sale has been achieved, the Manage sales orders process
begins. It involves the acceptance/validation of sales orders,
coordination with other departments required to fulfill the orders,
data entry, and follow-up activities such as inquiries and reports of
transactions.
The Manage sales partners and alliances process incorporates
activities required to manage working relationships with external
sales or channel entities. The process involves training new partners
in the organizations offerings and sales strategy, developing a
cooperative forecast based on the expected output of the partner and
their requirements of the organization, determining appropriate
compensation, measuring and evaluating the results, tracking data,
and analyzing progress. The organization should regularly review,
prioritize, and update these partnerships in process 3.3.2 Develop
sales partner/alliance relationships.
This category includes all processes that are involved in planning,

including managing the demand for products and services, creating a
materials plan, and scheduling production to meet actual demand.
Sales and operations planning activities are included in this process
group. Key sales and operations planning activities result in the
development of the sales and production plan. The processes in this
group may be performed regularly (i.e. at the beginning of each
period).
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Definition
Manage demand for products and services is the process that
defines the activities used to predict demand for products and
services, including forecast measurements (such as baseline and
consensus), collaboration with customers, and allocating available to
promise inventory or capable to promise capacity. Various types of
demand are considered in this process, including firm demand,
opportunity demand, and forecasted demand; these comprise the
overall demand plan. Note that demand management can take on a
different aspect through the use of promotions and pricing in cases
where demand must be constrained due to limited availability, or
where there is a goal to motivate purchases of certain products or
services. An important measure for this process is forecast accuracy
percentage.
The create materials plan process is used to source and obtain
materials needed to execute operations necessary to meet customer
demand. In products-related businesses, materials plans consider
hard goods, while in services oriented businesses, materials plans
consider management of service delivery resources. Critical to the
success of this process is the definition and maintenance of item
nomenclature for products based industries and skills taxonomies for
services based industries. Without common nomenclatures,
mismatches between suppliers and producers can occur. This process
begins with generating an unconstrained plan. Additional steps
include collaborating with suppliers or contractors, identifying critical
materials and supplier constraints, anticipating special events that
restrict supply flow, and generating a constrained plan. Demand may
be geographic, regional, and global, and the material plan must take
into account the most practical means to satisfy the demand using
identified resources
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Definition
The procure materials and services process group addresses the
collaborative sourcing that takes place based upon the Production
Order (refreshed monthly, weekly and even daily) to supply the
factory lines as needed. It includes the business activities of
procurement planning, purchasing, and sourcing beginning with
developing sourcing strategies for materials and services, the
selection of suppliers to provide the materials and services, the
development and maintenance of the corresponding contracts, and
the ordering of materials and services. Finally, the performance of the
procurement function is assessed. Procurement includes both direct
and general items, for example, production parts and products;
maintenance, repair, and operating (MRO) supplies; and services
(administrative and technical). Procurement may also include
subcontracted labor resources.
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Definition
Developing sourcing strategies, also known as supplier portfolio
strategies, comprises multiple activities including clarifying
purchasing requirements, matching needs to supplier capabilities,
analyzing a companys spend profile to identify high opportunity
categories, matching the most effective sourcing strategy by
category, seeking opportunities to improve efficiency and value, and
collaborating with suppliers to identify sourcing strategies. The
process may include the development of a timeline that incorporates
sourcing milestones for each category of sourced product or service.
Sourcing strategies are occasionally identified by category or
supplier, for example, reverse auction, request for information (RFI),
request for proposal (RFP), request for quote (RFQ), or consortium.
For services business that are human resource-centric, the sourcing
strategy will include sources of supply other than those that are
procured. For example, in-house, low-cost labor from other
geographies, low-cost labor from alternate employee categories (e.g.,
retirees that reenter the company with a modified employment type),
use of affiliates, or a joint venture. All of these elements are used to
create a procurement strategy and plan that guides purchasing
activities with a focus on reducing total cost of supply and creating a
balanced supplier portfolio.
The process to select suppliers and develop/maintain contracts is

responsible for selecting suppliers (typically through a request for
information [RFI], request for proposal [RFP], or request for quote
[RFQ] process) to create business value, reduce cost, and ensure
quality. The process comprises multiple activities including identifying
categories of purchase, matching suppliers by category, certifying
and validating suppliers, and negotiating and managing contracts
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Definition
Order materials and services is the process of planning, ordering,
and executing the physical delivery of materials and services from
suppliers to the points of need and use. This process comprises
multiple activities including processing/ reviewing requisitions,
approving requisitions, soliciting/tracking vendor quotes,
creating/distributing purchase orders, expediting orders to satisfy
special requests, and researching/resolving exceptions.
Appraising and developing suppliers is the process of developing and
managing programs and policies for interacting with suppliers and
measuring/improving their performance. This includes monitoring and
managing supplier information, preparing/analyzing spend and
vendor performance (including meeting quality standards) supporting
inventory and production processes, and the creation/implementation
of suppler training and certification programs
The process group produce/manufacture/deliver product comprises
three main high-level processes: scheduling production, producing
the product and delivering it to the appropriate site, and scheduling
and performing maintenance on the capital equipment used during
production. Manufacturing is the physical production of finished
goods.
This process includes two activities: generating a sitelevel plan and
generating an optional detailed schedule. The sitelevel plan should
include the rough forecast quantities of each product to be produced
by the site over a given time period (e.g., one month). The optional
detailed schedule comprises the exact quantities of each product to
be produced on a given day or week, as well as the machines the
products will be run on, setup times, etc.
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Definition
Through the production process, it is most efficient to execute the
detailed schedule that was created during the schedule production
step. This process will vary depending on the product produced, level
of automation, labor force skill, and manufacturing strategy. Some
common manufacturing practices include quick changeover
techniques, focused factory production systems, employee
empowerment, ISO 9000, TPS/lean/pull, kaizen events, errorproofing,
JIT/continuous flow, 5S, standardized work, and cellular
manufacturing.
Manage logistics and warehousing is the process that plans,
implements, and controls the forward and reverse flow and storage of
goods, services, and related information between the point of origin
and the point of consumption in order to meet customers
requirements. This includes defining a logistics strategy and
managing inbound transportation, warehousing, and outbound
transportation.
Defining logistics strategy refers to the process of translating
customer service requirements into capacity requirements and lead
time requirements; designing the logistics network required to meet
these requirements, including network components such as
warehouse and distribution center (DC) assets, transportation assets,
technology infrastructure, and inventory deployment; working with
procurement to identify, negotiate, and maintain outsourcing
agreements; defining delivery service policy elements such as lead
times, delivery performance levels, and shipping days; and defining
key performance measures such as logistics costs, inbound delivery
performance, space utilization, asset utilization, and outbound carrier
delivery performance. It also includes managing third-party resources
and global/international logistics strategies.
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Definition
This is the process of planning, transporting, and tracking the
delivery of all incoming materials; monitoring inbound transportation
carrier performance; and managing the flow of returned materials.
Warehousing is the process of receiving, inspecting, and storing
incoming materials; picking, packing, and shipping product for
outbound delivery; and tracking inventory deployment. Warehousing
supports inbound and outbound transportation services. It may
include raw materials, finished goods, products for consumer
fulfillment, and/or vendor-managed inventory (VMI). It also includes
the evaluation and implementation of private, contract, and public
warehousing options.
Operate outbound transportation is the process of preparing the
goods for delivery from a warehouse to a receiving location. It
typically comprises activities like the notification of goods to be
supplied from a warehouse to a customer, carrier selection, loading,
advanced shipping notification, proof of delivery from the receiving
location and freight bill auditing. Many of these services are provided
by transportation management systems.
Process group 5.1 Develop customer care/customer service strategy
involves understanding and segmenting customers, creating policies
to govern customer service, and setting service targets and priorities.
Some of these determinations may be informed by segmentation and
relationship building that occurred within process category 3.0 Market
and Sell Products and Services. This strategy governs the way the
organization provides service to customers proactively or in response
to customer requests/issues.
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Definition
The Define customer service policies and procedures process
encompasses all the steps required to develop a set of policies and
procedures for dealing with customer inquiries, requests, issues, and
outreach. These policies govern the actions of employees who
provide customer service, and the particulars depend on the kinds of
customer service offered by the organization and the importance of
customer service to the profitability of the business.
In the Establish service levels for customers process, the organization
determines the degree of service it will provide, sometimes differing
according to customer segment or type of issue. These targets may
be referenced on organizational or individual employee scorecards
and are typically communicated to employees during the onboarding
process. These levels may be linked to the policies constructed in
process 5.1.2 Define customer service policies and procedures.
This process group involves the development of plans and
management standards for the customer service work force and the
actual processing and management of customer service requests,
inquiries, and complaints. The way these processes are performed
depends heavily on the strategy, policies, and service levels
established in process group develop customer care/customer
service strategy.
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Definition
The Plan and manage customer service work force process
concentrates on managing customer service personnel specifically,
over and above the activities that reside within process category 6.0
Develop and Manage Human Capital. Customer service employee
planning requires the organization to forecast the volume of contact
the customer service function is likely to receive within the quarter
(and/or other time periods as necessitated by the business). Based on
that forecast and knowledge of typical customer contact cycle times
and desired service levels, the organization can determine how many
employees are required and how they should be scheduled. The
scheduling of the work force is based on many factors, including
historical service trends and anticipated high-volume time periods.
During this process, the work forces time and utilization is also
tracked to enable accurate forecasting in future years. In addition to
tracking utilization, the quality of customer interactions is also
monitored and measured in this process. The criteria for evaluating
customer interactions depends on the nature of the business and the
service levels established in process 5.1.3 Establish service levels for
customers.
The Manage customer service requests/inquiries process deals with

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

and customer profiling e.g. claims for lost baggage or refunds on
cancelled tickets
This process group encompasses the management of warranty
claims. It begins with the development and administration of
warranty claim transactions, progresses to the processing of the
claim, adjustments, approvals and other service events and ends with
the management of the warranty experience, which includes the
management of parts returns.
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Definition
This category includes all of the processes that are included in
servicing products produced elsewhere in the supply chain. These
processes include confirming the specific service requirements,
identifying and scheduling resources to meet the service delivery
requirements, providing the specific service to the customer, and
ensuring that the quality standards are met and the quality of the
service is acceptable to the customer.
This process requires creating a resource plan/schedule and an order
fulfillment schedule. The resources could include any of the following:
personnel, raw materials, equipment, time frames, and finances.
Customer service needs might require product development, shipping
options, inventory management, order tracking, returns
management, etc.
This process involves organizing the daily product service order
fulfillment schedule, dispatching resources, managing the order
fulfillment request, and validating the order fulfillment block
completion. This process does not address planning and management
of ongoing service and service agreements; it only addresses the
specific onetime product fix or replacement activities.
To ensure the quality of service, a company can identify completed
product service orders and solicit customer feedback on delivery
expectations as a part of the improvement process.
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Definition
Process group measure and evaluate customer service operations
focuses on measuring customers satisfaction with various aspects of
the service they receive. The factors that the organization combines
to rate customer satisfaction may be determined within process
create enterprise measurement systems model or in process
establish service levels for customers. What constitutes customer
satisfaction will vary from organization to organization, and the
methods used to collect customer feedback will also differ. Many
organizations ask their customers if they will continue to come to the
organization in the future; if they would recommend it to a friend; or
if they will rank how well the organization responds to requests, how
quickly the organization responds, or how well the organization
seems to understand customer needs.
In the Measure customer satisfaction with customer

requests/inquiries handling process, the organization gathers
information from customers about their experience dealing with
customer service, whether through an inquiry, a sales transaction, or
other interaction with customer service representatives. (Note that
the measurement of complaint handling occurs in process 5.3.2, and
customer satisfaction with the products and services themselves is
measured in process 5.3.3.) This information may be collected in
person, through surveys, by interviewing customers, in online forms,
by retrieving it from other areas of the business, or through other
methods. This process includes both the solicitation and analysis of
feedback along with reporting any feedback and conclusions to
management. Feedback may be analyzed quantitatively or
qualitatively, depending on the nature of the customer responses and
the needs of the organization. Likewise, the reporting methods should
match the standards of the organization, whether through
spreadsheets, meetings, or online tools. The extent, duration, and
frequency of the evaluation will also depend on the organization and
its business.
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Definition
In the Measure customer satisfaction with customer complaint
handling and resolution process, the organization gathers information
from customers about how their complaints were handed by
customer service representatives. (Note that the measurement of
noncompliant inquiries occurs in process 5.3.1, and customer
satisfaction with the products and services themselves is measured in
process 5.3.3.) This information may be collected in person, through
surveys, by interviewing customers, in online forms, by retrieving it
from other areas of the business, during the complaint resolution
process (5.2.3), or through other methods. This process includes both
the solicitation and analysis of feedback along with the reporting of
feedback and conclusions to management. Activity 5.3.2.2 Analyze
customer complaint data and identify improvement opportunities
includes the analysis of the data and any work completed internally
to make improvements. The analysis of the complaint often results in
actions within other process categoriesfor example, improving the
customer experience with billing (category 8.0) or by altering the
nature of the products/services themselves (2.0 or 4.0). Feedback
may be analyzed quantitatively or qualitatively, depending on the
nature of the customer responses and the needs of the organization.
The customer satisfaction data for complaints is typically gathered at
the time of the complaint on all complaints but still may be
aggregated with data gathered in process 5.3.1 Measure customer
satisfaction with customer requests/inquiries handling.
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Definition
In the Measure customer satisfaction with products and services
process, the organization gathers information from customers about
their experience with the products and services themselves. (Note
that the measurement of customer inquiry handling occurs in process
5.3.1, and the measurement of complaint handling occurs in process
5.3.2.) Organizations may chose to track these activities here (in
process 5.3.3) or through activities 4.4.4.3 Solicit customer feedback
on services delivered and 4.4.4.4 Process customer feedback on
services. This decision usually depends on the strategic use of an
organizations customer service Wherever this information is tracked,
it may be collected in person, through surveys, by interviewing
customers, in online forms, by retrieving it from other areas of the
business, or through other methods. This process includes both the
solicitation and analysis of feedback along with the reporting of
feedback and conclusions to management and other areas of the
business as necessary. Feedback received here can inform activities
2.1.2.1 Identify potential improvements to existing products and
services, 2.1.2.2 Identify potential new products and services, and
3.1.1.1 Conduct customer and market research. Customer
satisfaction data may be analyzed quantitatively or qualitatively,
depending on the nature of the customer responses and the needs of
the organization. Likewise, the reporting methods should match the
standards of the organization, whether through spreadsheets,
meetings, or online tools. The extent, duration, and frequency of the
evaluation will also depend on the organization and its business. The
communication of this information throughout the business may be
essential to the growth of the business and its overall understanding
of customer needs.
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Definition
"Develop and manage human capital" is the top-most category
responsible for delivering processes traditionally defined as "human
resources." Process groups include those related to developing and
maintaining workforce strategy, recruiting employees, developing
and counseling employees, managing employee relations, rewarding
and retaining employees, redeploying and retiring employees,
managing employee information, and managing employee
communications.
The process group "develop and manage human resources (HR)
planning, policies, and strategies" includes developing and
implementing HR plans, strategies, and policies as well as monitoring
and updating HR plans at regular intervals.
Specific tasks will vary based on business need (ex. penetrating new
market, increasing use of flexible staffing[part-time, contingent,
contractor]) or business risk being addressed (aging workforce,
attrition/turn over of key employees ) towards a single objective of
getting the right number of people, with the right skills, in the right
place and at the right time. Has a continuum of Basic (reactive;
decision tree) to Innovative (predictive; simulations). Can support
demand planning at the aggregate level. Develop models with
defined thresholds and interventions/actions (e.g. hiring,
transitioning, training, contracting) consistent with the workforce
management [do we say planning rather than management?]
strategy to address resource excesses or shortages (Key inputs from
6.1.2.1 Gather skill requirements according to corporate strategy and
market environment) Can support resource optimization: matches
demand to supply at the individual level and triggers actions, such as
posting hiring requirements and opening purchase orders for
contracting services. (Key inputs from 6.1.2.2 Plan employee
resourcing requirements per unit/organization)
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Definition
Monitor and update HR plans is the process of measuring the
outcomes of HR activities and the contributions of HR to business
strategy. It involves communicating/updating HR plans to
stakeholders, determining the value added from the HR function, and
reviewing and revising HR plans.
The process group "recruit, source, and select employees" includes
creating and developing employee requisitions, recruiting and
sourcing candidates, screening and selecting candidates, managing
pre-placement verification, managing new hires/rehires, and tracking
candidates.
The Create and develop employee requisitions process includes
aligning the work force plan to business unit strategies/ resource
needs, developing and opening job requisitions, preparing job
descriptions, posting job requisitions, managing internal/external job
posting Web sites, changing/updating requisitions, notifying hiring
managers, and managing requisition dates.
The Recruit/source candidates process involves selecting recruiting
methods, performing recruiting activities, holding/ participating in
recruiting events, and managing recruitment vendors.
The Manage new hire/rehire process includes drawing up and making
a job offer, negotiating an offer, and hiring a candidate.
The Track candidates process involves creating an applicant record;
managing/tracking applicant data; and archiving and retaining
records of non-hires.
The "develop and counsel employees" process group consists of
managing employee orientation and deployment, managing
employee performance, managing employee relations, and managing
and implementing employee development plans.
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Definition
The Manage employee orientation and deployment process involves
creating/maintaining employee onboarding programs, introducing
new hires to their managers and to the work place, and evaluating
the effectiveness of employee onboarding programs.
The Manage employee performance process consists of defining
performance objectives; reviewing, appraising, and managing
employee performance; and evaluating and reviewing the
performance management program.
The Manage employee development process includes creating short
and long-term career goals, reviewing organizational career ladders,
and identifying training and development opportunities.
The Develop and train employees process includes aligning employee
and organization development needs; developing competencies;
conducting training needs analyses; and developing, conducting, and
managing employee and/or management training programs.
Managing employee relations includes the activities around
managing labor relations, collective bargaining, management of
employee grievances, and maintenance of labor/management
partnerships.
Covers all dealings between employer and employees about
conditions covered by unionized employment situations. Includes
maintenance/administration of formal agreements [specifically
collective bargaining agreements if applicable to organization.] and
ensuring compliance with these agreements.
Manage the negotiations between representatives of the employer
and the collective bargaining unit[union] for reaching collective
agreements that regulate working conditions. Agreements typically
include determining compensation scales, benefits, working hours,
overtime, health & safety, training, and grievance mechanisms.
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Definition
Manage partnerships between labor and management that are
outside of formal agreements. Typically intended to address specific
goal or issue where management decisions will have broad
implications on workforce/workplace climate. Intended 1)to facilitate
understanding of goal/issue 2) solicit input/collaborative problem
solving 3) provide opportunity for multiple levels of the organization
to influence decisions.
The "reward and retain employees" process group consists of
developing and managing reward, recognition, and motivation
programs; managing employee assistance and retention; managing
and administering benefits; and administering payroll.
The manage and administer benefits process includes delivering the
employee benefits program, administering benefits enrollment,
processing claims, and performing benefits reconciliation.
The payroll administration process includes maintaining and
administering the employee earnings and deduction information that
is used to prepare payroll. These activities may or may not be part of
the HR or payroll function. The activities of processing and
distributing payments are not included in 6.4.4 Administer payroll
and instead are covered under process group 8.5 Process payroll,
specifically in process 8.5.2 Manage pay.
The "redeploy and retire employees" process group includes
managing promotions and demotions; managing separations,
retirements, and leaves of absence; developing and implementing
employee outplacement services; managing deployment of
personnel; relocating employees and managing assignments;
managing employment reduction and retirement; managing
expatriates; and managing employee relocations.
The manage promotion and demotion process includes the
administration and execution of employee promotion and demotion.
It also includes the processing of employee records and payroll and
benefits transactions.
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Definition
The manage separation process includes the administration and
execution of employee separations. It includes the creation and
generation of final payments, turnover reports, and vendor
notification. This process also includes communications with former
employees regarding benefits options
The Manage retirement process includes management of the
organizations retirement systems, tools, and processes. It does not
include execution of the Manage retirement process itself.
The Manage leaves of absence process includes managing and
administering the leave of absence policy for employees who are
taking leaves in excess of their annual allowance.
The Develop and implement employee outplacement process
involves creating and providing career transition information and
advice to employees whose roles have been eliminated.
The Manage deployment of personnel process includes managing the
movement of employees to different roles within an organization.
The Manage expatriates process includes activities associated with
both the expatriation and repatriation of employees within the
organization.
The manage reporting process consists of providing key HR data and
reporting capabilities for varying levels of management.
The manage employee inquiry process involves receiving, responding
to, and recording information on employee inquiries.
The manage and maintain employee data process includes making
revisions to personal data such as changing beneficiary designations
or employee status.
The manage human resource information systems process involves
managing the day-to-day running of human resource information
systems
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Definition
The develop and manage employee metrics process consists of
collecting and managing work force data that is used to report on
human capital program outcomes, workforce trends, demographics,
and performance.
The develop and manage time and attendance process includes
collecting, editing, approving, and entering data related to hours
worked and paid time off. This process does not include the actual
processing of time and attendance data.
Employee communication management includes activities around
developing and maintaining the communications plan and actually
delivering specific employee communications from the enterprise.
The "manage information technology" category contains process
groups relevant to the business of information technology within an
organization. The process groups include "manage the business of
information technology," "develop and manage IT customer
relationships," "develop and implement security, privacy, and data
protection controls," "manage enterprise information," "develop and
maintain information technology solutions,, "deploy information
technology solutions," and "deliver and support information
technology solutions."
Managing the business of information technology involves defining
and maintaining the relevance of IT to the enterprise and its mission,
communicating the strategy and role of IT within the enterprise,
establishing the enterprise architecture and guiding principles,
defining the IT management system and governance model, and
managing the strategic activities that help ensure attainment of IT
value.
Developing the enterprise IT strategy consists of the activities
required to define and maintain a business-focused enterprise IT
strategy. This includes building strategic intelligence for the
enterprise, collaborating with stakeholders to identify the long-term
IT needs of the enterprise, and the development and maintenance of
the business-focused strategy.
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Definition
The purpose of defining the enterprise architecture is to assess the
interrelationships of the business process architecture, the
information architecture, the components and services architectures,
and the infrastructure architectures to ensure their continued
relevance. Execution of this process requires establishing the
enterprise architecture definition, confirming the enterprise
architecture maintenance, acting as a clearinghouse for IT research
and innovation, and governing the enterprise architecture.
Management of the IT portfolio results in the establishment of criteria
for economic and strategic value and the provisioning of resources in
accordance with strategic priorities and efforts to achieve a balanced
portfolio. The activities included within the IT portfolio management
process are maximizing the value of the IT portfolio for the
enterprise, provisioning resources in accordance with strategic
priorities, and achieving a balanced portfolio.
This consists of exploring new technologies in pursuit of IT services
and solutions innovations, formulating a development project to build
and deploy selected technologies, and transitioning those
technologies to the development pipeline.
Evaluating and communicating IT business value and performance
consists of establishing key performance measures, monitoring
trends and key performance indicators, linking business technology
investments to business outcomes, and communicating business
technology value contributions.
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Definition
Developing and managing IT customer relationships involves
managing communications and interactions between the customers
of IT and the providers of IT services and solutions; gathering
business requirements; helping customers develop justifications for
requested IT services and solutions; providing the initial interface to
IT architects responsible for designing the IT services and solutions;
and monitoring the customers satisfaction with the development,
deployment, and ongoing support of the IT services and solutions.
Developing an IT services and solutions strategy involves assessing
the needs of the business and user, translating those needs into
services and solutions requirements, formulating and evaluating IT
services and solutions strategic initiatives, and selecting IT services
and solutions strategic initiatives to apply. The formulation of IT
services and solutions strategic initiatives includes the tasks required
to generate new ideas, identify enhancements or extensions to
existing IT services and solutions, and identify outdated services and
solutions for sunset or retirement. Developing and maintaining a
long-term, business-focused IT strategy encompasses tasks to
develop, communicate, govern, and track strategy deployment. This
includes defining and communicating the strategic intent regarding
the organizational use of IT; establishing and maintaining an IT
governance structure; articulating strategic assumptions for IT
strategy development; and developing and tracking the resulting IT
plan, which optimizes the use of technologies, resources, and
alliances to improve business agility.
Developing and managing IT service levels requires creating and

maintaining the IT services and solutions catalog, establishing and
maintaining business and IT service level agreements, evaluating and
reporting service level attainment results, and communicating
business and IT service level improvement opportunities.
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Definition
Performing DSM for IT services consists of understanding IT services
and solutions consumption and usage, developing and implementing
incentive programs that improve consumption efficiency, and
developing the volume/unit forecast for IT services and solutions.
Development of IT services and solutions requires modeling the effect
of incentive programs on the baseline forecast and generating a DSM
influenced volume/unit forecast
Management of IT customer satisfaction includes capturing and
analyzing customer satisfaction and assessing and communicating
customer satisfaction patterns. Capturing and analyzing customer
satisfaction consists of tasks required to manage and monitor IT
customer complaints and feedback, conduct qualitative and
quantitative assessments, and identify customer satisfaction issues
and opportunities for improvement. Assessing and communicating
customer satisfaction patterns consists of tasks required to evaluate
satisfaction with IT services and solutions, evaluate satisfaction with
complaint resolution, and determine IT customer loyalty/lifetime
value.
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Definition
Marketing IT services and solutions includes developing the IT
services and solutions marketing strategy, developing and managing
the IT customer strategy, managing IT services and solutions
advertising and promotional campaigns, and processing and tracking
IT services and solutions orders. Developing the services and
solutions marketing strategy requires the IT organization to
understand IT services and solutions requirements, predict user
consumption behavior, and identify common usage/consumption
profiles and target IT customers. Developing and managing the IT
customer strategy includes tasks to establish and maintain IT
customer management goals and strategies, develop a sales forecast
and budget, and evaluate IT customer management results.
Managing IT services and solutions advertising and promotional
campaigns is defined as developing and managing IT services and
solutions advertising, promotions, marketing communications, and
sales opportunities. Processing and tracking IT services and solutions
orders consists of collecting and maintaining IT customer account
information, processing orders, and establishing delivery of the IT
services and solutions.
Developing and implementing security, privacy, and data protection

controls includes the establishment of information security, privacy,
and data protection strategies and levels as well as the testing,
evaluation, and implementation of information security, privacy, and
data protection controls.
Managing enterprise information is defined as understanding what
information is important to the enterprise; determining how, when
and from where that information is collected; defining how that
information is structured and organized; and establishing the policies
and controls needed to guide the collection and use of that
information.
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Definition
Developing information and content management strategies within
the IT organization includes understanding information needs and the
role of IT services in executing the business strategy, assessing the
information and IT knowledge management implications of new
technologies, and planning information and IT knowledge
management actions and priorities.
Defining the enterprise information architecture includes defining
information elements, composite structure, logical relationships,
constraints, and derivation rules; defining information access
requirements; and establishing data custodianship.
Managing information resources includes defining the enterprise
information/data policies and standards as well as developing and
implementing data and content administration.
Performing enterprise data and content management requires the IT
organization to ensure that the collection, storage, and use of
information and data are in accordance with the established
information/data policies. Tasks include monitoring, controlling, and
managing exceptions per policies and standards.
Developing and managing information technology solutions involves
producing, developing, and testing new, enhanced, and improved
solutions; enabling services that meet all confirmed requirements;
maintaining and managing solutions; supporting services to continue
meeting all confirmed requirements; and "sun setting"
solutions/discontinuing services no longer needed.
Developing the IT development strategy includes defining a
consistent approach to IT development; ensuring the repeatability of
development and maintenance activities; and allowing these
activities and their outcomes to be measured, thereby enabling
continuous improvement.
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Definition
Performing IT services and solutions life cycle planning includes tasks
to maintain the long-term viability of a family of services and
solutions from cradle to grave. This includes ensuring that new
solutions are created and new services enabled when needed and
that existing services and solutions are properly repaired/enhanced or
sunset/discontinued in an orderly fashion when no longer needed.
Developing and maintaining IT services and solutions architecture
includes creating the technical definition of the reference architecture
for a family of IT services and solutions while ensuring compliance
with the overall enterprise architecture. Tasks include assessing the
need for new solutions and services, enabling new solutions and
services, and maintaining existing solutions and services in a
prescribed fashion consistent across the whole enterprise.
Creating IT services and solutions is defined as the installation of
service and/or solution design while ensuring that all functional and
nonfunctional requirements are met and that solutions comply with
organizational standards. Tasks include understanding service or
solution requirements, designing the service or solution, building or
integrating components, testing the solution or service, and gaining
customer acceptance and certification.
Maintaining IT services and solutions includes the tasks required to
upkeep, repair, and develop minor (as defined by enterprise policy)
enhancements to existing solutions or services and ensure that
existing services or solutions continue to meet requirements. Tasks
include understanding requirements or defect analysis, modifying the
design of the service or solution, integrating newly required
components, testing the change to a solution or service, and gaining
customer acceptance and certification.
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Definition
Deploying information technology solutions involves introducing
new, enhanced, or improved functionality into the environment with
minimal or no disruption to the services schedules; ensuring
consideration of appropriate security and contractual constraints; and
properly balancing business benefit with technical and business risk.
Developing the IT deployment strategy includes creating a consistent
approach to the introduction of changes and releases into the IT
environment, examining feedback from completed changes to ensure
a successful deployment, and developing policies specific to
change and release. Tasks include defining what constitutes a
change and release, determining who can request changes and
releases, establishing procedures to assign priority and approval
levels, developing an exception process, defining deployment
procedures, establishing and documenting a workflow for change
approvals, analyzing completed changes and releases, and
evaluating change trends and success rates.
Planning and implementing changes includes all tasks necessary to
administer and plan individual change requests (including accepting
or rejecting the request), assessing the business and technical risks
of changes, determining which individual changes can be performed
simultaneously without increasing overall risk factors, and creating a
master change schedule. Other tasks include requesting services,
such as procurement and security, from other components to ensure
component availability and obtainment of necessary security
authorities.
Planning and managing releases involves establishing priority for
changes and executing all necessary planning activities to prepare for
the actual release implementation. Tasks include understanding
release design, coordinating release acceptance, planning rollout,
and coordinating training.
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Definition
Delivering and supporting information technology services involves
delivering IT services and solutions within the budget provided;
meeting service commitments as measured by customer defined
service criteria; and achieving customer satisfaction targets.
Developing the IT services and solutions strategy consists of defining
the organizational approach for IT service and delivery. Tasks include
developing a strategy for delivering IT infrastructure services and
determining sourcing strategies.
Developing the IT support strategy requires defining the
organizational approach to delivering key enabling services and
assisting in the use of information technology. This strategy would
address help desk activities, desk-side support, and third level
technical support. Tasks include coordination of vendor support and
evaluation of sourcing alternatives.
Managing IT infrastructure resources involves managing and
maintaining the physical computing assets, including hardware and
software, of the organization. Tasks include identifying configuration
items to be maintained, establishing the information management
system, collecting the configuration item information, populating the
database, and ensuring that information is available to other
components. Other tasks include preventive maintenance, facilities
management, configuration management, and inventory (asset)
management.
Managing IT infrastructure operations consists of activities required to
manage the organizational workload and operation of physical assets,
irrespective of their physical location. This includes providing and
executing the requested services, preparing and handling customer
input and data, managing security requests, and releasing resources
employed in the delivery of the requested service and subsequently
returning them to the resource pool.
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Definition
Management of financial resources is a key back-office category for
organizations. This category includes process groups related to
planning and management accounting, revenue accounting, general
accounting and reporting, fixed-asset project accounting, payroll,
accounts payable and expense reimbursements, treasury operations,
internal controls, tax management, international funds/consolidation,
and global trade services.
The "perform planning and management accounting" process group
encompasses financial planning processes, including preparing
quarterly and annual projections of revenue, expenses, operating
profit, net income, and capital investments. The processes in this
group support decision making through an analysis of the
organizations historical effectiveness and by recommending the
most effective ways to allocate scarce resources to ensure that
economic value is created for shareholders.
This is the process of developing periodic plans, budgets, and
forecasts to enable the achievement of organizational performance
goals. This includes setting assumptions for revenue and cost levels
as well as cash flowsexpected in the pursuit of organizational
growth. It also includes proactive cost control and reporting on actual
versus targeted financial results. It may also include predicting
financial results for the next four to six quarters on a rolling forward
basis. Budgets and forecasts should reflect financial targets derived
from strategic plans. They also serve as a discussion platform at
regular business review meetings, in which managers can decide if,
how, and when to alter tactics to ensure that performance targets are
achieved.
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Definition
This is the process of developing and implementing methods and
models for the allocation of operating and overhead costs across
products and/or services. This is typically used to evaluate and
control product/service pricing, profitability, and trends. This includes
inventory accounting, cost of sales analysis, product costing, variance
analysis, and profitability reporting.
This is the process of developing and implementing methods and
approaches to analyze cost drivers, improve business processes,
benchmark, deploy/utilize assets and resources, and evaluate value
drivers. Within this process, the critical success factors and
performance indicators should be determined and linked with activity
based measures.
This is the process of developing and implementing a framework that
guides internal decision makers as they deploy resourcesfinancial,
human, technical, etc.in the pursuit of sustainable, profitable
growth. It ensures that decisions are aligned with stated
organizational goals by measuring performance against
predetermined targets and managing the corrective action process.
This process includes: assessing customer and product profitability,
evaluating new products, lifecycle costing, optimizing the customer
and product mix, tracking the performance of new customer and
product strategies, preparing activity based performance measures,
and managing continuous cost improvement.
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Definition
The "perform revenue accounting" process group includes the
recording/reporting of data related to the sale of goods and/or
services provided to customers. Revenue accounting, which is a
major component of preparing formal financial statements, reflects
the decisions an organization makes to recognize revenues in a given
reporting period. Costs (both direct and allocated) are then applied to
revenue to determine profit. The Perform revenue accounting process
includes revenue recognition decisions and often decisions about
reserves held back for bad debts and outstanding liabilities such as
warrantees. This process group is greatly affected by process 3.5.4
Manage sales orders, which is explained in the Related Processes
section of this document.
This is the process of evaluating customers creditworthiness.

Typically performed in conjunction with the generation of an order or
the creation of a new customer, this process encompasses all
operations associated with credit checking including the
establishment of credit policies, the analysis/approval of new account
applications, the review of existing accounts, and the generation of
credit/collection reports.
This is the process of developing and delivering customer invoices. It
includes creating methods and procedures for communicating and
delivering invoices and statements for services and products. The
process encompasses the maintenance of customer/product master
files, the generation and transmittal of customer billing data to the
customer, the posting of receivable entries, and the resolution of
customer billing inquiries. It does not include receiving payments;
payment receipt is located in process 8.2.3 Process accounts
receivable.
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Definition
This encompasses the processing of payments due from customers,
including the processing of any funds received, whether by check or
electronically. This process involves the establishment of accounts
receivable policies, the receipt and deposit of customer payments,
the application of cash remittances, the preparation of accounts
receivable reports, and the posting of accounts receivable activities
to the general ledger. It does not include the generation of invoices;
invoice generation is located in process 8.2.2 Invoice customer.
This is the process of coordinating and following through on collecting
payments due. This process includes generating letters and phone
calls on delinquent accounts, deciding when to collect, and selecting
the collection vehicle (e.g., an external agency or an in-house
department). It also encompasses the establishment of policies for
delinquent accounts, the analysis of delinquent accounts,
correspondence/negotiation with delinquent accounts, internal
discussions around account resolution, the processing of adjustments,
and the writing off of uncollectable balances.
This is the process of receiving, rectifying, and monitoring customer
adjustments and deductions resulting from warranties, claims,
returns, and recalls of products and/or services. This process includes
the establishment of policies/procedures for adjustments, the
analysis of adjustments, correspondence and negotiation with
customers, internal discussions around account resolution, the
preparation of chargeback invoices, and the processing of related
entries
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Definition
The "perform general accounting and reporting" process group
contains processes related to managing an organizations ongoing
financial records, including the maintenance of the chart of accounts,
the processing of journal entries, and the adjustment of the
organizations general ledger accounts. This group also encompasses
all operational activities performed to close the books on a monthly,
quarterly, and yearly basis as well as the recording, tracking, and
depreciation of fixed assets.
This is the process of controlling and updating the policies and
procedures related to financial management and control, including
maintenance of the financial procedures manual and the
establishment of service level agreements with internal
customers/suppliers and external financial service providers.
This is the process of managing the general ledgerincluding the
maintenance of the chart of accounts and the processing of journal
entries, allocations, period-end adjustments (e.g., accruals, currency
conversions), and intercompany transactions. It also encompasses
the reconciliation of general ledger accounts and intercompany
transactions, the preparation of the trial balance, and the preparation
and posting of management adjustments.
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Definition
This is the process of accounting for fixed asset transactions,
including additions, retires, transfers, adjustments, and depreciation
expenses. This process includes establishing fixed asset policies and
procedures, recording entries to the fixed asset register, tracking
fixed assets through physical inventories, and calculating and
recording depreciation and expenses related to fixed asset
maintenance and repair. This process often supports tax, statutory,
and regulatory reporting by providing data on fixed assets to the
appropriate departments. Fixed asset projects that were proposed,
pursued, and capitalized under process group 8.4 Manage fixed asset
project accounting are thereafter maintained within process 8.3.3,
under the auspices of general accounting and reportingunless a
project is initiated to dispose of the asset, in which case the project is
again covered in process group 8.4.
This is the process of gathering and consolidating periodic financial
performance data and presenting snapshots of financial results for
corporate-level, business unit-level, or department-level decision
makers. These snapshots take the form of highly structured financial
statements and may show comparisons with previous periods,
various profitability or growth ratios, cost consumption rates, or even
FTE deployment data.
The "manage fixed-asset project accounting" process group
encompasses the financial planning and supervising of projects
involving fixed assets (capital projects), including additions, retires,
transfers, adjustments and depreciation expenses. This group
typically relates to the acquisition or disposal of fixed assets.
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Definition
This is the process of developing capital investment policies and
procedures and implementing them to create and approve the capital
expenditure plan and budget. This includes performing justification
for project approvals as well as reviewing and approving capital
projects and fixed asset acquisitions. This process covers the
construction of a business case for a capital project
This is the process of managing and accounting for ongoing activities
related to capital projectsincluding setting up new projects,
recording project transactions, monitoring and tracking spending,
closing and capitalizing projects, and measuring financial returns on
completed projects. Once a project is closed and the asset is
capitalized, the accounting for that asset is no longer part of this
8.4.2 Perform capital project accounting process and instead will be
performed under the process 8.3.3 Perform fixed asset accounting.
Once the project is capitalized, it is a fixed asset.
The "process payroll" process group consists of reporting time,
managing pay, and processing taxes. Payroll administration tasks as
defined elsewhere in the PCF are not considered in scope for "process
payroll."
Capturing employee time information and recording data in the time
reporting system for use by payroll, benefits, billing (depending on
business model), etc. Preparing the data for payroll and benefits
usage by analyzing and reporting paid and unpaid leave, monitoring
regular, overtime and other hours, and analyzing and reporting
employee utilization. This includes establishing policies and
procedures for reporting time, management activities and system
maintenance to effectively capture and report on employee time.
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Definition
This is the process of calculating employee payroll for each pay
period, including bonus runs throughout the year, and transmitting
payments to employee accounts or directly to employees. It includes
maintaining and administering employee earnings and deductions,
monitoring changes in tax status in order to prepare the payroll each
period, responding to all payroll-related inquiries, and processing
adjustments and/or manual corrections as appropriate. This process
also encompasses management activities and payroll
system/interface maintenance to ensure accurate payments.
This process ensures regulatory and statutory compliance for payroll
tax obligations on behalf of the organization. This includes filing
regulatory payroll tax forms in a timely manner and calculating and
paying applicable payroll taxes. The production and distribution of
employee tax statements on an annual basis (e.g., W2s in the U.S. or
local equivalent) is also covered in this process.
The "process accounts payable and expense reimbursement" process
consists of processing payments for operating expenses and other
supplier charges, which includes verifying of accounts payable with
vendor records, maintaining and managing electronic commerce,
auditing invoices and approving payments, processing financial
accruals and reversals, processing payments and taxes, researching
and resolving exceptions, and adjusting accounting records. It also
develops policies and procedures around processing of accounts
payable and all related operations. Technology is typically key to
achieving top performance in this process.
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Definition
This process consists of processing payments for operating expenses
and other supplier charges, which includes verifying of accounts
payable with vendor records, maintaining and managing electronic
commerce, auditing invoices and approving payments, processing
financial accruals and reversals, processing payments and taxes,
researching and resolving exceptions, and adjusting accounting
records. It also encompasses the development of policies and
procedures around the processing of accounts payable and all related
operations. Technology is typically key to achieving top performance
in this process.
This process includes the approval and processing of advancements
and reimbursements for employee expenses on the organizations
behalf as well as capturing and reporting relevant tax data and
managing personal accounts. This process often dovetails with the
processing of accounts payable and includes the development and
use of policies and procedures.
The "manage treasury operations" process group includes the
management of treasury policies and procedures, cash, bank
accounts, debts, investments, and financial risks.
This process involves establishing the scope and governance of
treasury operations; creating and publishing treasury policies;
developing, monitoring, auditing, and revising treasury procedures;
developing and confirming internal treasury controls; and defining
system security requirements.
This process includes managing and reconciling cash positions;
managing cash equivalents; processing and overseeing electronic
fund transfers; developing cash flow forecasts; managing cash flows;
producing cash management accounting transactions and reports;
managing and overseeing banking relationships; and analyzing,
negotiating, resolving, and confirming bank fees.
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Definition
The activities used to manage in-house bank accounts include
managing in-house bank accounts for subsidiaries; managing and
facilitating intercompany borrowing transactions; managing
centralized outgoing payments on behalf of subsidiaries; managing
central incoming payments on behalf of subsidiaries; managing
internal payments and netting transactions; calculating interest and
fees for in-house bank accounts; and providing account statements
for in-house bank accounts.
This process involves managing financial intermediary relationships;
managing liquidity and issuer exposure; processing and overseeing
debts and investments; making foreign currency transactions; and
producing debt and investment accounting transaction reports.
This process includes managing interest rate, foreign exchange, and
exposure risks; developing and executing hedging transactions;
evaluating and refining hedging positions; producing hedge
accounting transactions and reports; and monitoring credit.
The "manage internal controls" process group consists of operating
controls, monitoring compliance with internal controls policies and
procedures, and reporting on internal controls compliance. Internal
controls do NOT include external audit activities.
This process covers the establishment of boards of directors and
audit committees; the development and communication of a code of
ethics; the assignment of roles and responsibilities for internal
controls; the definition of business process objectives; the
identification of risks; and the evaluation of defining entity/unit risk
tolerance
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Definition
This process incorporates the planning, management, operation, and
monitoring of internal control mechanisms, policies, and procedures.
It includes designing and implementing control activities; monitoring
control effectiveness; remediating control deficiencies; creating
compliance functions; operating compliance functions; and
implementing and maintaining technologies and tools to enable the
controls-related activities.
This process includes reporting to external auditors, regulators,
shareholders, debt holders, securities exchanges, business partners,
internal management, and any other bona fide third parties.
The "manage taxes" process group includes the processes associated
with estimating an organizations periodic tax liabilities and ensuring
that appropriate taxing authorities receive tax return filings and
payments when due.
This process includes setting targets for periodic tax liabilities and
assessing the tax impact of various activities, such as the acquisition
or disposal of fixed assets or a deliberate change in employee
population.
This is the process of accounting for taxes collected or paid.
The "manage international funds/consolidation" process is the
process of managing cash collections and disbursements made by
operating units across the enterprise and, when appropriate,
transferring cash from those units to parent level bank accounts
managed by the organizations treasury team.
This is the process of forecasting and monitoring changes in foreign
currency value or interest rates around the world.
This is the process of converting cash from one currency to another in
the course of conducting cross-border trade or investment.
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Definition
This process involves assessing an organizations exposures to
potential financial losses that could occur as a result of changes in
the relative value of currencies globally. Hedging currency exposures
refers to the process of forecasting the impacts of movements in
foreign currency values and entering into financial transactions
designed to offset or limit an organizations potential exposure to
loss.
This process involves making accounting entries to formally report
financial gains or losses experienced as a result of foreign exchange
activity.
Global trade services represents the collection of processes related to
cross-border collaboration and compliance with international
regulations including import/export controls, product classification,
duty calculation, relationships with customs, trade communications
and documentation, restitution, and international letters of credit.
This category has been expanded in the E&U model to include both
the original non-productive assets (such as property, buildings and
facilities) plus utility networks and major plant assets.
Previously these processes might have been covered under 9.1. But
9.1 was a poor representation of utility plant and network design and
construction processes. The new 9.2 process group for E&U provides
a more comprehensive and accurate description of this core utility
function, leaving 9.1 to describe processes applicable to property and
buildings (as was its original intent).
The process "dispose of productive and nonproductive assets"
involves planning how to discontinue the use of an asset at the end
of its life cycle. This process group includes developing an exit
strategy, performing a sale or trade of assets, and performing asset
abandonment.
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Definition
The process group "manage enterprise risk, compliance, remediation,
and resiliency" is responsible for ensuring that an organization
effectively manages its risk. Process groups are aligned with
traditional risk management activities.
The "manage enterprise risk" process group addresses enterprise risk
management. Risk is the probability or threat of a negative
occurrence caused by potential events. Strategic, operational,
financial, and hazard risks categories are included in this group.
Manage enterprise risk includes establishing an enterprise risk
management framework and policies, overseeing enterprise risk
management activities across the organization, and coordinating
business unit/functional risk management processes. Based on the
enterprise-level risk management frameworks and policies, business
unit/functional risk management activities are executed and
managed. This process group also covers the management of
regulatory compliance to ensure the organization has the required
procedures in place and follows regulatory requirements.
The "manage compliance" process group is responsible for the

development of internal and external compliance activities.
Remediation efforts are those processes necessary to repair damage
to assets created by the occurrence of a risk, be it a new risk or a risk
under existing management.
Managing business resiliency and risk includes the processes required
to enable firms to rapidly adapt and respond to any internal or
external opportunity, demand, disruption, or threat; continue
operations without significant impact to the business; and develop a
more dynamic, strategic, and integrated approach to managing
compliance obligations.
External relationships are those relationships with stakeholders of the
entity, including investors, government and industry, the board of
directors, and the general public. This is not related to customer
management.
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Definition
Strong government and industry relationships are essential to the
longevity of any company. This process group is responsible for
managing government relations, trade and industry group
relationships, and lobbying activities.
The "manage relations with board of directors" process group
encompasses the processes required to select, appoint, govern, and
communicate with the organizations board of directors while
complying with the organizations bylaws. These processes include
"report results" and "report audit findings."
"Manage legal and ethical issues" includes a variety of processes that
address the legal and moral framework of the organization and policy
development and enforcement.
"Manage public relations" includes processes related to the flow of
information from an organization to the public. It includes the
processes "manage community relations, "manage media relations,"
"promote political stability," "create press releases," and "issue press
releases." Public relations processes influence the public view of an
organization and its products or services. These programs may
include but are not limited to: corporate social responsibility (CSR)
programs, corporate giving, volunteerism, and community
partnerships. These programs may use a variety of avenues including
media outlets, personalities, social resources, networks, or lobbying.
Business capabilities are those activities performed by an

organization that are fundamental to the successful operation of the
organization, even across functions in a business. Capabilities defined
in the PCF include business process management; portfolio, program,
and project management; quality management; change
management; benchmarking; environmental health and safety
management; and knowledge management.
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Definition
The "manage portfolio, program, and project" process group focuses
on identifying projects and initiatives; initiating, executing, and
closing projects; monitoring the overall project performance and
status; and making projects visible to organizational decisionmakers.
The "manage quality" process group creates a quality strategy, plans
and supports the staff that oversee quality work force, and conducts
quality assessments.
The purpose of the Establish Quality Requirements is to define a
specific plan for quality within the execution of work. This requires a
complete understanding (e.g., an inventory) of all stakeholder
requirements (e.g., product, service, or process) and an associated
set of critical-to-quality characteristics (CtQCs) that can be measured
for each of these requirementto prove the requirements are met.
These CtQCs are used to evaluate the current capabilities of the
organization to meet the requirements and identify any potential
gaps that may lead to a nonconformance prior to the execution of
work. A determination is made to mitigate the gap with preventive
activities or deemed an acceptable risk. As an output, the plan for
quality provides documentation about how Quality will be ensured
(e.g., preventive, control, assurance) and all actions that will be taken
if a nonconformance occurs.
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Definition
All stakeholder requirements that describe the characteristics of a
product, service, or process must be documented and gathered, in an
accessible format, in preparation for establishing quality
requirements. The actual establishment of these requirements is not
within the scope of the EQ Framework, but is a critical input used
throughout planning for Quality. Stakeholders, in this instance,
include any internal or external party (e.g., customers, government
agencies, industry standards, enterprise policies, business or
functional performance targets) that have expressed a requirement
(often described as critical-to-customer (CtC) characteristics). CtQCs
are measurable elements of the process, product, or service whose
performance standards or specifications must be met to satisfy the
established requirement. Each stakeholder requirement must have an
associated CtQCs, unless the requirement itself fully defines all
elements that must exist. The CtQCs must be documented and
aligned to the specific requirement being fulfilled.
Analysis is conducted to assess the current state of the processes to

achieve the CtQCs. This analysis must include, but is not limited to,
all required activities established in the organization's Risk
Management standards. All identified gaps are documented and a
determination is made as to whether the gap will be mitigated
through preventive Quality activities or deemed as acceptable risk.
The goal of any preventive quality activities is to create provisions to
prevent, control, or reduce the risk of not meeting the CtQCs. In
addition, any standard methodology that will be used to design or
conduct preventive Quality activities are defined and documented.
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Definition
The purpose of quality assurance and control design is to ensure all
processes can create products or services that meet the CtQCs, by
minimizing defects from occurring (or meeting the specified
tolerances for performance). For example, the implementation,
alignment, and adherence of work activities to the EQ Framework is
considered a quality assurance activity. In planning Quality assurance
and activities, the concepts of fit for purpose (does the product or
service meet the intended purpose) and right the first time
(elimination of mistakes, errors, or defects) must be considered.
A plan for quality defines how the CTQ characteristics will be
achieved, controlled, assured and managed throughout the entire
lifecycle of a product or service. The definition of this may be a
separate quality plan or can be the inclusion/alignment of the EQ
Framework in existing plans. At a minimum, all plans for quality must
include the following: requirements, CtQCs, a preventive quality
assessment, description of how the product or service is going to be
verified, criteria against which the verification is to be assessed, how
any nonconformance to those requirements will be managed, and the
records that will be kept to demonstrate conformity.
Evaluation compares the work outcomes with respect to quality

characteristics against the intended results as designed. It serves as
a check for: Initiating non-conformance management
Identifying long-term root cause analyses Providing test and
compliance data for future analyses Requirements may include both
in-process or output standards in addition to customer outcome
standards. In particular, key process indicators (KPIs) and critical to
quality (CTQ) characteristics must be used as the basis for any
evaluation and test methodology.
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Definition
The evaluation of performance is done through periodic or episodic
testing against the established standards for quality characteristics.
For periodic tests/audits, a schedule is created which is designed to
provide sufficient time to make any required adjustments to the
process or system to maintain the desired level of quality. Episodic
testing is conducted whenever a known non-conformance or fault
occurs which results in outputs or outcomes known to be
unsatisfactory to performance requirements
The purpose of recording results is to provide documented evidence
for (minimally): Audit requirements by external parties Nonconformance management Management reporting requirements
Trend analysis and quality improvement Results should be
maintained electronically, in corporate standard format(s), and
owned by a designated function or role. Access to results should be
provided on an as needed basis to appropriate stakeholders with
appropriate levels of editing rights.
Dispositioning of results is the action of deciding whether to take
additional action based upon the results of the test(s)/audit(s). For
conforming outputs and outcomes, the only additional actions may be
to record the results of the decision. For non-conforming output or
outcomes, the decisions will be determined by the non-conformance
management process.
The purpose of determining sample significance includes:
Determining whether or not the sample is representative of the larger
output or outcome Determining if the sample meets or does not
meet the requirements Identifying the conditions for acceptance,
rejection, remediation, and prevention For each key process indicator
(KPI), CtQCs, or other dimension assessed, significance is assigned
individually.
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Definition
Summarizing results of the test(s)/audit(s) provides insights and
indicators derived from the raw data. It serves as a basis for
informing post-assessment actions by providing information
separating significant from insignificant results. Summaries may be
shown in various forms, including charts, tables, statistical test
results, or written findings and conclusions.
(input into non-conformance or drive improvement)
This process includes the effort to analyze nonconformance events
and determine the need for corrective and/or preventative action(s).
The level of analysis may include root cause, risk exposure and other
evaluations that will be necessary to properly review and
approve/reject subsequent actions. Recommended actions may
include corrective, preventative or no action based upon the impact
and likelihood of reoccurrence. Approval will be based upon
cost/benefit, risk exposure and other pertinent factors. Determination
of not only what action(s) but also timing and assignment of
responsibility will occur. If correct/preventive actions are needed, this
will trigger the Preventive Action process.
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Definition
The "manage change" process group includes all processes involved
in implementing and facilitating major changes throughout an
organization or in a selected unit, department, division, etc. The
needed changes are typically identified in process groups "create and
manage organizational performance strategy," "benchmark
performance," or "manage strategic initiatives." "Manage change"
deals with the activities necessary to plan, develop, implement, and
monitor those changes. These are often project related processes for
activities that may have a set start and end date. However, activities
in the process "sustain improvement" may continue periodically well
into the future. In some organizations, monitoring and sustaining
improvement takes place within the other process categories specific
to the area of the business where the change occurred, and those
organizations track change-related processes in those appropriate
categories.
The Plan for change process involves all processes, from selecting the
methodology for implementation to identifying stakeholders,
resources, and preliminary measures. It also includes the
identification of any barriers to the change and the formation of the
team who will implement the change. Although the change
methodology is selected in this process, the change itself is not
extensively designed until process 12.4.2 Design the change. 12.4.1
is a planning and foundation laying process.
During the Design the change process, the change team aligns the
change with other activities already in place or planned for the
organization. It develops specific training and implementation plans,
including communication schedules, new role assignments, and
budgets.
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Definition
In the Implement change process, organizations embed the new
processes, systems, or other changes into the business. During this
process, training is administered; stakeholders are consulted; and
new documents, policies, processes, and technologies go into effect.
Processes to continuously measure the change also begin, but
measurement activities are typically tracked within the processes
under process group 12.1 Create and manage organizational
performance strategy.
The Sustain improvement process encompasses the tracking of
changes made to the business and the general monitoring and
maintenance of performance related to the change. This process
includes post improvement project activities, like debriefings where
lessons learned during the change are shared and recorded. These
processes may be revisited regularly to monitor performance, but
these regular processes may eventually be tracked as part of
continuous organizational processes under process group 12.1 Create
and manage organizational performance strategy.
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Definition
The "develop and manage enterprise-wide knowledge management
(KM) capability" process group comprises processes associated with
knowledge flow within an organization (e.g., create, identify, collect,
review, share, access, and use knowledge). At its heart, knowledge is
information in action. Knowledge management (KM) is a systematic
process that enables information and knowledge to grow, flow, and
create value. The KM discipline is about connecting people to the
information and expertise they need to achieve business results.
Various approaches can be used to support this goal, including
content management, communities of practice, transfer of best
practices, lessons learned, expertise location, virtual collaboration,
and social computing. The specific KM approaches that an
organization pursues are determined by the business problems it
wants to address. For example, if an organization is seeing similar
mistakes repeated across business units, it may implement a lessons
learned process so that employees can learn what has and hasnt
worked in other parts of the business. Similarly, an organization that
is concerned about knowledge loss due to retirement may consider
interviewing senior level employees who are nearing retirement and
making their expertise accessible through documents or videos.
Although technology plays a role in KM, it is critical to implement
technology as part of a larger, systematic change initiative. The
introduction of new tools will not change behavior unless people
understand when, how, and why to share knowledge and are
incentivized to do so.
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Definition
The Develop KM strategy process includes activities related to
establishing an enterprise KM program. A KM program is an
organization wide effort to standardize and excel in KM. The first set
of activities relates to logistics such as governance, roles, and
funding. An organization with a clear business case for KM is in a
better position to select an appropriate governance model. For
example, a program focused on expertise location might need ties to
the HR function, whereas a program focused on content management
might be better housed in the IT function. Funding is also impacted
by the business case, but most organizations use a combination of
corporate and business unit funding for KM. The second set of
activities relates to linking KM to business objectives and managing
KM related change. Again, the specific tactics involved will depend on
the business problems that KM is intended to solve, as well as the
current culture and its receptiveness to KM. Note that processes
12.3.1 and 12.3.4 both contain activities related to technology needs,
training, communication, and change management. The difference is
that the activities in the Develop KM strategy process relate to the
KM program as a whole, as opposed to specific KM approaches.
Before improving how it manages knowledge, an organization must

evaluate its current KM processes and practices. The Assess
knowledge management capabilities process includes activities for
determining exactly where an organization stands on the KM learning
curve, pinpointing gaps, and identifying KM approaches and tactics
that will have meaningful impact on strategic objectives. For
organizations that struggle with this process, frameworks like APQCs
KM Capability Assessment Tool provide standard structures for
measuring KM maturity and identifying performance gaps.
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Definition
The process "measure and benchmark" encompasses the processes
required to develop a strategy for monitoring and improving the
performance of an organization including creating and managing
organizational performance strategy and benchmarking performance.
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Definition
This process group encompasses those processes required to develop
a strategy for monitoring and improving the performance of an
organization. Although this process group is related to process group
1.2 Develop business strategy, 12.1 Create and manage
organizational performance strategy focuses more on internal
performance rather than external or competitive positions in the
marketplace. Process group 12.1 centers around measurement,
including the creation of measures and the act of measuring itself.
This is the measurement of internal performance within a strategy for
tracking, streamlining, and improving it. Activity 1.2.2.6 Develop
lean/continuous improvement strategy also relates to these activities
but is more typically used when executives are developing a business
strategy to enhance external market position. 1.2.2.6 focuses on
high-level strategy development, whereas 12.1 encompasses the
tactical measurement of internal processes and work force
improvement. The measurement processes in process group 12.1
should align with human capital management processes such as
6.6.5 Develop and Manage Employee Metrics. Process 6.6.5 and other
human capital management processes refer to the overall
management of employee information and the use of metrics to
guide employee development and rewards. Process group 12.1 refers
to the collection of the data and the strategies employed to gather it.
It does not refer to the day-to-day activities of human capital
managers, but instead to the development of strategies and systems
that allow human resources to more effectively manage personnel.
Process group 12.1 also includes the measurement of machines,
entire processes, facility and environmental efficiency, overall cost
effectiveness, and other activities not directly related to human
performance.
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Definition
The Create enterprise measurement systems model process refers to
the development of a high-level measurement system to track
performance across the enterprise or in specific functions or business
units. In this process, organizations determine which processes to
measure, which measures to use, how often to measure, and what
the target measurement results should be. Decision makers usually
also define which actions will be taken given certain measurement
results. This process does not refer to actual measurement activities
or consequential actions; it focuses on strategic decisions about how
to best measure an organization. Because measures should be
revisited and realigned with organizational goals as time passes, this
process should repeat on a regular basis as a review.
The Measure process productivity process includes all activities

associated with measuring how productive processes are. This
process will vary depending on which activities and business
components are being measured. Unlike process 12.1.4 Measure staff
efficiency, process 12.1.2 measures outcomes (e.g., how much of X is
produced within X time period). A manufacturing process may be
measured according to number of units produced per FTE or number
of high-quality units produced. A marketing department might be
measured on the completion of a target number of campaigns per
marketing FTE. Some organizations choose to include measurement
analysis in this process. Actions taken based on the measurement
typically exist as activities within process group 12.4 Manage change
or within the other function-specific categories. (For example, if
measures indicate that inventory levels need to be better optimized,
the resulting actions would take place under the process 4.5.3
Operate warehousing.)
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Definition
The Measure cost effectiveness process covers all activities
associated with measuring the cost effectiveness of a process. This
process will vary depending on which activities and business
components are being measured. An organization may want to track
its return on investing in activities like marketing campaigns, new
equipment, and process redefinition. It may also measure cost per
employee or cost per cycle for a given process, function, or business
unit. Some organizations choose to include measurement analysis in
this process. Actions taken based on the measurement typically exist
as activities within process group 12.4 Manage change or within the
other function-specific categories. (For example, if measures indicate
that inventory levels need to be better optimized to reduce costs, the
resulting actions would take place under the process 4.5.3 Operate
warehousing.)
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Definition
The Measure staff efficiency process covers all activities associated
with measuring how efficiently employees perform. This process will
vary depending on which activities and business components are
being measured. This process often focuses on measuring activities
performed manually or compares manual completion with completion
aided by automation. These measures can help determine where
automation could increase efficiency or identify differences between
the efficiency of one employee or group and another. This process
could also include an evaluation of the quality of work, which could
potentially reduce or increase the amount of automation or review
included in the process. This process, unlike process 12.1.2 Measure
process productivity, does not measure outputs of a process. Instead,
it measures the agility and speed of the activities that lead to a final
product. Some organizations choose to include measurement analysis
in this process. Actions taken based on the measurement typically
exist as activities within process group 12.4 Manage change or within
the other function-specific categories. (For example, if measures
indicate that the invoicing cycle is too long or has redundant steps,
the resulting actions would take place within process 8.2.2 Invoice
customer.)
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Definition
The Measure cycle time process includes all activities associated with
measuring how long it takes to perform certain processes or cycles of
action. This process will vary depending on which activities and
business components are being measured. Organizations typically
include the measurement of cycles like customer response time,
invoicing, or order to cash under this process. Some organizations
choose to include measurement analysis in this process. Actions
taken based on the measurement typically exist as activities within
process group 12.4 Manage change or within the other function
specific categories. (For example, if measures indicate that the
invoicing cycle is taking too long or is inconsistent, the resulting
actions would take place within process 8.2.2 Invoice customer.)
Process group 12.2 Benchmark performance encompasses all the

processes required to compare organizational performance internally
or externally with other organizations. Some organizations run
benchmarking through a central group or department. In other cases,
benchmarking takes place as part of a specific project or within a
particular department that sees the need to compare its performance
with other departments or organizations
In order to benchmark, an organization must first examine its own
performance. The Conduct performance assessments process
includes activities related to measuring, researching, and recording
the performance of people, processes, mechanisms, or other areas of
the business that the organization wants to benchmark or track.
Usually, these assessments are performed on a regular cycle to
monitor long-term performance. But this can also refer to an in-depth
pre benchmarking exercise to look at specific process that might not
be regularly assessed.
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Definition
The Develop benchmarking capabilities process refers to tasks
associated with increasing an organizations ability to compare its
performance internally or externally or maintain benchmarking
relationships with other organizations. This can include training staff
in benchmarking, developing technological solutions or other
materials to aid benchmarking efforts, or consulting with external
entities to gain knowledge or tools to help benchmark.
In the Conduct gap analysis to understand need for change and
degree needed process, the organization examines its performance
against that of the benchmarked organizations or entities. It notes
the differences between organizational performance and that of the
benchmarked standard and studies those differences to identify what
specific changes need to be made. The organization determines how
much its performance needs to change to meet expectations and
help the organization reach its strategic goals.
The process group "manage environmental health and safety"
concerns the management of environmental, health, and safety risks,
including: environment, occupational health and safety, community
health and safety, and construction/decommissioning. This process
group includes determining the environmental, health, and safety
impacts of an organizations products, services, and operations;
developing and executing business unit/functional EHS programs; and
training and educating employees. It also covers monitoring and
managing business unit/functional EHS management programs,
ensuring compliance with regulations, and managing remediation
efforts.
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Process
Element Hierarchy
ID
ID
Process element
10002 1.0
Metric Category
Process Efficiency
Metric ID
101337
101339
10002
1.0
Process Efficiency
10003
2.0
Cost Effectiveness 100694
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category Metric ID

10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0

10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0

10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0

10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0

10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Cycle Time
Metric ID
103464
10003
2.0
Cycle Time
103466
10003
2.0
Cycle Time
103468
10003
2.0
Cycle Time
103476
10003
2.0
Cycle Time
100193
10003
2.0
Cycle Time
100656
10003
2.0
Cycle Time
100664
10003
2.0
Cycle Time
100665
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Cycle Time
Metric ID
100379
10003
2.0
Cycle Time
100381
10003
2.0
Cycle Time
100383
10003
2.0
Process Efficiency
100946
10003
2.0
Process Efficiency
100198
10003
2.0
Process Efficiency
100201
10003
2.0
Process Efficiency
100204
10003
2.0
Process Efficiency
100236
10003
2.0
Process Efficiency
100239
10003
2.0
Process Efficiency
100242
10003
2.0
Process Efficiency
100184
10003
2.0
Process Efficiency
100187
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Process Efficiency
Metric ID
100190
10003
2.0
Process Efficiency
100275
10003
2.0
Process Efficiency
100278
10003
2.0
Process Efficiency
100281
10003
2.0
Process Efficiency
100284
10003
2.0
Process Efficiency
100287
10003
2.0
Process Efficiency
100290
10003
2.0
Process Efficiency
103123
10003
2.0
Process Efficiency
103124
10003
2.0
Process Efficiency
103125
10003
2.0
Process Efficiency
101381
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Process Efficiency
Metric ID
102462
10003
2.0
Process Efficiency
102526
10003
2.0
Process Efficiency
101754
10003
2.0
Process Efficiency
102308
10003
2.0
Process Efficiency
102310
10003
2.0
Process Efficiency
102407
10003
2.0
Process Efficiency
101979
10003
2.0
Process Efficiency
101982
10003
2.0
Process Efficiency
101985
10003
2.0
Process Efficiency
101987
10003
2.0
Process Efficiency
100950
10003
2.0
Process Efficiency
101069
10003
2.0
Process Efficiency
101238
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Process Efficiency
Metric ID
101353
10003
2.0
Process Efficiency
101357
10003
2.0
Process Efficiency
101359
10003
2.0
Process Efficiency
101387
10003
2.0
Staff Productivity
104463
10003
2.0
Staff Productivity
101378
10003
2.0
Staff Productivity
101355
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Staff Productivity
Metric ID
101350
10003
2.0
Staff Productivity
102644
10003
2.0
Staff Productivity
101384
10003
2.0
Staff Productivity
100948
10003
2.0
Staff Productivity
100945
10003
2.0
Supplemental
Information
102458
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Process
Element Hierarchy
ID
ID
Process element
10003 2.0
Metric Category
Supplemental
Information
Metric ID
102460
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
101998
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
10003
2.0
Supplemental
Information
102126
10003
2.0
102127
10003
2.0
Supplemental
Information
Supplemental
Information
10003
2.0
104401
10003
2.0
10004
3.0
Supplemental
Information
Supplemental
Information
Process Efficiency
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102000
102001
102002
102003
102125
102128
104141
101833
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Process
Element Hierarchy
ID
ID
Process element
10004 3.0
Metric Category
Process Efficiency
Metric ID
101918
10004
3.0
Process Efficiency
102289
10004
3.0
Process Efficiency
104210
10004
3.0
Process Efficiency
104302
10004
3.0
Process Efficiency
104485
10004
3.0
Process Efficiency
104486
10004
3.0
Process Efficiency
104725
10004
3.0
Process Efficiency
100511
10004
3.0
101831
10004
3.0
10004
3.0
10004
3.0
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
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104734
104735
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Process
Element Hierarchy
ID
ID
Process element
10004 3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
10004
3.0
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Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
104736
Supplemental
Information
Supplemental
Information
Supplemental
Information
104738
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102343
Supplemental
Information
Supplemental
Information
Supplemental
Information
102353
104737
104739
102341
102345
102347
102349
102351
102355
101926
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Process
Element Hierarchy
ID
ID
Process element
10004 3.0
10007
7.0

Supplemental
102288
Information
10007
7.0
10007
7.0
10007
7.0
10007
7.0
10007
7.0
10007
7.0
10007
7.0
10007
7.0
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Process
Element Hierarchy
ID
ID
Process element
10007 7.0

10007
7.0
10007
7.0
10007
7.0
10007
7.0
10007
7.0
10007
7.0
10007
7.0
10007
7.0
10007
7.0
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Process
Element Hierarchy
ID
ID
Process element
10007 7.0

10007
7.0
10007
7.0
10007
7.0
10007
7.0
10007
7.0
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Process
Element Hierarchy
ID
ID
Process element
10007 7.0

10007
7.0
10007
7.0
Process Efficiency
101031
10007
7.0
Process Efficiency
101272
10007
7.0
Staff Productivity
101335
10007
7.0
Staff Productivity
101368
10007
7.0
Staff Productivity
101416
10007
7.0
Staff Productivity
100943
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Process
Element Hierarchy
ID
ID
Process element
10007 7.0
Metric Category
Staff Productivity
Metric ID
100487
10007
7.0
Supplemental
Information
100861
10007
7.0
Supplemental
Information
104154
10007
7.0
Supplemental
Information
100028
10007
7.0
100043
10007
7.0
Supplemental
Information
Supplemental
Information
10007
7.0
Supplemental
Information
100060
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Process
Element Hierarchy
ID
ID
Process element
10007 7.0
Metric Category
Supplemental
Information
Metric ID
100082
10007
7.0
Supplemental
Information
104114
10007
7.0
Supplemental
Information
104130
10007
7.0
104562
10007
7.0
Supplemental
Information
Supplemental
Information
10007
7.0
Supplemental
Information
101441
10007
7.0
Supplemental
Information
101873
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Process
Element Hierarchy
ID
ID
Process element
10007 7.0
Metric Category
Supplemental
Information
Metric ID
101874
10007
7.0
Supplemental
Information
101875
10007
7.0
Supplemental
Information
101876
10007
7.0
Supplemental
Information
101877
10007
7.0
Supplemental
Information
101963
10007
7.0
Supplemental
Information
101964
10007
7.0
Supplemental
Information
101965
10007
7.0
Supplemental
Information
101966
10007
7.0
Supplemental
Information
101967
10007
7.0
Supplemental
Information
101968
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Process
Element Hierarchy
ID
ID
Process element
10007 7.0
Metric Category
Supplemental
Information
Metric ID
101969
10007
7.0
Supplemental
Information
101970
10007
7.0
101971
10007
7.0
Supplemental
Information
Supplemental
Information
10007
7.0
Supplemental
Information
102301
10007
7.0
Supplemental
Information
102330
10007
7.0
Supplemental
Information
102618
10007
7.0
Supplemental
Information
103176
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0

10008
8.0
10008
8.0
10008
8.0
10008
8.0
10008
8.0
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0

10008
8.0
10008
8.0
10008
8.0
10008
8.0
10008
8.0
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0

10008
8.0
10008
8.0
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0

10008
8.0
10008
8.0
10008
8.0
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0

10008
8.0
10008
8.0
10008
8.0
10008
8.0
10008
8.0
10008
8.0
10008
8.0
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0

10008
8.0
10008
8.0
10008
8.0
Cycle Time
105048
10008
8.0
Cycle Time
105049
10008
8.0
Cycle Time
105051
10008
8.0
Cycle Time
105052
10008
8.0
Cycle Time
105053
10008
8.0
Cycle Time
105054
10008
8.0
Cycle Time
105055
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0
Metric Category
Cycle Time
Metric ID
105057
10008
8.0
Cycle Time
105059
10008
8.0
Cycle Time
105060
10008
8.0
Cycle Time
105068
10008
8.0
Cycle Time
105069
10008
8.0
Cycle Time
105070
10008
8.0
Cycle Time
105072
10008
8.0
Cycle Time
105058
10008
8.0
Cycle Time
103395
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0
Metric Category
Cycle Time
Metric ID
103397
10008
8.0
Cycle Time
103400
10008
8.0
Cycle Time
103403
10008
8.0
Cycle Time
103405
10008
8.0
Cycle Time
103407
10008
8.0
Cycle Time
103419
10008
8.0
Cycle Time
103421
10008
8.0
Cycle Time
103424
10008
8.0
Cycle Time
103427
10008
8.0
Cycle Time
103429
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0
Metric Category
Cycle Time
Metric ID
103431
10008
8.0
Process Efficiency
100940
10008
8.0
Process Efficiency
100970
10008
8.0
Process Efficiency
100972
10008
8.0
Process Efficiency
100974
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0
Metric Category
Process Efficiency
Metric ID
101241
10008
8.0
Process Efficiency
105073
10008
8.0
Process Efficiency
105064
10008
8.0
Process Efficiency
105075
10008
8.0
Staff Productivity
105061
10008
8.0
Staff Productivity
105062
10008
8.0
Staff Productivity
101295
10008
8.0
Supplemental
Information
101770
10008
8.0
Supplemental
Information
102723
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0
Metric Category
Supplemental
Information
Metric ID
102725
10008
8.0
Supplemental
Information
102727
10008
8.0
Supplemental
Information
100957
10008
8.0
104625
10008
8.0
Supplemental
Information
Supplemental
Information
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0
Metric Category
Supplemental
Information
Metric ID
104954
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
104963
Supplemental
Information
Supplemental
Information
104969
10008
8.0
10008
8.0
10008
8.0
10008
8.0
10008
8.0
10008
8.0
10008
8.0
10008
8.0
10008
8.0
Supplemental
Information
104971
10008
8.0
Supplemental
Information
104972
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104965
104966
104967
104968
104970
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Process
Element Hierarchy
ID
ID
Process element
10008 8.0
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
104973
10008
8.0
10008
8.0
Supplemental
Information
104978
10008
8.0
Supplemental
Information
104979
10008
8.0
Supplemental
Information
104980
10008
8.0
Supplemental
Information
104981
10008
8.0
Supplemental
Information
104984
10008
8.0
Supplemental
Information
104985
10008
8.0
Supplemental
Information
104986
Copyright 2016 APQC
104975
277 of 777
Process
Element Hierarchy
ID
ID
Process element
10008 8.0
Metric Category
Supplemental
Information
Metric ID
104987
10008
8.0
Supplemental
Information
104988
10008
8.0
Supplemental
Information
105014
10008
8.0
Supplemental
Information
104948
10008
8.0
Supplemental
Information
104949
10008
8.0
Supplemental
Information
104950
Copyright 2016 APQC
278 of 777
Process
Element Hierarchy
ID
ID
Process element
10008 8.0
Metric Category
Supplemental
Information
Metric ID
104951
10008
8.0
Supplemental
Information
104952
10008
8.0
Supplemental
Information
104953
10008
8.0
Supplemental
Information
104944
10008
8.0
Supplemental
Information
104945
10008
8.0
105076
10008
8.0
10008
8.0
Supplemental
Information
Supplemental
Information
Supplemental
Information
Copyright 2016 APQC
105077
105079
279 of 777
Process
Element Hierarchy
ID
ID
Process element
10017 1.1.1
Metric Category
Supplemental
Information
Metric ID
101747
10061
2.1.1
10061
2.1.1
Process Efficiency
105213
10061
2.1.1
Supplemental
Information
105217
10061
2.1.1
Supplemental
Information
105220
10061
2.1.1
Supplemental
Information
105224
10061
2.1.1
Supplemental
Information
105225
Copyright 2016 APQC
280 of 777
Process
Element Hierarchy
ID
ID
Process element
10062 2.3

10062
2.3
10062
2.3
Process Efficiency
103119
10062
2.3
Process Efficiency
103120
10062
2.3
Supplemental
Information
105221
10062
2.3
Supplemental
Information
105226
10065
2.2.1
105240
10065
2.2.1
Supplemental
Information
Supplemental
Information
Copyright 2016 APQC
105241
281 of 777
Process
Element Hierarchy
ID
ID
Process element
10101 3.1
Metric Category
Supplemental
Information
Metric ID
104740
10101
3.1
Supplemental
Information
104741
10101
3.1
Supplemental
Information
104742
10101
3.1
Supplemental
Information
104743
10101
3.1
Supplemental
Information
104744
10102
3.2
Process Efficiency
100479
10102
3.2
Process Efficiency
100480
10102
3.2
Process Efficiency
100810
10102
3.2
Process Efficiency
100813
10102
3.2
Process Efficiency
100816
10102
3.2
Process Efficiency
101660
10102
3.2
Process Efficiency
101928
Copyright 2016 APQC
282 of 777
Process
Element Hierarchy
ID
ID
Process element
10102 3.2
Metric Category
Process Efficiency
Metric ID
101929
10102
3.2
Process Efficiency
102525
10102
3.2
Process Efficiency
102602
10103
3.4
10105
3.5
Process Efficiency
10105
3.5
10107
3.1.2
Supplemental
102530
Information
10107
3.1.2
10107
3.1.2
10107
3.1.2
10107
3.1.2
10107
3.1.2
Copyright 2016 APQC
100213
283 of 777
Process
Element Hierarchy
ID
ID
Process element
10129 3.4.1
Metric Category
Process Efficiency
Metric ID
104838
10131
3.4.3
10131
3.4.3
10131
3.4.3
10131
3.4.3
10149
3.3.2
10149
3.3.2
10151
3.3.3
10153
3.3.5
Supplemental
Information
104631
10183
3.5.2
104763
10184
3.5.1.8
Supplemental
Information
Cycle Time
10184
3.5.1.8
Process Efficiency
102339
10184
3.5.1.8
Process Efficiency
102456
Copyright 2016 APQC
104636
284 of 777
Process
Element Hierarchy
ID
ID
Process element
10184 3.5.1.8
Metric Category
Staff Productivity
Metric ID
104769
10184
3.5.1.8
10184
3.5.1.8
10185
3.5.4
Manage sales orders
Supplemental
104638
Information
Supplemental
104764
Information
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
Copyright 2016 APQC
285 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders
Copyright 2016 APQC

286 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders

10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
Copyright 2016 APQC
287 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders

10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
Copyright 2016 APQC
288 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders

10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders

10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
Copyright 2016 APQC
290 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders

10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
Copyright 2016 APQC
291 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders

10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
Copyright 2016 APQC
292 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders

10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
Cycle Time
Copyright 2016 APQC
100170
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Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders
Metric Category
Process Efficiency
Metric ID
100976
10185
3.5.4
Manage sales orders
Process Efficiency
101014
10185
3.5.4
Manage sales orders
Process Efficiency
104195
10185
3.5.4
Manage sales orders
Process Efficiency
101799
10185
3.5.4
Manage sales orders
Process Efficiency
101800
10185
3.5.4
Manage sales orders
Process Efficiency
102101
10185
3.5.4
Manage sales orders
Process Efficiency
102552
10185
3.5.4
Manage sales orders
Process Efficiency
102560
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders
Metric Category
Process Efficiency
Metric ID
102563
10185
3.5.4
Manage sales orders
Process Efficiency
102566
10185
3.5.4
Manage sales orders
Process Efficiency
100731
10185
3.5.4
Manage sales orders
Process Efficiency
102588
10185
3.5.4
Manage sales orders
Process Efficiency
102743
10185
3.5.4
Manage sales orders
Process Efficiency
102827
10185
3.5.4
Manage sales orders
Process Efficiency
104640
10185
3.5.4
Manage sales orders
Staff Productivity
102529
10185
3.5.4
Manage sales orders
Staff Productivity
101404
10185
3.5.4
Manage sales orders
Staff Productivity
101410
10185
3.5.4
Manage sales orders
100675
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Copyright 2016 APQC
100676
100685
100686
295 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders
Metric Category
Supplemental
Information
Metric ID
102531
10185
3.5.4
Manage sales orders
Supplemental
Information
102533
10185
3.5.4
Manage sales orders
Supplemental
Information
102535
10185
3.5.4
Manage sales orders
Supplemental
Information
102537
10185
3.5.4
Manage sales orders
Supplemental
Information
102539
10185
3.5.4
Manage sales orders
Supplemental
Information
102541
Copyright 2016 APQC
296 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders
Metric Category
Supplemental
Information
Metric ID
102543
10185
3.5.4
Manage sales orders
Supplemental
Information
102545
10185
3.5.4
Manage sales orders
Supplemental
Information
102008
10185
3.5.4
Manage sales orders
Supplemental
Information
104352
10185
3.5.4
Manage sales orders
Supplemental
Information
104527
10185
3.5.4
Manage sales orders
Supplemental
Information
104745
10185
3.5.4
Manage sales orders
104746
10185
3.5.4
Manage sales orders
Supplemental
Information
Supplemental
Information
10185
3.5.4
Manage sales orders
Supplemental
Information
104748
Copyright 2016 APQC
104747
297 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders
Metric Category
Supplemental
Information
Metric ID
104749
10185
3.5.4
Manage sales orders
Supplemental
Information
104750
10185
3.5.4
Manage sales orders
Supplemental
Information
102708
10185
3.5.4
Manage sales orders
102712
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
10185
3.5.4
Manage sales orders
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
10185
3.5.4
Manage sales orders
Supplemental
Information
104803
Copyright 2016 APQC
100772
100773
102568
104802
298 of 777
Process
Element Hierarchy
ID
ID
Process element
10185 3.5.4
Manage sales orders
Metric Category
Supplemental
Information
Metric ID
104804
Supplemental
Information
Supplemental
Information
104805
10185
3.5.4
Manage sales orders
10198
3.5.4.5
10215
4.1
10215
4.1
10215
4.1
10215
4.1
10215
4.1
10215
4.1
10215
4.1
Copyright 2016 APQC
105246
299 of 777
Process
Element Hierarchy
ID
ID
Process element
10215 4.1

10215
4.1
10215
4.1
Copyright 2016 APQC
300 of 777
Process
Element Hierarchy
ID
ID
Process element
10215 4.1

10215
4.1
10215
4.1
10215
4.1
Staff Productivity
Copyright 2016 APQC
104193
301 of 777
Process
Element Hierarchy
ID
ID
Process element
10215 4.1
Metric Category
Staff Productivity
Metric ID
101218
10215
4.1
10216
4.2
Supplemental
100687
Information
10216
4.2
10216
4.2
10216
4.2
10216
4.2
Copyright 2016 APQC
302 of 777
Process
Element Hierarchy
ID
ID
Process element
10216 4.2

10216
4.2
10216
4.2
10216
4.2
10216
4.2
10216
4.2
Cycle Time
103094
10216
10216
4.2
4.2

Cycle Time
Cycle Time
100642
100322
10216
4.2
Process Efficiency
100385
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Process Efficiency
Metric ID
101214
10216
4.2
Process Efficiency
101768
10216
4.2
Process Efficiency
101861
10216
4.2
Process Efficiency
102415
10216
4.2
Process Efficiency
102419
10216
4.2
Process Efficiency
102422
10216
4.2
Process Efficiency
102426
10216
4.2
Process Efficiency
102428
10216
4.2
Process Efficiency
102430
10216
4.2
Process Efficiency
102450
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Process Efficiency
Metric ID
102452
10216
4.2
Process Efficiency
102454
10216
4.2
Process Efficiency
102648
10216
4.2
Process Efficiency
102703
10216
4.2
Process Efficiency
102705
10216
4.2
Process Efficiency
103199
10216
4.2
Process Efficiency
102822
10216
4.2
Process Efficiency
104118
10216
4.2
Process Efficiency
104251
Copyright 2016 APQC
305 of 777
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Staff Productivity
Metric ID
104129
10216
4.2
Staff Productivity
104139
10216
4.2
Staff Productivity
104117
10216
4.2
Supplemental
Information
104199
Copyright 2016 APQC
306 of 777
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Supplemental
Information
Metric ID
104895
10216
4.2
Supplemental
Information
104896
10216
4.2
Supplemental
Information
105161
10216
4.2
Supplemental
Information
105166
10216
4.2
104724
10216
4.2
Supplemental
Information
Supplemental
Information
10216
4.2
Supplemental
Information
102746
10216
4.2
Supplemental
Information
102750
Copyright 2016 APQC
102716
307 of 777
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Supplemental
Information
Metric ID
102754
10216
4.2
Supplemental
Information
102758
10216
4.2
Supplemental
Information
102762
10216
4.2
Supplemental
Information
102766
10216
4.2
Supplemental
Information
102770
10216
4.2
Supplemental
Information
102774
10216
4.2
Supplemental
Information
102778
10216
4.2
102804
10216
4.2
Supplemental
Information
Supplemental
Information
10216
4.2
Supplemental
Information
102663
10216
4.2
Supplemental
Information
102665
Copyright 2016 APQC
102659
308 of 777
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Supplemental
Information
Metric ID
102669
10216
4.2
Supplemental
Information
102671
10216
4.2
Supplemental
Information
102432
10216
4.2
Supplemental
Information
102435
10216
4.2
Supplemental
Information
102438
10216
4.2
Supplemental
Information
102441
10216
4.2
Supplemental
Information
102444
10216
4.2
Supplemental
Information
102447
10216
4.2
Supplemental
Information
102424
Copyright 2016 APQC
309 of 777
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Metric Category
Supplemental
Information
Metric ID
101867
Supplemental
Information
Supplemental
Information
102404
10216
4.2
10216
4.2
10216
4.2
Supplemental
Information
102406
10216
4.2
Supplemental
Information
100673
10216
4.2
Supplemental
Information
100774
10217
4.3
10217
4.3
10217
4.3
10217
4.3
10217
4.3
10217
4.3
10217
4.3
Copyright 2016 APQC
102405
310 of 777
Process
Element Hierarchy
ID
ID
Process element
10217 4.3

10217
4.3
10217
4.3
Cycle Time
100690
10217
10217
4.3
4.3
Cycle Time
Process Efficiency
100697
100790
10217
4.3
Process Efficiency
100821
10217
4.3
Process Efficiency
100104
10217
4.3
Process Efficiency
100668
10217
4.3
Process Efficiency
104217
10217
4.3
Process Efficiency
101936
10217
4.3
Process Efficiency
102737
10217
4.3
Process Efficiency
103113
Copyright 2016 APQC
311 of 777
Process
Element Hierarchy
ID
ID
Process element
10217 4.3
Metric Category
Staff Productivity
Metric ID
104202
10218
6.3.3
Service products
10218
6.3.3
Service products
10218
6.3.3
Service products
10219
4.4
10219
4.4
10219
4.4
10219
4.4
Copyright 2016 APQC
312 of 777
Process
Element Hierarchy
ID
ID
Process element
10219 4.4

10219
4.4
10219
4.4
10219
4.4
10219
4.4
10219
4.4
10219
4.4
10219
4.4
Cycle Time
Copyright 2016 APQC
100509
313 of 777
Process
Element Hierarchy
ID
ID
Process element
10219 4.4
Metric Category
Process Efficiency
Metric ID
100706
10219
4.4
Process Efficiency
100097
10219
4.4
Process Efficiency
100422
10219
4.4
Process Efficiency
100756
10219
4.4
Process Efficiency
100759
10219
4.4
Process Efficiency
100762
10219
4.4
Process Efficiency
100765
10219
4.4
Process Efficiency
101221
Copyright 2016 APQC
314 of 777
Process
Element Hierarchy
ID
ID
Process element
10219 4.4
Metric Category
Process Efficiency
Metric ID
101878
10219
4.4
Process Efficiency
101880
10219
4.4
Process Efficiency
101882
10219
4.4
Process Efficiency
101884
10219
4.4
Process Efficiency
101886
10219
4.4
Process Efficiency
101888
10219
4.4
Process Efficiency
101890
10219
4.4
Process Efficiency
101892
10219
4.4
Process Efficiency
101894
10219
4.4
Process Efficiency
101896
10219
4.4
Process Efficiency
101898
10219
4.4
Process Efficiency
101900
10219
4.4
Process Efficiency
101940
10219
4.4
Process Efficiency
102362
10219
4.4
Process Efficiency
102586
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10219 4.4
Metric Category
Process Efficiency
Metric ID
102625
10219
4.4
Process Efficiency
102645
10219
4.4
Process Efficiency
103097
10219
4.4
Process Efficiency
103099
10219
4.4
Process Efficiency
103101
10219
4.4
Process Efficiency
103103
10219
4.4
Process Efficiency
103105
10219
4.4
Process Efficiency
103107
10219
4.4
Process Efficiency
103109
10219
4.4
Process Efficiency
103111
Copyright 2016 APQC
316 of 777
Process
Element Hierarchy
ID
ID
Process element
10219 4.4
Metric Category
Process Efficiency
Metric ID
105153
10219
4.4
Staff Productivity
105152
10219
4.4
Supplemental
Information
100744
10219
4.4
Supplemental
Information
100747
10219
4.4
Supplemental
Information
100750
Copyright 2016 APQC
317 of 777
Process
Element Hierarchy
ID
ID
Process element
10219 4.4
Metric Category
Supplemental
Information
Metric ID
100753
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10277 4.2.1

10277
4.2.1
10277
4.2.1
10277
4.2.1
Process Efficiency
100666
10277
4.2.1
Process Efficiency
101008
10277
4.2.1
Process Efficiency
101011
10278
4.2.2
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10278 4.2.2

10278
4.2.2
10278
4.2.2
10278
4.2.2
10278
4.2.2
10278
4.2.2
10278
4.2.2
10278
4.2.2
10278
4.2.2
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10278 4.2.2

10278
4.2.2
10278
4.2.2
Process Efficiency
104250
10278
4.2.2
Process Efficiency
103171
10278
4.2.2
Process Efficiency
101138
10278
4.2.2
Supplemental
Information
105194
10279
4.2.3
Copyright 2016 APQC
321 of 777
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3

10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
Copyright 2016 APQC
322 of 777
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3

10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
Cycle Time
104915
10279
4.2.3
Cycle Time
104916
10279
4.2.3
Cycle Time
100639
10279
4.2.3
Process Efficiency
101071
10279
4.2.3
Process Efficiency
101074
Copyright 2016 APQC
323 of 777
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3
Metric Category
Process Efficiency
Metric ID
101455
10279
4.2.3
Staff Productivity
105162
10279
4.2.3
Staff Productivity
101391
10279
4.2.3
Staff Productivity
101393
10279
4.2.3
104897
10279
4.2.3
10279
4.2.3
Supplemental
Information
Supplemental
Information
Supplemental
Information
10279
4.2.3
Supplemental
Information
104900
10279
4.2.3
Supplemental
Information
104901
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104898
104899
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Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3
Metric Category
Supplemental
Information
Metric ID
104902
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
104904
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
Supplemental
Information
104908
10279
4.2.3
Supplemental
Information
104909
10279
4.2.3
Supplemental
Information
104910
10279
4.2.3
104912
10279
4.2.3
Supplemental
Information
Supplemental
Information
10279
4.2.3
Supplemental
Information
104914
10279
4.2.3
Supplemental
Information
104917
Copyright 2016 APQC
104905
104906
104907
104913
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Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3
Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Metric ID
104918
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
Supplemental
Information
105200
10279
4.2.3
Supplemental
Information
105201
10279
4.2.3
Supplemental
Information
105202
10279
4.2.3
Supplemental
Information
105203
10279
4.2.3
Supplemental
Information
105204
Copyright 2016 APQC
104919
104920
104921
105199
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Process
Element Hierarchy
ID
ID
Process element
10280 4.2.4
Manage suppliers

10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
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Process
Element Hierarchy
ID
ID
Process element
10280 4.2.4
Manage suppliers

10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
Process Efficiency
100102
10280
4.2.4
Manage suppliers
Process Efficiency
100985
10280
4.2.4
Manage suppliers
Process Efficiency
100988
10280
4.2.4
Manage suppliers
Process Efficiency
104840
10280
4.2.4
Manage suppliers
Supplemental
Information
105206
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Process
Element Hierarchy
ID
ID
Process element
10280 4.2.4
Manage suppliers
Metric Category
Supplemental
Information
Metric ID
105208
10280
4.2.4
Manage suppliers
Supplemental
Information
105209
10280
4.2.4
Manage suppliers
Supplemental
Information
105210
10280
4.2.4
Manage suppliers
Supplemental
Information
105211
10280
4.2.4
Manage suppliers
Supplemental
Information
105212
10281
4.2.1.1
Supplemental
Information
105207
10297
4.2.3.6
10297
4.2.3.6
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Process
Element Hierarchy
ID
ID
Process element
10297 4.2.3.6

10297
4.2.3.6
10297
4.2.3.6
Staff Productivity
105031
10297
4.2.3.6
Staff Productivity
105032
10297
4.2.3.6
Staff Productivity
105033
10297
4.2.3.6
Staff Productivity
105034
10297
4.2.3.6
105015
10297
4.2.3.6
10297
4.2.3.6
10297
4.2.3.6
10304
4.3.2
Produce product
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Cycle Time
10304
4.3.2
Produce product
Process Efficiency
103126
10304
4.3.2
Produce product
Process Efficiency
104221
Copyright 2016 APQC
105016
105017
105018
100854
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Process
Element Hierarchy
ID
ID
Process element
10304 4.3.2
Produce product
Metric Category
Process Efficiency
Metric ID
104225
10304
4.3.2
Produce product
Process Efficiency
100014
10304
4.3.2
Produce product
Process Efficiency
100251
10304
4.3.2
Produce product
Process Efficiency
100726
10338
4.4.1
10338
4.4.1
10338
4.4.1
10338
4.4.1
10338
4.4.1
10338
4.4.1
10338
4.4.1
10338
4.4.1
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Process
Element Hierarchy
ID
ID
Process element
10338 4.4.1
Metric Category
Process Efficiency
Metric ID
100648
101224
10338
4.4.1
Process Efficiency
10339
4.4.2
10339
4.4.2
10339
4.4.2
10339
4.4.2
10339
4.4.2
10339
4.4.2
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Process
Element Hierarchy
ID
ID
Process element
10339 4.4.2

10339
4.4.2
Process Efficiency
101235
10339
4.4.2
Supplemental
Information
103075
10340
4.4.3
Operate warehousing
10340
4.4.3
Operate warehousing
10340
4.4.3
Operate warehousing
10340
4.4.3
Operate warehousing
10340
4.4.3
Operate warehousing
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Process
Element Hierarchy
ID
ID
Process element
10340 4.4.3
Operate warehousing

10340
4.4.3
Operate warehousing
10340
4.4.3
Operate warehousing
10340
4.4.3
Operate warehousing
10340
4.4.3
Operate warehousing
Cycle Time
103072
10340
4.4.3
Operate warehousing
Cycle Time
100677
10340
4.4.3
Operate warehousing
Process Efficiency
100712
10340
4.4.3
Operate warehousing
Process Efficiency
100781
10340
4.4.3
Operate warehousing
Process Efficiency
100792
10340
4.4.3
Operate warehousing
Process Efficiency
101231
10340
4.4.3
Operate warehousing
Process Efficiency
100011
10340
4.4.3
Operate warehousing
Process Efficiency
103181
10340
4.4.3
Operate warehousing
Process Efficiency
104172
10340
4.4.3
Operate warehousing
Process Efficiency
102628
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Process
Element Hierarchy
ID
ID
Process element
10340 4.4.3
Operate warehousing
Metric Category
Process Efficiency
Metric ID
101445
10340
4.4.3
Operate warehousing
Process Efficiency
101450
10340
4.4.3
Operate warehousing
Staff Productivity
100882
10340
4.4.3
Operate warehousing
Staff Productivity
100888
10340
4.4.3
Operate warehousing
Supplemental
Information
101439
10340
4.4.3
Operate warehousing
10341
4.4.4
Supplemental
102067
Information
10341
4.4.4
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Process
Element Hierarchy
ID
ID
Process element
10341 4.4.4

10341
4.4.4
10341
4.4.4
10341
4.4.4
10341
4.4.4
10341
4.4.4
10341
4.4.4
10341
4.4.4
10341
4.4.4
10341
4.4.4
10341
4.4.4
Cycle Time
Copyright 2016 APQC
100520
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Process
Element Hierarchy
ID
ID
Process element
10341 4.4.4
Metric Category
Process Efficiency
Metric ID
102082
10341
4.4.4
Process Efficiency
102357
10341
4.4.4
Process Efficiency
102366
10341
4.4.4
Process Efficiency
102375
10341
4.4.4
Process Efficiency
102573
10341
4.4.4
Process Efficiency
102597
10341
4.4.4
Process Efficiency
102600
10341
4.4.4
Process Efficiency
102832
10341
4.4.4
Process Efficiency
101227
10341
4.4.4
Process Efficiency
100004
10341
4.4.4
Supplemental
Information
101437
10341
4.4.4
Supplemental
Information
102592
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Process
Element Hierarchy
ID
ID
Process element
10341 4.4.4
Metric Category
Supplemental
Information
Metric ID
103081
10374
4.3.3.2
Perform testing using the standard testing

procedure
10374
4.3.3.2

procedure
10374
4.3.3.2

procedure
10374
4.3.3.2

procedure
10374
4.3.3.2

procedure
Staff Productivity
105023
10374
4.3.3.2

procedure
Staff Productivity
105024
10374
4.3.3.2

procedure
Staff Productivity
105025
10374
4.3.3.2

procedure
Staff Productivity
105026
10378
6.1
Develop customer care/customer service strategy Cost Effectiveness 101465
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Process
Element Hierarchy
ID
ID
Process element
10378 6.1
10378
6.1
10378
6.1
10378
6.1
10378
6.1
10378
6.1
10378
6.1
10378
6.1
10378
6.1
Develop customer care/customer service strategy Process Efficiency
Copyright 2016 APQC
100992
339 of 777
Process
Element Hierarchy
ID
ID
Process element
10378 6.1
Develop customer care/customer service strategy Supplemental
104538
Information
10379 6.2
10379
6.2
10379
6.2
10379
6.2
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2

10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2

10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2

10379
6.2
10379
6.2
10379
6.2
10379
6.2
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2

10379
6.2
10379
6.2
10379
6.2
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2

10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
Cycle Time
103145
10379
6.2
Cycle Time
103146
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2
Metric Category
Cycle Time
Metric ID
103147
10379
6.2
Cycle Time
103463
10379
6.2
Cycle Time
104514
10379
6.2
Cycle Time
100124
10379
6.2
Cycle Time
100321
10379
6.2
Process Efficiency
100389
10379
6.2
Process Efficiency
100392
10379
6.2
Process Efficiency
100393
10379
6.2
Process Efficiency
100394
10379
6.2
Process Efficiency
100020
10379
6.2
Process Efficiency
101852
10379
6.2
Process Efficiency
100320
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2
Metric Category
Process Efficiency
Metric ID
101857
10379
6.2
Process Efficiency
102129
10379
6.2
Process Efficiency
102603
10379
6.2
Process Efficiency
102604
10379
6.2
Process Efficiency
102605
10379
6.2
Process Efficiency
102721
10379
6.2
Process Efficiency
102722
10379
6.2
Process Efficiency
102792
10379
6.2
Process Efficiency
102103
10379
6.2
Process Efficiency
102104
10379
6.2
Process Efficiency
100729
10379
6.2
Process Efficiency
100780
10379
6.2
Process Efficiency
100898
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2
Metric Category
Process Efficiency
Metric ID
101194
10379
6.2
Process Efficiency
101859
10379
6.2
Process Efficiency
101860
10379
6.2
Process Efficiency
101910
10379
6.2
Process Efficiency
101911
10379
6.2
Process Efficiency
103118
10379
6.2
Process Efficiency
104192
10379
6.2
Process Efficiency
102100
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2
Metric Category
Process Efficiency
Metric ID
104512
10379
6.2
Process Efficiency
104513
10379
6.2
Process Efficiency
104561
10379
6.2
Staff Productivity
104121
10379
6.2
Staff Productivity
104123
10379
6.2
Supplemental
Information
104520
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2
Metric Category
Supplemental
Information
Metric ID
104521
10379
6.2
Supplemental
Information
104522
10379
6.2
Supplemental
Information
104523
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2
Metric Category
Supplemental
Information
Metric ID
104524
10379
6.2
Supplemental
Information
104525
10379
6.2
Supplemental
Information
104526
10379
6.2
104532
10379
6.2
10379
6.2
Supplemental
Information
Supplemental
Information
Supplemental
Information
Copyright 2016 APQC
104533
104534
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2
Metric Category
Supplemental
Information
Metric ID
104535
10379
6.2
Supplemental
Information
104536
10379
6.2
Supplemental
Information
104537
10379
6.2
Supplemental
Information
104542
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2
Metric Category
Supplemental
Information
Metric ID
104543
10379
6.2
Supplemental
Information
104544
10379
6.2
Supplemental
Information
104545
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
10379
6.2
Copyright 2016 APQC
Metric Category
Supplemental
Information
Metric ID
104546
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102091
Supplemental
Information
Supplemental
Information
Supplemental
Information
102099
102092
102093
102094
102095
102096
102097
102098
102105
102106
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Process
Element Hierarchy
ID
ID
Process element
10379 6.2
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
102107
10379
6.2
10379
6.2
Supplemental
Information
102109
10379
6.2
102110
10379
6.2
Supplemental
Information
Supplemental
Information
10379
6.2
101858
10379
6.2
Supplemental
Information
Supplemental
Information
10379
6.2
101853
10379
6.2
10379
6.2
10379
6.2
10380
6.5
10383
6.1.5
Evaluate customer service operations and

customer satisfaction
Establish target service level for each customer
segment
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Process Efficiency
Process Efficiency
103177
Copyright 2016 APQC
102108
102111
102102
101854
101855
101856
100495
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Process
Element Hierarchy
ID
ID
Process element
10387 6.2.1
10387
6.2.1
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
Copyright 2016 APQC
Metric Category
Process Efficiency
Metric ID
100735
Process Efficiency
100736
service problems, requests, and Cycle Time
104515
104516
104517
104518
Manage customer service problems, requests, and Cycle Time

inquiries
Manage customer service problems, requests, and Process Efficiency
inquiries
104519
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
service problems, requests, and Process Efficiency
104504
104505
104506
104507
104508
104509
104503
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Process
Element Hierarchy
ID
ID
Process element
Metric Category
10388 6.2.2
inquiries
10388 6.2.2
inquiries
10388 6.2.2
Manage customer service problems, requests, and Supplemental
inquiries
Information
Metric ID
104510
104511
104528
10388
6.2.2

inquiries
Information
104529
10388
6.2.2

inquiries
Information
104530
10388
6.2.2

inquiries
Information
104531
10388
6.2.2

inquiries
Information
104539
10388
6.2.2

inquiries
Information
104540
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Process
Element Hierarchy
ID
ID
Process element
Metric Category
10388 6.2.2
inquiries
Information
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
10388
6.2.2
Copyright 2016 APQC
Metric ID
104541
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
service problems, requests, and Supplemental

Information
Information
Information
Information
Information
Information
Information
104618
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries
Manage customer
inquiries

Information
Information
Information
Information
Information
104757
104619
104620
104621
104622
104623
104624
104758
104759
104760
104761
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Process
Element Hierarchy
ID
ID
Process element
Metric Category
10388 6.2.2
inquiries
Information
Metric ID
104762
10410
7.2
10410
7.2
10410
7.2
10410
7.2
10410
7.2
10410
7.2
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Process
Element Hierarchy
ID
ID
Process element
10410 7.2

10410
7.2
Cycle Time
100304
10410
7.2
Cycle Time
100306
10410
7.2
Cycle Time
100565
10410
7.2
Cycle Time
100569
10410
7.2
Process Efficiency
100869
10410
7.2
Process Efficiency
101123
10410
7.2
Process Efficiency
102613
10410
7.2
Process Efficiency
104495
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Process
Element Hierarchy
ID
ID
Process element
10410 7.2
Metric Category
Process Efficiency
Metric ID
104496
10410
7.2
Process Efficiency
104497
10410
7.2
Staff Productivity
100493
10410
7.2
Staff Productivity
101348
10410
7.2
Supplemental
Information
101365
10410
7.2
Supplemental
Information
101401
10410
7.2
Supplemental
Information
101637
10410
7.2
Supplemental
Information
101801
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Process
Element Hierarchy
ID
ID
Process element
10410 7.2
Metric Category
Supplemental
Information
Metric ID
101802
10410
7.2
Supplemental
Information
101803
10410
7.2
Supplemental
Information
101804
10410
7.2
Supplemental
Information
101805
10410
7.2
Supplemental
Information
101806
10410
7.2
Supplemental
Information
101808
10410
7.2
Supplemental
Information
101809
10410
7.2
Supplemental
Information
101821
10410
7.2
Supplemental
Information
101824
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Process
Element Hierarchy
ID
ID
Process element
10410 7.2
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
101837
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
101342
10410
7.2
10410
7.2
10410
7.2
10410
7.2
10410
7.2
10410
7.2
Supplemental
Information
100046
10410
7.2
Supplemental
Information
100062
Copyright 2016 APQC
102297
101344
101346
100029
363 of 777
Process
Element Hierarchy
ID
ID
Process element
10410 7.2
Metric Category
Supplemental
Information
Metric ID
100083
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
104498
104770
10410
7.2
10410
7.2
10410
7.2
10410
7.2
10410
7.2
Supplemental
Information
10411
7.3
Copyright 2016 APQC
104499
104500
104565
364 of 777
Process
Element Hierarchy
ID
ID
Process element
10411 7.3

10411
7.3
10411
7.3
10411
7.3
10411
7.3
10411
7.3
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Process
Element Hierarchy
ID
ID
Process element
10411 7.3

10411
7.3
10411
7.3
10411
7.3
10411
7.3
10411
7.3
10411
7.3
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Process
Element Hierarchy
ID
ID
Process element
10411 7.3

10411
7.3
10411
7.3
10411
7.3
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Process
Element Hierarchy
ID
ID
Process element
10411 7.3

10411
7.3
10411
7.3
Cycle Time
100293
10411
7.3
Cycle Time
100295
10411
7.3
Process Efficiency
100999
10411
7.3
Process Efficiency
101000
10411
7.3
Process Efficiency
101004
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Process
Element Hierarchy
ID
ID
Process element
10411 7.3
Metric Category
Staff Productivity
Metric ID
100484
10411
7.3
Staff Productivity
100485
10411
7.3
Staff Productivity
100486
10411
7.3
Supplemental
Information
100031
10411
7.3
Supplemental
Information
100037
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Process
Element Hierarchy
ID
ID
Process element
10411 7.3
Metric Category
Supplemental
Information
Metric ID
100048
10411
7.3
Supplemental
Information
100050
10411
7.3
Supplemental
Information
100064
10411
7.3
Supplemental
Information
100068
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Process
Element Hierarchy
ID
ID
Process element
10411 7.3
Metric Category
Supplemental
Information
Metric ID
100085
10411
7.3
Supplemental
Information
100087
10411
7.3
Supplemental
Information
101363
10411
7.3
Supplemental
Information
101399
10411
7.3
Supplemental
Information
101644
10411
7.3
Supplemental
Information
101646
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Process
Element Hierarchy
ID
ID
Process element
10411 7.3
Metric Category
Supplemental
Information
Metric ID
101777
10411
7.3
Supplemental
Information
101778
10411
7.3
Supplemental
Information
101779
10411
7.3
101780
10411
7.3
Supplemental
Information
Supplemental
Information
10411
7.3
Supplemental
Information
101782
10411
7.3
101783
10411
7.3
Supplemental
Information
Supplemental
Information
Copyright 2016 APQC
101781
101784
372 of 777
Process
Element Hierarchy
ID
ID
Process element
10411 7.3
Metric Category
Supplemental
Information
Metric ID
104587
10411
7.3
Supplemental
Information
104588
10411
7.3
Supplemental
Information
104589
10411
7.3
Supplemental
Information
104590
10412
7.5
10412
7.5
10412
7.5
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Process
Element Hierarchy
ID
ID
Process element
10412 7.5

10412
7.5
10412
7.5
10412
7.5
10412
7.5
Cycle Time
100299
10412
7.5
Cycle Time
100302
10412
7.5
Process Efficiency
100324
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Process
Element Hierarchy
ID
ID
Process element
10412 7.5
Metric Category
Process Efficiency
Metric ID
101137
10412
7.5
Staff Productivity
100492
10412
7.5
Supplemental
Information
100907
10412
7.5
100909
10412
7.5
Supplemental
Information
Supplemental
Information
10412
7.5
Supplemental
Information
104628
10412
7.5
Supplemental
Information
104629
10412
7.5
Supplemental
Information
104630
10412
7.5
Supplemental
Information
101367
Copyright 2016 APQC
104603
375 of 777
Process
Element Hierarchy
ID
ID
Process element
10412 7.5
Metric Category
Supplemental
Information
Metric ID
101403
10412
7.5
Supplemental
Information
101648
10412
7.5
Supplemental
Information
101815
10412
7.5
Supplemental
Information
101817
10412
7.5
Supplemental
Information
101818
10412
7.5
Supplemental
Information
101819
10412
7.5
Supplemental
Information
101822
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Process
Element Hierarchy
ID
ID
Process element
10412 7.5
Metric Category
Supplemental
Information
Metric ID
101825
10412
7.5
Supplemental
Information
100033
10412
7.5
Supplemental
Information
100052
10412
7.5
Supplemental
Information
100074
10412
7.5
Supplemental
Information
100089
10412
7.5
Supplemental
Information
100115
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10412 7.5
Metric Category
Supplemental
Information
Metric ID
100118
100121
10412
7.5
Supplemental
Information
10412
7.5
10413
7.6
Supplemental
100233
Information
10413
7.6
10413
7.6
10413
7.6
10413
7.6
Cycle Time
100298
10413
7.6
Cycle Time
100301
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10413 7.6
Metric Category
Process Efficiency
Metric ID
101124
10413
7.6
Staff Productivity
101276
10413
7.6
Staff Productivity
100491
10413
7.6
Supplemental
Information
100041
10413
7.6
Supplemental
Information
100058
10413
7.6
Supplemental
Information
100072
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Process
Element Hierarchy
ID
ID
Process element
10413 7.6
Metric Category
Supplemental
Information
Metric ID
100095
10413
7.6
Supplemental
Information
101366
10413
7.6
Supplemental
Information
101402
10413
7.6
Supplemental
Information
101654
10413
7.6
Supplemental
Information
101811
10413
7.6
Supplemental
Information
101812
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Process
Element Hierarchy
ID
ID
Process element
10413 7.6
Metric Category
Supplemental
Information
Metric ID
101813
10413
7.6
Supplemental
Information
101814
10413
7.6
Supplemental
Information
102072
10413
7.6
Supplemental
Information
102074
10413
7.6
102076
10413
7.6
10413
7.6
Supplemental
Information
Supplemental
Information
Supplemental
Information
Copyright 2016 APQC
102078
104714
381 of 777
Process
Element Hierarchy
ID
ID
Process element
10443 7.2.4
Metric Category
Cycle Time
Metric ID
104723
10443
7.2.4
Cycle Time
100571
10443
7.2.4
Process Efficiency
100801
10443
7.2.4
Process Efficiency
100804
10443
7.2.4
Process Efficiency
100807
10443
7.2.4
Process Efficiency
102290
10443
7.2.4
Process Efficiency
102319
10443
7.2.4
Process Efficiency
102606
10443
7.2.4
Process Efficiency
104563
10443
7.2.4
Process Efficiency
104564
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Process
Element Hierarchy
ID
ID
Process element
10443 7.2.4
Metric Category
Supplemental
Information
Metric ID
102326
10443
7.2.4
10469
7.3.1
Supplemental
101340
Information
10469
7.3.1
10469
7.3.1
Supplemental
Information
10470
7.3.2
Copyright 2016 APQC
104576
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Process
Element Hierarchy
ID
ID
Process element
10470 7.3.2

10470
7.3.2
Cycle Time
104029
10470
7.3.2
Cycle Time
104031
10470
7.3.2
Cycle Time
104033
10470
7.3.2
Process Efficiency
102302
10470
7.3.2
Process Efficiency
102331
10470
7.3.2
Process Efficiency
102619
10470
7.3.2
Supplemental
Information
104577
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Process
Element Hierarchy
ID
ID
Process element
10472 7.3.3

10472
7.3.3
10472
7.3.3
Supplemental
Information
10473
7.3.4
10473
7.3.4
Copyright 2016 APQC
104579
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Process
Element Hierarchy
ID
ID
Process element
10473 7.3.4

10473
7.3.4
10473
7.3.4
10473
7.3.4
10473
7.3.4
10473
7.3.4
Cycle Time
100326
10473
7.3.4
Cycle Time
100328
10473
7.3.4
Cycle Time
100330
10473
7.3.4
Cycle Time
104595
10473
7.3.4
Process Efficiency
104586
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Process
Element Hierarchy
ID
ID
Process element
10473 7.3.4
Metric Category
Process Efficiency
Metric ID
101040
10473
7.3.4
Process Efficiency
101904
10473
7.3.4
Process Efficiency
102304
10473
7.3.4
Process Efficiency
102315
10473
7.3.4
Process Efficiency
102621
10473
7.3.4
Process Efficiency
103478
10473
7.3.4
Process Efficiency
103480
10473
7.3.4
Staff Productivity
104585
10473
7.3.4
Staff Productivity
100488
10473
7.3.4
Supplemental
Information
104580
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Process
Element Hierarchy
ID
ID
Process element
10473 7.3.4
Metric Category
Supplemental
Information
Metric ID
104591
10473
7.3.4
Supplemental
Information
104592
10473
7.3.4
Supplemental
Information
104593
10473
7.3.4
Supplemental
Information
104594
10473
7.3.4
100218
10473
7.3.4
10473
7.3.4
10473
7.3.4
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
10493
7.3.4.5

Supplemental
Information
102245
10493
7.3.4.5

Supplemental
Information
102246
Copyright 2016 APQC
100224
100226
100228
388 of 777
Process
Element Hierarchy
ID
ID
Process element
10493 7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
10493
7.3.4.5
Copyright 2016 APQC
Develop, conduct, and manage employee

and/or

and/or
and/or
and/or
and/or
and/or
and/or
and/or
and/or
and/or
and/or
and/or
and/or
Metric Category
Supplemental
Information
Metric ID
102247
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102248
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102780
102249
102250
102251
102252
102253
102254
102783
102786
102789
104597
104598
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Process
Element Hierarchy
ID
ID
Process element
10497 7.5.4
Administer payroll

10497
7.5.4
Administer payroll
10497
7.5.4
Administer payroll
Process Efficiency
101082
10497
7.5.4
Administer payroll
Staff Productivity
100490
10513
7.6.2
Manage separation
10513
7.6.2
Manage separation
10513
7.6.2
Manage separation
10513
7.6.2
Manage separation
Cycle Time
100523
10513
7.6.2
Manage separation
Cycle Time
100525
10513
7.6.2
Manage separation
Cycle Time
100527
10513
7.6.2
Manage separation
Cycle Time
100577
10513
7.6.2
Manage separation
Cycle Time
100579
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Process
Element Hierarchy
ID
ID
Process element
10513 7.6.2
Manage separation
Metric Category
Process Efficiency
Metric ID
101293
10513
7.6.2
Manage separation
Process Efficiency
101431
10513
7.6.2
Manage separation
Process Efficiency
101961
10513
7.6.2
Manage separation
Process Efficiency
102166
10513
7.6.2
Manage separation
Process Efficiency
102168
10513
7.6.2
Manage separation
Process Efficiency
102170
10513
7.6.2
Manage separation
Process Efficiency
103116
10513
7.6.2
Manage separation
Process Efficiency
100019
10513
7.6.2
Manage separation
Process Efficiency
100021
10513
7.6.2
Manage separation
Supplemental
Information
104125
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Process
Element Hierarchy
ID
ID
Process element
10513 7.6.2
Manage separation
Metric Category
Supplemental
Information
Metric ID
102300
10513
7.6.2
Manage separation
Supplemental
Information
102616
10513
7.6.2
Manage separation
Supplemental
Information
102798
10513
7.6.2
Manage separation
Supplemental
Information
102800
10513
7.6.2
Manage separation
Supplemental
Information
102802
10513
7.6.2
Manage separation
Supplemental
Information
102814
10513
7.6.2
Manage separation
102818
10513
7.6.2
Manage separation
10523
7.7.2
Supplemental
Information
Supplemental
Information
Cycle Time
Copyright 2016 APQC
104718
100303
392 of 777
Process
Element Hierarchy
ID
ID
Process element
10523 7.7.2
Metric Category
Cycle Time
Metric ID
100305
10523
7.7.2
Cycle Time
100325
10523
7.7.2
Supplemental
Information
101364
10523
7.7.2
Supplemental
Information
101400
10523
7.7.2
Supplemental
Information
101787
10523
7.7.2
Supplemental
Information
101788
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Process
Element Hierarchy
ID
ID
Process element
10523 7.7.2
Metric Category
Supplemental
Information
Metric ID
101789
10523
7.7.2
Supplemental
Information
101791
10523
7.7.2
Supplemental
Information
101792
10523
7.7.2
Supplemental
Information
101794
10523
7.7.2
Supplemental
Information
101796
10523
7.7.2
Supplemental
Information
101797
10531
7.4.4
Cycle Time
100584
10563
8.1
10563
8.1
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Process
Element Hierarchy
ID
ID
Process element
10563 8.1

10563
8.1
10563
8.1
10563
8.1
10563
8.1
10563
8.1
10563
8.1
10563
8.1
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Process
Element Hierarchy
ID
ID
Process element
10563 8.1

10563
8.1
10563
8.1
10563
8.1
Cycle Time
103433
10563
8.1
Cycle Time
103437
10563
8.1
Process Efficiency
104681
10563
8.1
Process Efficiency
100831
10563
8.1
Process Efficiency
100834
10563
8.1
Process Efficiency
101324
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10563 8.1
Metric Category
Supplemental
Information
Metric ID
102192
10563
8.1
Supplemental
Information
102207
10563
8.1
102221
10563
8.1
10563
8.1
10563
8.1
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Copyright 2016 APQC
102222
102223
102733
397 of 777
Process
Element Hierarchy
ID
ID
Process element
10563 8.1
Metric Category
Supplemental
Information
Metric ID
102736
10563
8.1
Supplemental
Information
104995
10563
8.1
Supplemental
Information
104551
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10564 8.2

10564
8.2
10564
8.2
10564
8.2
10564
8.2
10564
8.2
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10564 8.2

10564
8.2
Process Efficiency
100830
10564
8.2
Process Efficiency
101310
10564
8.2
Supplemental
Information
104552
10564
8.2
Supplemental
Information
104993
10564
8.2
Supplemental
Information
102187
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10564 8.2
10565
8.4
Copyright 2016 APQC
Metric Category
Supplemental
Information
Metric ID
102732
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Process
Element Hierarchy
ID
ID
Process element
10565 8.4

10565
8.4
Cycle Time
100338
10565
8.4
Cycle Time
100367
10565
8.4
Cycle Time
100371
10565
8.4
Cycle Time
100375
10565
8.4
Cycle Time
103459
10565
8.4
Process Efficiency
103485
10565
8.4
Process Efficiency
100825
10565
8.4
Process Efficiency
100832
10565
8.4
Process Efficiency
104962
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10565 8.4
Metric Category
Process Efficiency
Metric ID
101320
10565
8.4
Process Efficiency
101906
10565
8.4
Process Efficiency
101930
10565
8.4
Process Efficiency
101932
10565
8.4
Process Efficiency
101934
10565
8.4
Process Efficiency
102118
10565
8.4
Process Efficiency
100245
10565
8.4
Supplemental
Information
102197
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10565 8.4
10565
8.4
Copyright 2016 APQC
Metric Category
Supplemental
Information
Metric ID
102734
Supplemental
Information
104994
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Process
Element Hierarchy
ID
ID
Process element
10565 8.4
Metric Category
Supplemental
Information
Metric ID
104553
10565
8.4
10566
8.5
Develop and maintain information technology

solutions
10566
8.5

solutions
10566
8.5

solutions
10566
8.5

solutions
10566
8.5

solutions
10566
8.5

solutions
Copyright 2016 APQC
Supplemental
100967
Information
405 of 777
Process
Element Hierarchy
ID
ID
Process element
10566 8.5
solutions

10566
8.5

solutions
Cycle Time
103409
10566
8.5

solutions
Cycle Time
103410
10566
8.5

solutions
Cycle Time
103412
10566
8.5

solutions
Cycle Time
103414
10566
8.5

solutions
Cycle Time
103416
10566
8.5

solutions
Cycle Time
103417
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10566 8.5
solutions
Metric Category
Cycle Time
Metric ID
105065
10566
8.5

solutions
Cycle Time
105066
10566
8.5
maintain information technology
Cycle Time
100335
10566
8.5
Cycle Time
100336
10566
8.5
Cycle Time
100348
10566
8.5
Cycle Time
100353
10566
8.5
Cycle Time
100357
10566
8.5
Develop and
solutions
Develop and
solutions
Develop and
solutions
Develop and
solutions
Develop and
solutions
Develop and
solutions
Process Efficiency
100829
10566
8.5

solutions
Process Efficiency
100891
10566
8.5

solutions
Process Efficiency
105078
10566
8.5

solutions
Process Efficiency
102122
10566
8.5

solutions
Process Efficiency
102212
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Process
Element Hierarchy
ID
ID
Process element
10566 8.5
solutions
Metric Category
Process Efficiency
Metric ID
102409
10566
8.5

solutions
Process Efficiency
102412
10566
8.5

solutions
Process Efficiency
101307
10566
8.5
Process Efficiency
101418
10566
8.5

solutions
solutions
Process Efficiency
105063
10566
8.5

solutions
Process Efficiency
100249
10566
8.5
8.5
10566
8.5
Supplemental
Information
Supplemental
Information
Supplemental
Information
100114
10566

solutions
solutions
solutions
10566
8.5

solutions
Supplemental
Information
102182
Copyright 2016 APQC
102631
102731
408 of 777
Process
Element Hierarchy
ID
ID
Process element
10566 8.5
solutions
Metric Category
Supplemental
Information
Metric ID
105080

solutions
solutions
Supplemental
Information
Supplemental
Information
105081
10566
8.5
10566
8.5
10566
8.5

solutions
Supplemental
Information
104992
10566
8.5
8.5
Supplemental
Information
Supplemental
Information
104351
10566

solutions
solutions
10566
8.5

solutions
Supplemental
Information
100912
10566
8.5

solutions
Supplemental
Information
100913
10566
8.5

solutions
Supplemental
Information
100914
10566
8.5

solutions
Supplemental
Information
100915
10566
8.5

solutions
Supplemental
Information
100916
Copyright 2016 APQC
104554
100911
409 of 777
Process
Element Hierarchy
ID
ID
Process element
10567 8.6

10567
8.6
10567
8.6
10567
8.6
10567
8.6
10567
8.6
10567
8.6
10567
8.6
Cycle Time
Copyright 2016 APQC
104930
410 of 777
Process
Element Hierarchy
ID
ID
Process element
10567 8.6
Metric Category
Cycle Time
Metric ID
100342
10567
8.6
Cycle Time
100362
10567
8.6
Process Efficiency
100828
10567
8.6
Process Efficiency
101302
10567
8.6
Process Efficiency
102794
10567
8.6
Process Efficiency
102796
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Process
Element Hierarchy
ID
ID
Process element
10567 8.6
Metric Category
Supplemental
Information
Metric ID
102730
10567
8.6
Supplemental
Information
102177
10567
8.6
Supplemental
Information
104990
10567
8.6
Supplemental
Information
104555
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10568 8.7
Deliver and support information technology
services

10568
8.7

services
10568
8.7

services
10568
8.7

services
10568
8.7

services
10568
8.7

services
10568
8.7

services
10568
8.7

services
10568
8.7

services
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10568 8.7
services
10568
8.7
10568
8.7
10568


services
services
Cycle Time
100333
Process Efficiency
100827
8.7

services
Process Efficiency
101300
10568
8.7

services
Process Efficiency
102674
10568
8.7

services
Process Efficiency
102675
10568
8.7

services
Process Efficiency
102678
10568
8.7

services
Process Efficiency
102679
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Process
Element Hierarchy
ID
ID
Process element
10568 8.7
services
Metric Category
Process Efficiency
Metric ID
102676
10568
8.7

services
Process Efficiency
102677
10568
8.7

services
Supplemental
Information
102729
10568
8.7

services
Supplemental
Information
102172
10568
8.7

services
Supplemental
Information
104989
10568
8.7

services
Supplemental
Information
104556
10570
8.1.1
Process Efficiency
104655
10575
8.1.5

performance
10575
8.1.5

performance
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Process
Element Hierarchy
ID
ID
Process element
10575 8.1.5
performance
10575
8.1.5
10575
8.1.5
10575
8.1.5
10578


performance
performance
performance
Process Efficiency
104647
Process Efficiency
104648
Staff Productivity
104677
8.2.1
10578
8.2.1
Cycle Time
104643
10578
8.2.1
Cycle Time
104644
10578
8.2.1
Process Efficiency
104651
10578
8.2.1
Process Efficiency
104652
10578
8.2.1
Process Efficiency
104658
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Process
Element Hierarchy
ID
ID
Process element
10578 8.2.1
Metric Category
Process Efficiency
Metric ID
104659
104678
10578
8.2.1
Staff Productivity
10581
8.2.4
10581
8.2.4
Process Efficiency
104649
10581
8.2.4
Process Efficiency
104650
10581
8.2.4
Process Efficiency
104660
10581
8.2.4
Staff Productivity
104676
10583
8.4.1
Develop information and content management

strategies
10583
8.4.1

strategies
10583
8.4.1

strategies
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Process
Element Hierarchy
ID
ID
Process element
10583 8.4.1
strategies

10583
8.4.1

strategies
10583
8.4.1

strategies
10583
8.4.1

strategies
Process Efficiency
101304
10583
8.4.1

strategies
Supplemental
Information
101846
10584
8.4.2
10584
8.4.2
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Process
Element Hierarchy
ID
ID
Process element
10584 8.4.2

10584
8.4.2
10584
8.4.2
10584
8.4.2
10584
8.4.2
Process Efficiency
101297
10584
8.4.2
Supplemental
Information
101840
10585
8.4.3
10585
8.4.3
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Process
Element Hierarchy
ID
ID
Process element
10585 8.4.3

10585
8.4.3
10585
8.4.3
10585
8.4.3
10585
8.4.3
Process Efficiency
101315
10585
8.4.3
Supplemental
Information
101848
10586
8.4.4
Perform enterprise data and content management Cost Effectiveness 101509
10586
8.4.4
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Process
Element Hierarchy
ID
ID
Process element
10586 8.4.4
10586
8.4.4
10586
8.4.4
10586
8.4.4
10586
8.4.4
Perform enterprise data and content management Process Efficiency
101326
10586
8.4.4
Perform enterprise data and content management Supplemental

Information
101850
10587
8.5.1
10587
8.5.1
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Process
Element Hierarchy
ID
ID
Process element
10590 8.5.4

10590
8.5.4
10590
8.5.4
10590
8.5.4
10590
8.5.4
Cycle Time
104645
10590
8.5.4
Cycle Time
104646
10590
8.5.4
Process Efficiency
104642
10590
8.5.4
Staff Productivity
104679
10591
8.5.5
Process Efficiency
104666
10591
8.5.5
Process Efficiency
104667
10591
8.5.5
Process Efficiency
104668
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Process
Element Hierarchy
ID
ID
Process element
10592 8.6.1
10592
8.6.1
10599
8.7.5

Supplemental
104982
Information
Supplemental
104983
Information
10599
8.7.5
Process Efficiency
104665
10599
8.7.5
Process Efficiency
104669
10599
8.7.5
Staff Productivity
104680
10599
8.7.5
10599
8.7.5
10728
9.1
Supplemental
104976
Information
Supplemental
104977
Information
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Process
Element Hierarchy
ID
ID
Process element
10728 9.1

10728
9.1
10728
9.1
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Process
Element Hierarchy
ID
ID
Process element
10728 9.1

10728
9.1
10728
9.1
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Process
Element Hierarchy
ID
ID
Process element
10728 9.1
Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10728 9.1
Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10728 9.1
Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10728 9.1
Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10728 9.1
10728
9.1
Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10728 9.1
10728
9.1
Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10728 9.1
10728
9.1
Copyright 2016 APQC

Process Efficiency
101089
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Process
Element Hierarchy
ID
ID
Process element
10728 9.1
Metric Category
Process Efficiency
Metric ID
101172
102050
10728
9.1
Supplemental
Information
10729
9.2
10729
9.2
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Process
Element Hierarchy
ID
ID
Process element
10729 9.2
Metric Category
Process Efficiency
Metric ID
101042
102017
10729
9.2
Supplemental
Information
10730
9.3
10730
9.3
10730
9.3
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Process
Element Hierarchy
ID
ID
Process element
10730 9.3
Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10730 9.3
Copyright 2016 APQC

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Process
Element Hierarchy
ID
ID
Process element
10730 9.3

10730
9.3
Cycle Time
100613
10730
9.3
Process Efficiency
100981
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Process
Element Hierarchy
ID
ID
Process element
10730 9.3
Metric Category
Process Efficiency
Metric ID
104843
10730
9.3
Supplemental
Information
102048
10731
9.4
Process Efficiency
101161
10731
9.4
Supplemental
Information
102039
10732
9.5
Process payroll
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Process
Element Hierarchy
ID
ID
10732 9.5
Process payroll
Process element

10732
9.5
Process payroll
10732
9.5
Process payroll
10732
9.5
Process payroll
10732
9.5
Process payroll
10732
9.5
Process payroll
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Process
Element Hierarchy
ID
ID
10732 9.5
Process payroll
Process element

10732
9.5
Process payroll
10732
9.5
Process payroll
10732
9.5
Process payroll
Cycle Time
100152
10732
9.5
Process payroll
Process Efficiency
101106
10732
9.5
Process payroll
Process Efficiency
101184
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Process
Element Hierarchy
ID
ID
10732 9.5
Process payroll
Process element
Metric Category
Staff Productivity
Metric ID
101372
10732
9.5
Process payroll
Staff Productivity
100920
10732
9.5
Process payroll
Supplemental
Information
102057
10732
9.5
Process payroll
Supplemental
Information
103053
10732
9.5
Process payroll
Supplemental
Information
103379
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Process
Element Hierarchy
ID
ID
Process element
10733 9.6
Process accounts payable and expense
reimbursements

10733
9.6

reimbursements
10733
9.6

reimbursements
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Process
Element Hierarchy
ID
ID
Process element
10733 9.6
reimbursements
10733
9.6
Copyright 2016 APQC

reimbursements

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Process
Element Hierarchy
ID
ID
Process element
10733 9.6
reimbursements

10733
9.6

reimbursements
10733
9.6

reimbursements
10733
9.6

reimbursements
Process Efficiency
104822
10733
9.6

reimbursements
Process Efficiency
101095
10733
9.6

reimbursements
Supplemental
Information
102018
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Process
Element Hierarchy
ID
ID
Process element
10733 9.6
reimbursements
10733
9.6
Copyright 2016 APQC

reimbursements
Metric Category
Supplemental
Information
Metric ID
104823
Supplemental
Information
104831
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Process
Element Hierarchy
ID
ID
Process element
10733 9.6
reimbursements
10733
9.6
Copyright 2016 APQC

reimbursements
Metric Category
Supplemental
Information
Metric ID
104826
Supplemental
Information
104827
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Process
Element Hierarchy
ID
ID
Process element
10734 9.7

10734
9.7
10734
9.7
10734
9.7
Process Efficiency
103152
10734
9.7
Process Efficiency
101167
10734
9.7
Staff Productivity
104617
10734
9.7
Staff Productivity
104812
10734
9.7
Staff Productivity
104820
10734
9.7
104776
10734
9.7
Supplemental
Information
Supplemental
Information
Copyright 2016 APQC
102045
447 of 777
Process
Element Hierarchy
ID
ID
Process element
10735 9.8

10735
9.8
10735
9.8
Copyright 2016 APQC
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Process
Element Hierarchy
ID
ID
Process element
10735 9.8

10735
9.8
10735
9.8
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Process
Element Hierarchy
ID
ID
Process element
10735 9.8
Metric Category
Process Efficiency
Metric ID
101163
102041
10735
9.8
Supplemental
Information
10736
9.9
Manage taxes
10736
9.9
Manage taxes
10736
9.9
Manage taxes
Process Efficiency
101165
10736
9.9
Manage taxes
Supplemental
Information
102043
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Process
Element Hierarchy
ID
ID
Process element
10738 9.1.1

10738
9.1.1
10738
9.1.1
10738
9.1.1
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Process
Element Hierarchy
ID
ID
Process element
10738 9.1.1

10738
9.1.1
10738
9.1.1
10738
9.1.1
10738
9.1.1
10738
9.1.1
Cycle Time
100160
10738
9.1.1
Cycle Time
100604
10738
9.1.1
Cycle Time
100635
10738
9.1.1
Process Efficiency
100892
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Process
Element Hierarchy
ID
ID
Process element
10738 9.1.1
Metric Category
Process Efficiency
Metric ID
101098
10738
9.1.1
Process Efficiency
101760
10738
9.1.1
Process Efficiency
101761
10738
9.1.1
Process Efficiency
101762
10738
9.1.1
Staff Productivity
105134
10738
9.1.1
Supplemental
Information
102027
10739
9.1.2
Supplemental
Information
102059
10739
9.1.2
Supplemental
Information
105140
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Process
Element Hierarchy
ID
ID
Process element
10741 9.1.4

10741
9.1.4
10741
9.1.4
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Process
Element Hierarchy
ID
ID
Process element
10741 9.1.4

10741
9.1.4
10741
9.1.4
10741
9.1.4
10741
9.1.4
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Process
Element Hierarchy
ID
ID
Process element
10741 9.1.4

10741
9.1.4
Cycle Time
100616
10741
9.1.4
Cycle Time
100617
10741
9.1.4
Cycle Time
100618
10741
9.1.4
Process Efficiency
101019
10741
9.1.4
Staff Productivity
103159
10741
9.1.4
Supplemental
Information
101763
10741
9.1.4
Supplemental
Information
101973
10741
9.1.4
Supplemental
Information
101976
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Process
Element Hierarchy
ID
ID
Process element
10741 9.1.4
Metric Category
Supplemental
Information
Metric ID
102009
10741
9.1.4
Supplemental
Information
102831
10741
9.1.4
Supplemental
Information
100684
10741
9.1.4
Supplemental
Information
100405
10741
9.1.4
Supplemental
Information
100407
10742
9.2.1
10742
9.2.1
10742
9.2.1
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Process
Element Hierarchy
ID
ID
Process element
10742 9.2.1

10742
9.2.1
10742
9.2.1
10742
10742
9.2.1
9.2.1

Cycle Time
Process Efficiency
100561
101078
10742
9.2.1
Process Efficiency
101114
10742
9.2.1
Staff Productivity
100878
10742
9.2.1
Staff Productivity
100902
10742
9.2.1
Supplemental
Information
102034
10743
9.2.2
Invoice customer
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Process
Element Hierarchy
ID
ID
Process element
10743 9.2.2
Invoice customer

10743
9.2.2
Invoice customer
10743
9.2.2
Invoice customer
10743
9.2.2
Invoice customer
10743
9.2.2
Invoice customer
10743
9.2.2
Invoice customer
10743
9.2.2
Invoice customer
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Process
Element Hierarchy
ID
ID
Process element
10743 9.2.2
Invoice customer

10743
9.2.2
Invoice customer
10743
9.2.2
Invoice customer
Cycle Time
100558
10743
9.2.2
Invoice customer
Cycle Time
100164
10743
9.2.2
Invoice customer
Process Efficiency
101035
10743
9.2.2
Invoice customer
Process Efficiency
102134
10743
9.2.2
Invoice customer
Process Efficiency
102142
10743
9.2.2
Invoice customer
Process Efficiency
102161
10743
9.2.2
Invoice customer
Staff Productivity
101280
10743
9.2.2
Invoice customer
Staff Productivity
101287
10743
9.2.2
Invoice customer
Supplemental
Information
102157
10743
9.2.2
Invoice customer
Supplemental
Information
101870
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Process
Element Hierarchy
ID
ID
Process element
10743 9.2.2
Invoice customer
Metric Category
Supplemental
Information
Metric ID
102010
10743
9.2.2
Invoice customer
10743
9.2.2
Invoice customer
10744
9.2.3
Supplemental
100230
Information
Supplemental
100387
Information
10744
9.2.3
10744
9.2.3
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Process
Element Hierarchy
ID
ID
Process element
10744 9.2.3

10744
9.2.3
10744
9.2.3
10744
9.2.3
10744
9.2.3
10744
9.2.3
10744
9.2.3
Cycle Time
100178
10744
9.2.3
Cycle Time
100581
10744
9.2.3
Process Efficiency
103167
10744
9.2.3
Process Efficiency
102152
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Process
Element Hierarchy
ID
ID
Process element
10744 9.2.3
Metric Category
Process Efficiency
Metric ID
102264
10744
9.2.3
Process Efficiency
102286
10744
9.2.3
Process Efficiency
102463
10744
9.2.3
Process Efficiency
101656
10744
9.2.3
Process Efficiency
101758
10744
9.2.3
Process Efficiency
101950
10744
9.2.3
Process Efficiency
101109
10744
9.2.3
Staff Productivity
101395
10744
9.2.3
Staff Productivity
100797
10744
9.2.3
Staff Productivity
100904
10744
9.2.3
Supplemental
Information
101278
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Process
Element Hierarchy
ID
ID
Process element
10744 9.2.3
Metric Category
Supplemental
Information
Metric ID
102011
10744
9.2.3
Supplemental
Information
102033
10744
9.2.3
Supplemental
Information
103004
10744
9.2.3
Supplemental
Information
103340
10745
9.2.4
10745
9.2.4
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Process
Element Hierarchy
ID
ID
Process element
10745 9.2.4

10745
9.2.4
10745
9.2.4
10745
9.2.4
10745
9.2.4
10745
9.2.4
10745
9.2.4
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Process
Element Hierarchy
ID
ID
Process element
10745 9.2.4
Metric Category
Process Efficiency
Metric ID
101048
10745
9.2.4
Process Efficiency
102155
10745
9.2.4
Process Efficiency
104166
10745
9.2.4
Staff Productivity
100796
10745
9.2.4
Staff Productivity
104115
10745
9.2.4
Supplemental
Information
102013
10746
9.2.5
10746
9.2.5
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Process
Element Hierarchy
ID
ID
Process element
10746 9.2.5

10746
9.2.5
10746
9.2.5
Cycle Time
100628
10746
9.2.5
Process Efficiency
101043
10746
9.2.5
Staff Productivity
100880
10746
9.2.5
Supplemental
Information
102012
10747
9.3.1
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Process
Element Hierarchy
ID
ID
Process element
10747 9.3.1

10747
9.3.1
10747
9.3.1
10747
9.3.1
10747
9.3.1
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Process
Element Hierarchy
ID
ID
Process element
10747 9.3.1
Metric Category
Process Efficiency
Metric ID
101054
10747
9.3.1
Supplemental
Information
102015
10747
9.3.1
Supplemental
Information
104846
10748
9.3.2
10748
9.3.2
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Process
Element Hierarchy
ID
ID
Process element
10748 9.3.2

10748
9.3.2
10748
9.3.2
10748
9.3.2
10748
9.3.2
10748
9.3.2
Cycle Time
104615
10748
9.3.2
Cycle Time
100625
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Process
Element Hierarchy
ID
ID
Process element
10748 9.3.2
Metric Category
Process Efficiency
Metric ID
100848
10748
9.3.2
Process Efficiency
101753
10748
9.3.2
Process Efficiency
101765
10748
9.3.2
Process Efficiency
101096
10748
9.3.2
Staff Productivity
101330
10748
9.3.2
Staff Productivity
100875
10748
9.3.2
Supplemental
Information
101827
10748
9.3.2
Supplemental
Information
102025
10748
9.3.2
Supplemental
Information
100874
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Process
Element Hierarchy
ID
ID
Process element
10748 9.3.2
Metric Category
Supplemental
Information
Metric ID
104847
10749
9.3.3
10749
9.3.3
10749
9.3.3
10749
9.3.3
10749
9.3.3
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Process
Element Hierarchy
ID
ID
Process element
10749 9.3.3

10749
9.3.3
10749
9.3.3
10749
9.3.3
10749
9.3.3
10749
9.3.3
10749
9.3.3
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Process
Element Hierarchy
ID
ID
Process element
10749 9.3.3

10749
9.3.3
10749
9.3.3
10749
9.3.3
Cycle Time
100591
10749
10749
9.3.3
9.3.3

Cycle Time
Cycle Time
100592
100593
10749
9.3.3
Process Efficiency
100734
10749
9.3.3
Process Efficiency
100307
10749
9.3.3
Process Efficiency
101869
10749
9.3.3
Process Efficiency
101902
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Process
Element Hierarchy
ID
ID
Process element
10749 9.3.3
Metric Category
Process Efficiency
Metric ID
101903
10749
9.3.3
Process Efficiency
101091
10749
9.3.3
Process Efficiency
101162
10749
9.3.3
Staff Productivity
101329
10749
9.3.3
Staff Productivity
100964
10749
9.3.3
Staff Productivity
100965
10749
9.3.3
100868
10749
9.3.3
Supplemental
Information
Supplemental
Information
10749
9.3.3
Supplemental
Information
102022
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Process
Element Hierarchy
ID
ID
Process element
10749 9.3.3
Metric Category
Supplemental
Information
Metric ID
102040
10749
9.3.3
Supplemental
Information
104849
10749
9.3.3
Supplemental
Information
105125
10750
9.3.4
10750
9.3.4
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Process
Element Hierarchy
ID
ID
Process element
10750 9.3.4

10750
9.3.4
10750
9.3.4
10750
9.3.4
10750
9.3.4
Cycle Time
100162
10750
9.3.4
Cycle Time
100552
10750
9.3.4
Cycle Time
100555
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Process
Element Hierarchy
ID
ID
Process element
10750 9.3.4
Metric Category
Cycle Time
Metric ID
100594
10750
9.3.4
Cycle Time
100597
10750
9.3.4
Process Efficiency
101090
10750
9.3.4
Supplemental
Information
104852
10750
9.3.4
Supplemental
Information
102021
10751
9.4.1
10751
9.4.1
10751
9.4.1
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Process
Element Hierarchy
ID
ID
Process element
10751 9.4.1

10751
9.4.1
10751
9.4.1
10751
9.4.1
10751
10751
9.4.1
9.4.1

Cycle Time
Process Efficiency
100586
101086
10751
9.4.1
Process Efficiency
105133
10751
9.4.1
Process Efficiency
100009
10751
9.4.1
Supplemental
Information
102019
10752
9.4.2
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Process
Element Hierarchy
ID
ID
Process element
10752 9.4.2

10752
9.4.2
10752
9.4.2
10752
9.4.2
10752
9.4.2
10752
9.4.2
Process Efficiency
100896
10752
9.4.2
Process Efficiency
101088
10752
9.4.2
Supplemental
Information
102020
10753
9.5.1
Report time
10753
9.5.1
Report time
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Process
Element Hierarchy
ID
ID
10753 9.5.1
Report time
Process element

10753
9.5.1
Report time
10753
9.5.1
Report time
10753
9.5.1
Report time
10753
9.5.1
Report time
10753
9.5.1
Report time
Cycle Time
100540
10753
9.5.1
Report time
Process Efficiency
101130
10753
9.5.1
Report time
Process Efficiency
101134
10753
9.5.1
Report time
Process Efficiency
104487
10753
9.5.1
Report time
Process Efficiency
104488
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Process
Element Hierarchy
ID
ID
10753 9.5.1
Report time
Process element
Metric Category
Process Efficiency
Metric ID
102696
10753
9.5.1
Report time
Process Efficiency
102698
10753
9.5.1
Report time
Staff Productivity
101422
10753
9.5.1
Report time
Supplemental
Information
102037
10753
9.5.1
Report time
Supplemental
Information
102389
10754
9.5.2
Manage pay
10754
9.5.2
Manage pay
10754
9.5.2
Manage pay
10754
9.5.2
Manage pay
10754
9.5.2
Manage pay
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Process
Element Hierarchy
ID
ID
10754 9.5.2
Manage pay
Process element

10754
9.5.2
Manage pay
10754
9.5.2
Manage pay
Cycle Time
100529
10754
9.5.2
Manage pay
Cycle Time
100532
10754
9.5.2
Manage pay
Cycle Time
100536
10754
9.5.2
Manage pay
Cycle Time
100543
10754
9.5.2
Manage pay
Cycle Time
100546
10754
9.5.2
Manage pay
Cycle Time
100549
10754
9.5.2
Manage pay
Process Efficiency
101057
10754
9.5.2
Manage pay
Process Efficiency
101061
10754
9.5.2
Manage pay
Process Efficiency
101373
10754
9.5.2
Manage pay
Process Efficiency
101429
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Process
Element Hierarchy
ID
ID
10754 9.5.2
Manage pay
Process element
Metric Category
Process Efficiency
Metric ID
101739
10754
9.5.2
Manage pay
Process Efficiency
101958
10754
9.5.2
Manage pay
Process Efficiency
102380
10754
9.5.2
Manage pay
Process Efficiency
102383
10754
9.5.2
Manage pay
Staff Productivity
101334
10754
9.5.2
Manage pay
Staff Productivity
101370
10754
9.5.2
Manage pay
Supplemental
Information
100390
10754
9.5.2
Manage pay
Supplemental
Information
102385
10754
9.5.2
Manage pay
Supplemental
Information
102014
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Process
Element Hierarchy
ID
ID
Process element
10755 9.5.3

10755
9.5.3
10755
9.5.3
10755
9.5.3
10755
9.5.3
10755
9.5.3
10755
9.5.3
Cycle Time
100534
10755
9.5.3
Process Efficiency
101120
10755
9.5.3
Process Efficiency
101128
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Process
Element Hierarchy
ID
ID
Process element
10755 9.5.3
Metric Category
Supplemental
Information
Metric ID
102007
102387
10755
9.5.3
Supplemental
Information
10756
9.6.1
10756
9.6.1
10756
9.6.1
10756
9.6.1
10756
9.6.1
10756
9.6.1
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Process
Element Hierarchy
ID
ID
Process element
10756 9.6.1

10756
9.6.1
10756
9.6.1
10756
9.6.1
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Process
Element Hierarchy
ID
ID
Process element
10756 9.6.1

10756
9.6.1
10756
9.6.1
10756
9.6.1
10756
9.6.1
10756
9.6.1
10756
9.6.1
10756
9.6.1
10756
9.6.1
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Process
Element Hierarchy
ID
ID
Process element
10756 9.6.1
Metric Category
Cycle Time
Metric ID
104923
10756
9.6.1
Cycle Time
100575
10756
9.6.1
Cycle Time
100632
10756
9.6.1
Cycle Time
100636
10756
9.6.1
Cycle Time
100154
10756
9.6.1
Process Efficiency
102136
10756
9.6.1
Process Efficiency
102139
10756
9.6.1
Process Efficiency
102146
10756
9.6.1
Process Efficiency
104301
10756
9.6.1
Process Efficiency
102149
10756
9.6.1
Process Efficiency
102163
10756
9.6.1
Process Efficiency
102164
10756
9.6.1
Process Efficiency
101738
10756
9.6.1
Process Efficiency
101944
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Process
Element Hierarchy
ID
ID
Process element
10756 9.6.1
Metric Category
Process Efficiency
Metric ID
101947
10756
9.6.1
Process Efficiency
101108
10756
9.6.1
Staff Productivity
101283
10756
9.6.1
Staff Productivity
101290
10756
9.6.1
Staff Productivity
105039
10756
9.6.1
Staff Productivity
105040
10756
9.6.1
Staff Productivity
105041
10756
9.6.1
Staff Productivity
105042
10756
9.6.1
Staff Productivity
100917
10756
9.6.1
104924
10756
9.6.1
Supplemental
Information
Supplemental
Information
Copyright 2016 APQC
104925
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Process
Element Hierarchy
ID
ID
Process element
10756 9.6.1
Metric Category
Supplemental
Information
Metric ID
104926
10756
9.6.1
Supplemental
Information
104927
10756
9.6.1
Supplemental
Information
104928
10756
9.6.1
Supplemental
Information
104929
10756
9.6.1
Supplemental
Information
104605
10756
9.6.1
Supplemental
Information
104612
10756
9.6.1
104922
10756
9.6.1
10756
9.6.1
Supplemental
Information
Supplemental
Information
Supplemental
Information
10756
9.6.1
Supplemental
Information
102996
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101285
102032
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Process
Element Hierarchy
ID
ID
Process element
10756 9.6.1
Metric Category
Supplemental
Information
Metric ID
103335
10757
9.6.2
10757
9.6.2
10757
9.6.2
10757
9.6.2
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Process
Element Hierarchy
ID
ID
Process element
10757 9.6.2

10757
9.6.2
10757
9.6.2
10757
9.6.2
10757
9.6.2
10757
9.6.2
10757
9.6.2
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Process
Element Hierarchy
ID
ID
Process element
10757 9.6.2

10757
9.6.2
Cycle Time
100587
10757
9.6.2
Process Efficiency
101119
10757
9.6.2
Process Efficiency
101262
10757
9.6.2
Process Efficiency
101995
10757
9.6.2
Process Efficiency
102650
10757
9.6.2
Staff Productivity
101419
10757
9.6.2
Staff Productivity
100952
10757
9.6.2
100955
10757
9.6.2
Supplemental
Information
Supplemental
Information
Copyright 2016 APQC
104608
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Process
Element Hierarchy
ID
ID
Process element
10757 9.6.2
Metric Category
Supplemental
Information
Metric ID
104609
10757
9.6.2
Supplemental
Information
104610
10757
9.6.2
Supplemental
Information
104611
10757
9.6.2
Supplemental
Information
102035
10759
9.7.2
Manage cash
10759
9.7.2
Manage cash
10759
9.7.2
Manage cash
Cycle Time
100171
10759
9.7.2
Manage cash
Cycle Time
100175
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Process
Element Hierarchy
ID
ID
10759 9.7.2
Manage cash
Process element
Metric Category
Cycle Time
Metric ID
104809
10759
9.7.2
Manage cash
Staff Productivity
104810
10759
9.7.2
Manage cash
Staff Productivity
104811
10759
9.7.2
Manage cash
Staff Productivity
104818
10759
9.7.2
Manage cash
Staff Productivity
104819
10762
9.8.1
Establish internal controls, policies, and

procedures
10762
9.8.1

procedures
10762
9.8.1

procedures
10762
9.8.1

procedures
10762
9.8.1

procedures
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Process
Element Hierarchy
ID
ID
Process element
10762 9.8.1
procedures
Metric Category
Process Efficiency
Metric ID
101018
10762
9.8.1

procedures
Supplemental
Information
102006
10762
9.8.1

procedures
Supplemental
Information
102112
10762
9.8.1

procedures
Supplemental
Information
102113
10762
9.8.1

procedures
Supplemental
Information
102114
10762
9.8.1

procedures
Supplemental
Information
102115
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Process
Element Hierarchy
ID
ID
Process element
10762 9.8.1
procedures
Metric Category
Supplemental
Information
Metric ID
102312
10762
9.8.1

procedures
Supplemental
Information
102313
10762
9.8.1

procedures
Supplemental
Information
102314
10762
9.8.1

procedures
Supplemental
Information
102372
10762
9.8.1

procedures
Supplemental
Information
102373
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Process
Element Hierarchy
ID
ID
Process element
10762 9.8.1
procedures
Metric Category
Supplemental
Information
Metric ID
102374
10763
9.8.2
Operate controls and monitor compliance with

internal controls policies and procedures
10763
9.8.2

10763
9.8.2

10763
9.8.2

10763
9.8.2

Cycle Time
Copyright 2016 APQC
100140
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Process
Element Hierarchy
ID
ID
Process element
10763 9.8.2
Metric Category
Cycle Time
Metric ID
100144
10763
9.8.2

Cycle Time
100148
10763
9.8.2
Cycle Time
100608
10763
9.8.2

Process Efficiency
100899
10763
9.8.2

Process Efficiency
101070
10763
9.8.2
Process Efficiency
101375
10763
9.8.2

Process Efficiency
101424
10763
9.8.2
Process Efficiency
102392
10763
9.8.2
9.8.2
Supplemental
Information
Supplemental
Information
102398
10763

Copyright 2016 APQC
102401
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Process
Element Hierarchy
ID
ID
Process element
10763 9.8.2
10763 9.8.2
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
103173
102016
101912
10763
9.8.2

Supplemental
Information
10764
9.8.3
10764
9.8.3
10764
9.8.3
10764
9.8.3
10764
9.8.3
Process Efficiency
102391
10764
9.8.3
Process Efficiency
101125
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Process
Element Hierarchy
ID
ID
Process element
10764 9.8.3
Metric Category
Supplemental
Information
Metric ID
101459
Supplemental
Information
Supplemental
Information
Supplemental
Information
101533
Process Efficiency
104604
10764
9.8.3
10764
9.8.3
10764
9.8.3
10876
9.6.1.8
Process payments
11208
9.7.5
Monitor and execute risk and hedging transactions Cost Effectiveness 104817
11208
9.7.5
Monitor and execute risk and hedging transactions Staff Productivity
104821
11208
9.7.5
Monitor and execute risk and hedging transactions Staff Productivity
104813
11216
11.4
Cycle Time
103439
11216
11.4
Cycle Time
103443
Copyright 2016 APQC
100770
102036
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Process
Element Hierarchy
ID
ID
Process element
11216 11.4
Metric Category
Cycle Time
Metric ID
103447
11216
11.4
Cycle Time
103451
11216
11.4
Cycle Time
103455
11216
11.4
Process Efficiency
101318
11216
11.4
Supplemental
Information
104558
11220
8.3
Develop and implement security, privacy, and

data protection controls
11220
8.3

Process Efficiency
Copyright 2016 APQC
105218
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Process
Element Hierarchy
ID
ID
Process element
11220 8.3
Metric Category
Supplemental
Information
Metric ID
105219
104991
11220
8.3

Supplemental
Information
12658
6.3
12658
6.3
Cycle Time
104855
12658
6.3
Process Efficiency
104856
12658
6.3
Process Efficiency
104857
12658
6.3
Process Efficiency
104858
12658
6.3
Process Efficiency
104859
12658
6.3
Process Efficiency
104860
12658
6.3
Process Efficiency
104887
12658
6.3
12669
6.3.1
Supplemental
104889
Information
12669
6.3.1
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Process
Element Hierarchy
ID
ID
Process element
12669 6.3.1

12669
6.3.1
12669
6.3.1
12669
6.3.1
12669
6.3.1
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Process
Element Hierarchy
ID
ID
Process element
12669 6.3.1

12669
6.3.1
12669
6.3.1
12669
6.3.1
12669
6.3.1
12669
6.3.1
Cycle Time
104870
12669
6.3.1
Process Efficiency
104871
12669
6.3.1
Process Efficiency
104872
12669
6.3.1
Process Efficiency
104873
12669
6.3.1
Process Efficiency
104874
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Process
Element Hierarchy
ID
ID
Process element
12669 6.3.1
Metric Category
Process Efficiency
Metric ID
104875
12669
6.3.1
Process Efficiency
104876
12669
6.3.1
Process Efficiency
104877
12669
6.3.1
Process Efficiency
104878
12669
6.3.1
Process Efficiency
104879
12669
6.3.1
Process Efficiency
104880
12669
6.3.1
Process Efficiency
104881
12669
6.3.1
Process Efficiency
104882
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Process
Element Hierarchy
ID
ID
Process element
12669 6.3.1
Metric Category
Process Efficiency
Metric ID
104883
12669
6.3.1
Process Efficiency
104884
12669
6.3.1
Process Efficiency
104885
12669
6.3.1
Process Efficiency
104886
12672
6.5.4
104888
17058
9.0
17058
9.0
17058
9.0
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
17058
9.0
Supplemental
Information
105126
17058
9.0
Supplemental
Information
105127
17058
9.0
Supplemental
Information
105128
Copyright 2016 APQC
105083
105084
105085
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Metric name
Formula
Units
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $1 billion revenue
the past three years / (Total business entity
revenue * 0.000000001)
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $100 million R&D
the past three years / (Research and development
spend
(R&D) costs over the past three reporting periods *
0.000000010)
Engineering change order (ECO) costs as a
Engineering change-order costs as a percentage of percent
percentage of the total new product development total new product development costs
cost
Compound annual growth rate of R&D costs over
the past three reporting periods
(((Costs of research and development (R&D) /

Research and development (R&D) costs over the
past three reporting periods) ^ 0.3333) - 1) *
100.0
percent
Cost of existing product/service extension

opportunities per $1,000 revenue
Cost of new product/service opportunities from

existing product/service extensions / (Total
business entity revenue * 0.0010)
dollars
Cost of existing product/service extension

opportunities per product/service extensions
opportunity

existing product/service extensions / Number of
product/service opportunities that are existing
product/service extensions
dollars
Cost of existing product/service improvement


existing product/service improvements / (Total
dollars
Cost of existing product/service improvement

opportunities per product/service improvement
opportunity

existing product/service improvements / Number
of product/service opportunities that are existing
product/service improvements
dollars
Cost of new product/service development


new product/service developments / (Total
dollars
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Metric name
Formula
Cost of new product/service development
opportunities per new product/service opportunity new product/service developments / Number of
product/service opportunities that are new
product/service developments
Units
dollars
Budget for research and development (R&D) as a (Budget for research and development (R&D) /
percent
percentage of revenue
Total business entity revenue) * 100.0
Average project cost from the start of the design Average project cost from the start of the design dollars
and develop products/services process through the and develop products/services process through the
support product manufacturing or service delivery support product manufacturing or service delivery
process for existing product/service extension
projects
projects
projects per $1,000 revenue
projects / (Total business entity revenue * 0.0010)
Average project cost of existing product/service
improvements and extensions from start of design
and develop product/service process through
support product manufacturing or service delivery
process
Average project cost from the start of the design dollars

and develop products/services process through the
process for existing product/service improvement
projects
process for existing product/service improvement process for existing product/service improvement
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Metric name
Formula
Units
process for new product/service development
Average project cost of new product/service
developments from start of design and develop
product/service process through support product
manufacturing or service delivery process
Average project cost from the start of the design dollars

and develop products/services process through the
projects
Percentage growth in R&D cost over the past three ((Costs of research and development (R&D) reporting periods
past three reporting periods) / Research and
development (R&D) costs over the past three
reporting periods) * 100.0
percent
Other cost to generate new product/service ideas

per new product/service opportunity
Costs other than personnel, systems, overhead,

and outsourced to generate new product/service
ideas / Total number of product/service
opportunities
dollars
Other cost of the process "support product

manufacturing or service delivery" per $1,000
revenue

dollars
and outsourced to support product manufacturing
or service delivery / (Total business entity revenue
* 0.0010)
Outsourced cost to generate new product/service

ideas per new product/service opportunity
Outsourced cost to generate new product/service

opportunities
Outsourced cost of the process "support product

revenue
Outsourced cost to support product manufacturing dollars

* 0.0010)
Overhead cost to generate new product/service

Overhead cost to generate new product/service

opportunities
Copyright 2016 APQC
dollars
dollars
511 of 777
Metric name
Overhead cost of the process "support product
revenue
Formula
Units
Overhead cost to support product manufacturing dollars
* 0.0010)
Personnel cost to generate new product/service

Personnel cost to generate new product/service

opportunities
Personnel cost of the process "support product

revenue
Personnel cost to support product manufacturing dollars

* 0.0010)
Research and development (R&D) budget per R&D Budget for research and development (R&D) /
FTE
Number of FTEs who perform research and
development (R&D)
Research and development (R&D) cost per $1,000
revenue
Research and development (R&D) cost related to
new product development projects per $1,000
revenue
dollars
dollars
Costs of research and development (R&D) / (Total dollars

((Percentage of research and development (R&D) dollars
cost related to new product development projects
* 0.010) * Costs of research and development
(R&D)) / (Total business entity revenue * 0.001)
Research and development (R&D) cost related to ((Percentage of research and development (R&D) dollars
product improvements and extensions per $1,000 cost related to new product development projects
revenue
* -0.01 + 1) * Costs of research and development
(R&D)) / (Total business entity revenue * 0.0010)
Systems cost to generate new product/service
Systems cost to generate new product/service

opportunities
Systems cost of the process "support product

revenue
Systems cost to support product manufacturing or dollars

service delivery / (Total business entity revenue *
0.000010)
Copyright 2016 APQC
dollars
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Metric name
Formula
Units
Systems cost to support product manufacturing or Systems cost to support product manufacturing or dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase
complete the test market products/services phase
Total cost to generate new product/service ideas
Total cost to generate new product/service ideas / dollars
per concept in the pre-design phase that is an
Number of concepts in the pre-design phase that
existing product/service improvement or extension are existing product/service improvements and
extensions
Total cost to generate new product/service ideas
concept in the pre-design phase that is a new
product/service development
Total cost to generate new product/service ideas / dollars

are new product/service developments
Total cost of the process "support product

revenue
Total cost to support product manufacturing or

service delivery / (Total business entity revenue *
0.0010)
dollars
Total cost of the function "develop and manage

products and services" per $1,000 revenue
(Total cost to generate new product/service ideas

+ Total cost to design and develop
products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / (Total
dollars
Total R&D cost as a percentage of revenue over

(Research and development (R&D) costs over the

past three reporting periods / Total revenue over
the past three reporting periods) * 100.0
percent
Total R&D cost per $1,000 revenue over the past

three reporting periods

past three reporting periods / (Total revenue over
the past three reporting periods * 0.0010)
dollars
Total R&D cost per business entity employee for

the current reporting period
Equipment cost as a percentage of total cost to
perform the function "develop and manage
products and services"
Costs of research and development (R&D) /

Number of business entity employees
Percentage of total annual cost for new
product/service development allocated to
equipment cost
dollars
Copyright 2016 APQC
percent
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Metric name
Material cost as a percentage of total cost to
Formula
Units
percent
product/service development allocated to material
cost
Personnel cost as a percentage of total cost to


percent
product/service development allocated to internal
personnel cost
Systems cost as a percentage of total cost to


percent
systems cost
Outsourced cost as a percentage of total cost to


outsourced cost
Overhead cost as a percentage of total cost to


percent
overhead cost
Other costs as a percentage of total cost to


product/service development allocated tocosts
other than equipment, material, personnel,
systems, outsourced, or overhead costs
percent
Fixed cost to perform the function "develop and

manage products and services" as a percentage of product/service development allocated to fixed
total cost
cost
percent
percent
Variable cost to perform the function "develop and Percentage of total annual cost for new
percent
manage products and services" as a percentage of product/service development allocated to variable
total cost
cost
Total infrastructure cost for new product/service
development per $1,000 revenue
Total annual infrastructure cost for new

product/service development / (Total business
entity revenue * 0.0010)
dollars
The total annual cost of poor quality per $1,000

revenue
Total annual cost of poor quality / (Total business

dollars
Copyright 2016 APQC
514 of 777
Metric name
Average time-to-market in days for existing
product/service extension projects
Formula
Average time-to-market in days from the start of days
the design and develop products/services process
until the existing product/service extension project
is ready for sale
Units
Time-to-market in days for existing product/service Average time-to-market in days from the start of days
improvement and extension projects
until the existing product/service improvement
project is ready for sale
Average time-to-profitability in months for existing
Time-to-market in days for new product/service
development projects
Average time-to-profitability in months for existing months

Average time-to-market in days from the start of days
until the new product/service development project
ready for sale
Average design cycle time in days for all products Average design cycle time in days for all products days
Cycle time in days from the start of the design and
develop products/services process through the
completion of the test market for
products/services for existing product/service
extension projects
Cycle time in days from the start of the design and days
completion of the test market for
extension projects
Cycle time in days from start of design and

develop product/service through completion of
test market product/service for existing
product/service improvement and extension
projects
completion of the test market products/services
process for existing product/service improvement
projects
Cycle time in days from start of design and

develop product/service through completion of
test market product/service for new
product/service development projects
completion of the test market products/services
projects
Copyright 2016 APQC
515 of 777
Metric name
Formula
Average time-to-market in days for all products
Average time-to-market in days for all products
(including product improvements and extensions)
Units
days
Average time-to-profitability in months for existing Average time-to-profitability in months for existing months
product/service improvement and extension
product/service improvement projects
projects
Average time-to-profitability in months for new
are existing product/service improvements and
extensions per $1,000 revenue
Average time-to-profitability in months for new

extensions / (Total business entity revenue *
0.0010)
months
Average generate new ideas hours for existing

Average number of hours to generate new

product/service ideas for existing product/service
extension projects
hours
Average generate new ideas hours for existing


product/service ideas for existing product/service
improvement projects
hours
Average generate new ideas hours for new


product/service ideas for new product/service
hours
Average percentage variance from budget for

existing product/service extension projects
existing product/service improvement projects
Average percentage variance from budget for new
Average design and develop hours for existing

existing product/service extension projects
existing product/service improvement projects
Average percentage variance from budget for new
Average number of hours to design and develop
extension projects
percent
Average design and develop hours for existing


improvement projects
hours
Copyright 2016 APQC
concepts
percent
percent
hours
516 of 777
Metric name
Average design and develop hours for new
Formula
products/services for new product/service
Units
Average team size in FTEs for existing

product/service extension projects per $1 billion
revenue

FTEs
product/service extension projects / (Total business

product/service improvement projects per $1
billion revenue

product/service improvement projects / (Total

Average team size in FTEs for new product/service
development projects per $1 billion revenue

FTEs
Average team size in FTEs for new product/service FTEs
development projects / (Total business entity
revenue * 0.000000001)
Average team size in FTEs for new product/service

Ratio of the number of projects to concepts in the
pre-design phase for existing product/service
extensions and improvements
Average team size in FTEs for new product/service FTEs

Number of projects that are existing
projects
product/service improvements and extensions /
extensions
hours
FTEs
FTEs
Ratio of the number of projects to concepts in the Number of projects that are new product/service
pre-design phase for new product/service
developments / Number of concepts in the predevelopments
design phase that are new product/service
developments
projects
Ratio of the total numbers of projects to predesign concepts

Number of product/service extensions generated
per $1,000 revenue
projects
Copyright 2016 APQC
Total number of projects / Total number of

concepts in the pre-design phase
Number of product/service opportunities that are
existing product/service extensions / (Total
extensions
517 of 777
Metric name
Research and development (R&D) FTEs as a
percentage of total business entity FTEs
Formula
(Number of FTEs who perform research and
development (R&D) / Number of business entity
FTEs) * 100.0
Units
percent
Percentage of revenue from product/services

Percentage of revenue from products/services
launched in the past year
launched in the last 12-month reporting period
Percentage of new idea development from internal Percentage of new ideas from internal sources
sources
Percentage of new product/service development
projects launched on budget
projects launched on time
Percentage of product/service development
projects launched as commercial products/services projects that are commercially launched
annually
percent
Percentage of existing product/service extension

Percentage of existing product/service
improvement and extension projects launched on
budget
percent

improvement projects launched on budget
percent
percent
percent
percent
percent
percent

improvement and extension projects launched on improvement projects launched on time
time
percent
Number of existing product/service improvement

and extension projects per $1 billion revenue

(Total business entity revenue * 0.000000001)
projects
Number of FTEs for the process "support product

manufacturing or service delivery" per $1 billion
revenue
Number of FTEs who support product

FTEs
manufacturing or service delivery / (Total business
Number of FTEs in the product development

function per $1 billion revenue
Number of FTEs who develop and manage

products and services / (Total business entity
revenue * 0.000000001)
Copyright 2016 APQC
FTEs
518 of 777
Metric name
are new product/service developments per
$100,000 revenue
Formula
are new product/service developments / (Total
Units
concepts
Number of new product/service development

projects per $1 billion revenue
Number of projects that are new product/service

developments / (Total business entity revenue *
0.000000001)
projects
Number of new product/service opportunities

generated per $1,000 revenue

new product/service developments / (Total
opportunities
Number of product/service improvements

generated per $1,000 revenue

existing product/service improvements / (Total
improvements
Number of research and development (R&D) FTEs Number of FTEs who perform research and
per $1 billion revenue
development (R&D) / (Total business entity
revenue * .000000001)
FTEs
Number of product/service extensions generated

per generate new product/service ideas FTE

existing product/service extensions / Number of
FTEs who generate new product/service ideas
extensions

projects per FTE involved from the start of the
design and develop products/services process
through the support product manufacturing or
service delivery process
Number of projects that are new product/service

projects
developments / (((Percentage of FTEs who develop
and manage products and services who design
and develop products/services + Percentage of
FTEs who develop and manage products and
services who test market products/services +
Percentage of FTEs who develop and manage
products and services who support product
manufacturing or service delivery)*Number of
services)/100)
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519 of 777
Metric name
concepts per generate new product/service ideas
FTE
Formula
new product/service developments / Number of
FTEs who generate new product/service ideas
Percentage of employees tasked with at least one

innovation goal
Number of product/service improvements
generated per generate new product/service ideas
FTE
Percentage of employees tasked with at least one percent

innovation goal
Number of product/service opportunities that are improvements
existing product/service improvements / Number
of FTEs who generate new product/service ideas

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

projects
(((Percentage of FTEs who develop and manage
products and services who design and develop
products/services + Percentage of FTEs who
develop and manage products and services who
test market products/services + Percentage of
services who support product manufacturing or
service delivery)*Number of FTEs who develop and
manage products and services)/100)

and extension concepts per generate new
product/service ideas FTE
Number of concepts in the pre-design phase that concepts

extensions / ((Number of FTEs who develop and
manage products and services * Percentage of
services who generate new product/service ideas)
* 0.010)
Percentage of R&D cost related to new product

Percentage of research and development (R&D)

percent
cost related to new product development projects
Copyright 2016 APQC
Units
concepts
520 of 777
Metric name
Percentage of R&D cost related to product
improvements and extensions
Formula
(100 - Percentage of research and development
(R&D) cost related to new product development
projects)
Units
percent
Percentage of external ideas from

clients/customers
Percentage of external ideas from competitors
Percentage of external ideas from

clients/customers
Percentage of external ideas from competitors
percent
Percentage of external ideas from consultants
Percentage of external ideas from consultants
percent
Percentage of external ideas from other sources
Percentage of external ideas from other sources
percent
Percentage of external ideas from partners
Percentage of external ideas from partners
percent
Percentage of external ideas from suppliers
Percentage of external ideas from suppliers
percent
Percentage of total innovation spend allocated to

enhancements to existing
products/processes/business models

enhancements to existing
percent

major extensions to existing

major extensions to products/processes/business
models
percent

new or white space opportunities
categories other than enhancements, extensions,
and new or white space opportunities

new or white space opportunities
other categories
percent
Percentage of new ideas from external sources
Percentage of new ideas from external sources
percent
Research and development (R&D) cost as a

Percentage of active customers who transact via
an electronic marketplace
(Costs of research and development (R&D) / Total

business entity revenue) * 100.0
Percentage of active customers who transact via
an electronic marketplace
percent
Copyright 2016 APQC
percent
percent
percent
521 of 777
Metric name
Percentage of customer accounts set up for
electronic data interchange (EDI)
Formula
Units
(Customer accounts set up for EDI to submit sales percent
orders / Number of customers in the customer
master file) * 100.0
Marketing, sales, and R&D FTEs as a percentage of ((Number of FTEs who perform the marketing
percent
total business entity FTEs
function + Number of FTEs who perform the sales
function + Number of FTEs who perform research
and development (R&D)) / Number of business
entity FTEs) * 100.0
Value of sales order line items not fulfilled due to
stockouts per $1 million revenue
Total value of sales order line items lost due to

lack of production capacity/stockouts / (Total
dollars
Customer retention rate for all customers over the Customer retention rate over the past three years percent
past three reporting periods
Number of marketing FTEs per $1 billion in
Number of FTEs who perform the marketing
FTEs
revenue
function / (Total business entity revenue *
0.000000001)
Number of sales FTEs per $1 billion in revenue
Number of FTEs who perform the sales function /

FTEs
Net Promoter Score
Net Promoter Score
percent
Customer retention rate
Customer retention rate for all customers
percent
Percentage of active customers that are profitable Percentage of active customers that are profitable percent
Percentage of customers targeted through
campaigns using the website channel
campaigns using the mobile application channel
campaigns using the search engine marketing
channel
Copyright 2016 APQC

campaigns using the website channel
campaigns using the mobile application channel
campaigns using the search engine marketing
channel
percent
percent
percent
522 of 777
Metric name
campaigns using the social media channel
campaigns using the traditional face-to-face
contact channel
Formula
campaigns using the social media channel
campaigns using the traditional face-to-face
contact channel
Units
percent

campaigns using the direct mail channel
campaigns using the indirect marketing channel
Revenue received from orders through a direct
connection to the system as a percentage of total
business entity revenue

campaigns using the direct mail channel
campaigns using the indirect marketing channel
(Revenue received from orders through a direct
connection to the system / Total business entity
revenue) * 100.0
percent
Revenue received from EDI orders as a percentage

of total business entity revenue
Revenue received from email orders as a
percentage of total business entity revenue
Revenue received from fax and mail orders as a
Revenue received from internet orders as a
Revenue received from orders through other
methods as a percentage of total business entity
revenue
(Revenue received from EDI orders / Total business

entity revenue) * 100.0
(Revenue received from email orders / Total
(Revenue received from fax and mail orders / Total
(Revenue received from internet orders / Total
(Revenue received from orders through other
methods / Total business entity revenue) * 100.0
percent
Revenue received from telephone orders as a

Revenue received from WAP orders as a
Revenue received from internet orders, WAP
orders, EDI orders, and orders from a direct
connection to the system as a percentage of total
business entity revenue
(Revenue received from telephone orders / Total

percent
(Revenue received from WAP orders / Total
percent
((Revenue received from internet orders +
percent
Revenue received from WAP orders + Revenue
received from EDI orders + Revenue received from
orders through a direct connection to the system) /
Copyright 2016 APQC
percent
percent
percent
percent
percent
percent
percent
523 of 777
Metric name
Marketing FTEs as a percentage of total business
entity FTEs
Total budget for the HR function per $1,000
revenue
Formula
(Number of FTEs who perform the marketing
function/Number of business entity FTEs)*100
Budget to perform the function "develop and
manage human capital" / (Total business entity
revenue*.001)
Units
percent
Total budget for the HR function per business

entity FTE

manage human capital" / Number of business
entity FTEs
dollars
Budget for the HR function per business entity

employee

entity employees
dollars
Total business entity personnel cost per $1,000

revenue
Total cost to perform the HR function per $1,000
revenue
Personnel cost for all employees / (Total business dollars

entity revenue * .001)
Total cost to perform the function "develop and
dollars
manage human capital" / (Total business entity
revenue*.001)
dollars
Total cost to perform the HR function per "develop Total cost to perform the function "develop and
and counsel employees" FTE
manage human capital" / Number of FTEs who
perform the process group "develop and counsel
employees"
dollars
Total cost to perform the HR function per "manage Total cost to perform the function "develop and
employee information" FTE
perform the process group "manage employee
information"
dollars
Total cost to perform the HR function per "recruit,

source, and select employees" FTE

perform the process group "recruit, source, and
select employees"
dollars
Total cost to perform the HR function per "redeploy Total cost to perform the function "develop and
and retire employees" FTE
perform the process group "redeploy and retire
employees"
dollars
Copyright 2016 APQC
524 of 777
Metric name
Total cost to perform the HR function per "reward
and retain employees" FTE
Formula
perform the process group "reward and retain
employees"
Total cost to perform the HR function per "develop Total cost to perform the function "develop and
and manage HR planning, policies, and strategies" manage human capital" / Number of FTEs who
FTE
perform the process group "develop and manage
human resources (HR) planning, policies, and
strategies"
Total cost to perform the HR function per HR
function FTE
Units
dollars
dollars

dollars
perform the function "develop and manage human
capital"
Total cost to perform the HR function per business Total cost to perform the function "develop and
entity employee
entity employees
dollars
Total cost to perform the HR function per business Total cost to perform the function "develop and
entity FTE
entity FTEs
dollars
Internal cost to perform HR administration

activities per $1,000 revenue
Internal cost to perform HR administration
activities per business entity employee
Personnel cost of temporary staff/contractor per
temporary staff/contractor
Average fully loaded salary for middle
management or specialists
Internal cost for HR administration / (Total business dollars

Internal cost for HR administration / Number of
dollars
business entity employees
Personnel cost of temporary staff/contractors /
dollars
Number of temporary staff/contractors
Personnel cost for all middle
dollars
management/specialist employees / Number of
middle management/specialist employees
Average fully loaded salary for operational workers Personnel cost for all operational worker/office
or office staff
staff employees / Number of operational
worker/office staff employees
Copyright 2016 APQC
dollars
525 of 777
Metric name
Average fully loaded salary for senior
management or executives
Formula
Personnel cost for all senior
management/executive employees / Number of
senior management/executive employees
Personnel cost for the business entity per business

entity employee
Personnel cost to perform the HR function per
$1,000 revenue
Personnel cost for all employees / Number of

dollars
(Total cost to perform the function "develop and
dollars
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to personnel costs * .0001) /
(Total business entity revenue*.001)

business entity FTE

dollars
Number of business entity FTEs

business entity employee

dollars
Systems cost to perform the HR function per

$1,000 revenue

dollars
function allocated to systems costs * .0001) /
(Total business entity revenue*.001)
Copyright 2016 APQC
Units
dollars
526 of 777
Metric name
Systems cost to perform the HR function per
Formula
Units
dollars
function allocated to systems costs * .0001) /
Annual overhead and other cost of the HR function ((Total cost to perform the function "develop and percent
as a percentage of total HR function cost
function allocated to overhead and other costs * .
0001) / Total cost to perform the function "develop
and manage human capital") * 100
Number of FTEs that perform HR administration
activities per $1 billion revenue
Number of FTEs who perform HR administrative

FTEs
activities (exclude the activities for processing and
distributing payments) / (Total business entity
revenue*.000000001)
Number of FTEs that perform the HR function per

$1 billion revenue
Number of FTEs who perform the function

"develop and manage human capital" / (Total
business entity revenue*.000000001)
FTEs
Number of middle management/specialists

employees per HR function FTE
Number of middle management/specialist

employees / Number of FTEs who perform the
function "develop and manage human capital"
employees
Number of operational workers/office staff

Number of operational worker/office staff

employees
Number of senior management/executive

Number of senior management/executive

employees
Number of business entity employees per HR

function FTE
Number of business entity employees / Number of employees

FTEs who perform the function "develop and
manage human capital"
Copyright 2016 APQC
527 of 777
Metric name
Number of business entity employees per FTE in
HR administration
Formula
Units
FTEs who perform HR administrative activities
(exclude the activities for processing and
distributing payments)
Middle management/specialists as a percentage of (Number of middle management/specialist

total business entity employees
employees / Number of business entity
employees) * 100
percent
Personnel cost for senior management or

executive employees as a percentage of total
business entity personnel cost
(Personnel cost for all senior

management/executive employees / Personnel
cost for all employees) * 100.0
percent
Other cost to perform the HR function as a

percentage of the total cost to perform the
function
(Costs other than personnel, systems, overhead, percent

and outsourced to perform the function "develop
and manage human capital" / Total cost to perform
the function "develop and manage human
capital") * 100.0
Outsourced cost to perform the HR function as a

percentage of total HR function cost
Overhead cost to perform the HR function as a
percentage of the total cost to perform the
function
Percentage of cost to perform the HR function

percent
allocated to external costs
(Overhead cost to perform the function "develop percent
and manage human capital" / Total cost to perform
the function "develop and manage human
capital") * 100.0
Personnel cost to perform the HR function as a

((Total cost to perform the function "develop and percent

manage human capital") * 100
Copyright 2016 APQC
528 of 777
Metric name
Systems cost to perform the HR function as a
Formula
Units
((Total cost to perform the function "develop and percent
function allocated to systems costs * .0001) / Total
cost to perform the function "develop and manage
human capital") * 100
Personnel cost for middle management or

specialist as a percentage of total business entity
personnel cost
(Personnel cost for all middle

management/specialist employees / Personnel
cost for all employees) * 100
Personnel cost for operational workers or office

staff as a percentage of total business entity
personnel cost
(Personnel cost for all operational worker/office

percent
staff employees / Personnel cost for all employees)
* 100.0
Percentage of total employees who are remote

employees
Total cost for the learning management system as
a percentage of the total cost to perform the HR
function
Percentage of total employees who are remote

percent
employees
((Hardware costs associated with ownership for
percent
your LMS + Software costs associated with
ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / Total
cost to perform the function "develop and manage
human capital") * 100.0
Operational workers/office staff as a percentage of (Number of operational worker/office staff

employees) * 100
Percentage of business entity employees with 15
years of tenure or more
Copyright 2016 APQC
percent
percent
((Number of employees employed between 15 and percent

20 years + Number of employees employed
between 20 and 25 years + Number of employees
employed greater than 25 years) / Number of
business entity employees) * 100.0
529 of 777
Metric name
years of tenure or more
Formula
Units
((Number of employees employed between 20 and percent
25 years + Number of employees employed
greater than 25 years) / Number of business entity
employees) * 100.0

years or more of tenure
(Number of employees employed greater than 25 percent

years / Number of business entity employees) *
100.0
Percentage of business entity employees with less (Number of employees employed less than 1
than 1 year of tenure
year / Number of business entity employees) *
100.0
percent
Percentage of business entity employees with less ((Number of employees employed less than 1 year percent
than 5 years of tenure
+ Number of employees employed between 1 and
5 years) / Number of business entity employees) *
100.0
Percentage of business entity employees who are (Number of employees greater than 60 years old / percent
60 years old or greater
Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees between 25 and 30 years
at least 25 but less than 30 years old
old / Number of business entity employees) *
100.0
percent
100.0
percent
100.0
percent
100.0
percent
100.0
percent
Copyright 2016 APQC
530 of 777
Metric name
Formula
100.0
Units
percent
100.0
percent
Percentage of business entity employees who are

less than 25 years old
Percentage of FTEs who perform the HR function
that do not directly report to the HR organization
percent
(Number of employees less than 25 years old /

Percentage of FTEs who perform the function
"develop and manage human capital" that do not
directly report to the HR organization
percent
Percentage of middle management/specialists that (Number of female middle management/specialist percent

are female
employees / Number of middle
management/specialist employees) * 100.0
Percentage of operational workers/office staff that (Number of female operational worker/office staff
are female
employees / Number of operational worker/office
staff employees) * 100.0
percent
Percentage of senior management/executives that (Number of female senior management/executive percent

are female
employees / Number of senior
management/executive employees) * 100.0
Senior management/executives as a percentage of (Number of senior management/executive
employees) * 100
Copyright 2016 APQC
percent
531 of 777
Metric name
Total cost of IT development and maintenance,
including depreciation/amortization, per $1,000
revenue
Formula
Units
(Total cost to perform the process "develop
dollars
information and content management strategies"
+ Total cost to perform the process "define the
enterprise information architecture" + Total cost to
perform the process "manage information
resources" + Total cost to perform the process
"perform enterprise data and content
management" + Total cost to perform the process
"develop and maintain information technology
solutions") / (Total business entity revenue * .001)
Total cost of IT operations, including

depreciation/amortization, per $1,000 revenue
(((Percentage of IT cost allocated to the process

group "deploy IT solutions"+Percentage of IT cost
allocated to the process group "deliver and
support IT services")/100) * IT costs during the
past year)/(Total business entity revenue * 0.001)
Total cost of IT planning and management,

revenue
(Total cost to perform the process group "manage dollars

the business of IT" + Total cost to perform the
process group "develop and manage IT customer
relationships" + Total cost to perform the process
group "manage business resiliency and risk" +
Total cost to perform the process group "manage
IT knowledge") / (Total business entity revenue * .
001)
IT expense per employee
IT costs during the past year / Number of business dollars

entity employees
(IT budget for the past year / Total business entity percent
revenue) * 100.0
Total IT budget, including

depreciation/amortization, as a percentage of
revenue
depreciation/amortization, per employee
Copyright 2016 APQC
IT budget for the past year / Number of business

entity employees
dollars
dollars
532 of 777
Metric name
depreciation/amortization, per FTE
Total IT cost, including depreciation/amortization,
per $1,000 revenue
per business entity FTE
Formula
Units
IT budget for the past year / Number of business dollars
entity FTEs
IT costs during the past year / (Total business
dollars
IT costs during the past year / Number of business dollars
entity FTEs

per IT function FTE
IT costs during the past year / Number of FTEs who dollars

perform the function "manage information
technology"
Other cost to perform the function "manage

information technology", excluding
(Total annual IT costs excluding

Dollars
depreciation/amortization * IT operating cost
(excluding amortization/depreciation expenses) as
a percentage of IT cost * Percentage of the IT
operating costs that is other than internal/external
personnel, hardware, software, data/voice
networks, or facilities/overhead *.0001) / (Total
Overhead cost to perform the function "manage


Dollars
operating costs that is facilities/overhead *.0001) /
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533 of 777
Metric name
Personnel cost to perform the function "manage
Formula
Units
Dollars
a percentage of IT cost * (Percentage of the IT
operating cost that is internal personnel (including
benefits) + Percentage of the IT operating costs
that is external personnel (contractors and
outsourced staff))*.0001) / (Total business entity
revenue * 0.0010)
Systems cost to perform the function "manage


Dollars
operating costs that is hardware + Percentage of
the IT operating costs that is software +
Percentage of the IT operating costs that is data
and voice networks)*.0001) / (Total business entity
revenue * 0.0010)
Total cost of IT development and maintenance,

excluding depreciation/amortization, per $1,000
revenue

Dollars
operating cost that is dedicated to the process
area "manage enterprise information" +
Percentage of the IT operating cost that is
dedicated to the process area "develop and
maintain IT solutions")*.0001) / (Total business
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534 of 777
Metric name
Total cost of IT operations, excluding
Formula
Units
Dollars
area "deploy IT solutions" + Percentage of the IT
area "deliver and support IT services")*.0001) /
Total cost of IT planning and management,

revenue

Dollars
area "manage the business of IT" + Percentage of
the IT operating cost that is dedicated to the
process area "develop and manage IT customer
relationships" + Percentage of the IT operating
cost that is dedicated to the process area
"Develop and implement security, privacy, and
data protection controls")*.0001) / (Total business
Total IT capital cost, excluding

Dollars
depreciation/amortization, per business entity FTE depreciation/amortization * IT capital cost of all
capitalized IT assets acquired during this period as
a percentage of IT costs * .01) / Number of
business entity FTEs
Total IT cost, excluding depreciation/amortization, Total annual IT costs excluding
per $1,000 revenue
depreciation/amortization / (Total business entity
revenue * 0.0010)
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Dollars
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Metric name
Formula
per business entity FTE
depreciation/amortization / Number of business
entity FTEs
per IT function FTE
depreciation/amortization / Number of FTEs who
technology"
Units
Dollars
Dollars
Total IT operating cost, excluding

Dollars
depreciation/amortization, per business entity FTE depreciation/amortization * IT operating cost
a percentage of IT cost * .01) / Number of business
entity FTEs
Total IT outsourced cost, excluding

Dollars
operating cost that is outsourced * .0001) / (Total
Average IT budget variance for application

development and maintenance projects
Personnel cost to perform the function "manage
information technology", including
Average budget variance for application

(IT costs during the past year * (Percentage of IT
cost allocated to internal personnel cost +
Percentage of IT cost allocated to external
personnel cost) * 0.01) / (Total business entity
revenue * 0.0010)
Percent
Total IT budget to support product development,

including depreciation/amortization, per
associated IT FTE
IT budget dedicated to supporting product

development / IT FTEs supporting product
development
dollars
Systems cost to perform the function "manage

(IT costs during the past year * (Percentage of IT

dollars
cost allocated to hardware + Percentage of IT cost
allocated to software + Percentage of IT cost
allocated to data and voice networks) * .01) /
(Total business entity revenue * .0010)
Copyright 2016 APQC
dollars
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Metric name
Overhead cost to perform the function "manage
Formula
(IT costs during the past year * Percentage of IT
cost allocated to facilities and overhead * .01) /
Units
Other cost to perform the function "manage

(IT costs during the past year * Percentage of IT

cost allocated to cost other than personnel,
systems, overhead, and outsourced * .01) / (Total
business entity revenue * .0010)
dollars
Percentage of application development and

maintenance projects in the most recent year
delivered on or below budget

Percent
dollars
Average build-to-launch time in months for major Average build-to-launch time in months for major Months
new or enhanced IT services in the investment
level of $500,000-$1 million USD
Average build-to-launch time in months for major Average build-to-launch time in months for major Months
Average build-to-launch time in months for major
level of $1 million - $100 million USD

Months

level of $100,000-$250,000 USD

level of $100,000-$250,000 USD
Months

level of $100,000-$250,000 USD

level of $100,000-$250,000 USD
Months

level of $250,000-$500,000 USD

level of $250,000-$500,000 USD
Months

level of $250,000-$500,000 USD

level of $250,000-$500,000 USD
Months
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Metric name
level of greater than $100 million USD
Formula
Units
Months

level of less than $100,000 USD

Months
Average cycle time in months to break even for

major new or enhanced services
Average time in months to fulfill a funded business
need with relevant IT solutions for major new or
enhanced IT services in the investment level
$100,000-$250,000 USD
Average cycle time in months to break even for

Months
major new or enhanced services
Average time in months to fulfill a funded business Months
$100,000-$250,000 USD

$250,000-$500,000 USD

$250,000-$500,000 USD

$500,000-$1 million USD


enhanced IT services in the investment level less
than $100,000 USD

than $100,000 USD


Months
Time in months to break even for new or

enhanced IT services for investments less than
$100,000

enhanced IT services for investments less than
$100,000
months
Copyright 2016 APQC
538 of 777
Metric name
Formula
Units
Time to break even for new or enhanced IT
months
enhanced IT services for investments greater than services with an investment level more than $100
$100 million
million
months
enhanced IT services for investments between $1 enhanced IT services for investments between $ 1
million and $100 million
million and $100 million
enhanced IT services for investments between
$100,000 and $250,000

$100,000 and $250,000
months

$250,000 and $500,000

$250,000 and $500,000
months

$500,000 and $1 million

$500,000 and $1 million
months
Time-to-market (build-to-launch) in months for

major new/enhanced IT services investments less new or enhanced IT services in the investment
than $100,000 USD
months

major new/enhanced IT services investments
greater than $100 million USD

months

between $1 million and $100 million USD

months

between $100,000 and $250,000 USD

level of $100,000-$250,000 USD
months

between $250,000 and $500,000 USD

level of $250,000-$500,000 USD
months
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539 of 777
Metric name
between $500,000 and $1 million USD
Formula
Units
Average build-to-launch time in months for major months
Number of employees performing IT processes per Number of employees who perform the function employees
$1 billion revenue
"manage information technology" / (Total business
Number of FTEs that perform IT development and (Number of FTEs who perform the function
FTEs
maintenance per $1 billion revenue
"manage information technology" * (Percentage of
IT FTEs performing the process area "Manage
enterprise information" + Percentage of IT FTEs
performing the process area "Develop and
maintain information technology solutions")*.01) /
Number of FTEs that perform IT operations per $1 (Number of FTEs who perform the function
FTEs
billion revenue
IT FTEs performing the process area "Deploy
information technology solutions" + Percentage of
IT FTEs performing the process area "Deliver and
support information technology services")*.01) /
Number of FTEs that perform IT planning and
management per $1 billion revenue
Copyright 2016 APQC
(Number of FTEs who perform the function

FTEs
IT FTEs performing the process area "manage the
business of IT" + Percentage of IT FTEs performing
the process area "Develop and manage IT
customer relationships" + Percentage of IT FTEs
performing the process area "Develop and
implement security, privacy, and data protection
controls")*.01) / (Total business entity revenue *
0.0000000010)
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Metric name
Number of FTEs that perform IT processes per $1
billion revenue
Formula
"manage information technology"/(Total business
Units
FTEs
Number of applications in the enterprise portfolio Applications are in the enterprise application
per $1 billion in revenue.
portfolio/(Total business entity revenue *
0.000000001)
Applications
Average schedule variance for application

delivered on time or early
Average schedule variance for application

Percent
Average number of function points delivered per

application development FTE
application support FTE
Number of end users serviced by the IT function
per IT function FTE

Function Points
application development FTE
Function Points
application support FTE
Number of customers serviced by the function
customers serviced
"manage information technology"/Percentage of IT
FTEs performing the process area "manage the
business of IT"

"manage information technology" who are
external service providers

"manage information technology" who are
external FTEs
percent
Percentage of total IT cost, including

depreciation/amortization, allocated to IT
operations
((Total cost to perform the process group "deploy

IT solutions" + Total cost to perform the process
group "deliver and support IT service" ) / IT costs
during the past year) * 100
percent
Copyright 2016 APQC
Percent
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Metric name
Formula
Units
(Percentage of IT cost allocated to the process
percent
depreciation/amortization, allocated to IT planning group "manage the business of information
and management
technology"+Percentage of IT cost allocated to the
process group "develop and manage IT customer
relationships"+Percentage of IT cost allocated to
the process group "manage business resiliency
and risk"+Percentage of IT cost for the process
group "manage IT knowledge")
development and maintenance
((Total cost to perform the process "develop

percent
solutions") / IT costs during the past year) *100
Number of external service provider FTEs who

technology" per $1 billion revenue

FTEs
"manage information technology" * Percentage of
FTEs who perform the function "manage
information technology" who are external FTEs
*.01) / (Total business entity revenue *
0.0000000010)
Percentage of total IT cost allocated for

operating/maintaining the business
Percentage of total IT cost allocated for
growth/transformation of the business
Percentage of IT cost allocated to operating the

business
Percentage of IT cost allocated to growing and
transforming the business
Copyright 2016 APQC
percent
percent
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Metric name
Percentage allocation of IT costs related to
wrapping / isolating the legacy environment from
new activities to control /reduce the costs of the
enterprise legacy environment, excluding
depreciation/amortization, in the next 3 to 5 years
Formula
Units
Percentage allocation of IT costs related to the
Percent
"Legacy" environment for wrapping / isolating the
legacy environment from new activities to control
and/or reduce the costs of the enterprise legacy
environment in the next 3 to 5 years
Percentage of FTEs performing IT processes that

perform application development roles
perform application support roles
perform executive or administrative roles
perform infrastructure operations roles
perform infrastructure support roles
perform non-executive leadership roles (typically
first-line manager or team lead)

perform application development roles
perform application support roles
perform executive or administrative roles
perform infrastructure operations roles
perform infrastructure support roles
perform non-executive leadership roles (typically
first-line manager or team lead)
Percent

perform policy-level executive roles
perform program or project management roles

perform perform policy-level executive roles
perform program or project management roles
Percent
Percent
Percent
Percent
Percent
Percent
Percent

Percent
perform roles other than executive, administrative, perform roles other than executive, administrative,
strategy, planning, program/project management, strategy, planning, program/project management,
application development/support, infrastructure
application development/support, infrastructure
operations/support, or user support
operations/support, or user support
perform strategy and planning roles
Copyright 2016 APQC

perform strategy and planning roles
Percent
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Metric name
perform user support roles
Percentage of IT cost (infrastructure, applications,
people), excluding depreciation/amortization,
related to the "Legacy" environment
Formula
Units
Percent
perform user support roles
Percentage of IT costs (infrastructure, applications, Percent
people) related to the "Legacy" environment
Percentage of IT operating cost, excluding

depreciation/amortization, spent on external
business application development and
maintenance services
Percentage of IT operating cost spent on external

business application development and
maintenance services
Percent

depreciation/amortization, spent on externallyprovided cloud services
Percentage of IT operating cost spent on

externally-provided cloud services
Percent

depreciation/amortization, spent on externallyprovided infrastructure operations services

externally-provided infrastructure operations
services
Percent

depreciation/amortization, spent on externallyprovided user support services

externally-provided user support services
Percent
Percentage of total IT cost, excluding

depreciation/amortization, allocated to
growth/transformation of the business
Percentage of IT costs allocated to

growth/transformation
Percent

development and maintenance
(Percentage of the IT operating cost that is

Percent
dedicated to the process area "manage enterprise
information" + Percentage of the IT operating cost
that is dedicated to the process area "develop and
maintain IT solutions")

operations

Percent
dedicated to the process area "deploy IT solutions"
+ Percentage of the IT operating cost that is
dedicated to the process area "deliver and support
IT services")
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544 of 777
Metric name
Formula
Units
Percent
depreciation/amortization, allocated to IT planning dedicated to the process area "manage the
and management
business of IT" + Percentage of the IT operating
cost that is dedicated to the process area "develop
and manage IT customer relationships" +
dedicated to the process area "Develop and
controls")
depreciation/amortization, allocated to
operating/maintaining the business
Percentage of IT costs dedicated to operating the

business
Percent
Percentage of IT purchases where the key

decisions are made outside of the IT organization
Percentage of IT purchases where the key

decisions are made outside of the IT organization
Percent
Percentage allocation of IT costs related to other

costs to control / reduce the costs of your legacy
environment, excluding depreciation/amortization,
in the next 3 to 5 years

Percent
"Legacy" environment for other to control and/or
reduce the costs of your legacy environment in the
next 3 to 5 years

rationalizing the application portfolio to
control/reduce the costs of the enterprise legacy

"Legacy" environment for rationalizing the
application portfolio to control and/or reduce the
costs of the enterprise legacy environment in the
next 3 to 5 years

renewing / revising / consolidating hardware to
control / reduce the costs of the enterprise legacy

Percent
"Legacy" environment for gradually renewing /
revising / consolidating hardware to control and/or
reduce the costs of the enterprise legacy
Copyright 2016 APQC
Percent
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Metric name
renewing hardware, software and application
environment to control / reduce the costs of the
enterprise legacy environment, excluding
Formula
"Legacy" environment for renewing hardware,
software and application environment to control
and/or reduce the costs of the enterprise legacy
Units
Percent
Percentage allocation of IT costs related to the use

of an outsourcing partner to control / reduce the
costs of the enterprise legacy environment,
excluding depreciation/amortization, in the next 3
to 5 years

"Legacy" environment for using an outsourcing
partner to control and/or reduce the costs of the
enterprise legacy environment in the next 3 to 5
years
Percent
Percentage allocation of IT costs related to the use

of cloud services to control / reduce the costs of
the enterprise legacy environment, excluding

"Legacy" environment for use cloud services to
control and/or reduce the costs of the enterprise
legacy environment in the next 3 to 5 years
Percent
Number of IT FTEs reporting internally somewhere (Number of FTEs who perform the function
FTEs
other than IT per $1 billion revenue
IT employees reporting internally somewhere
other than IT *.01) / (Total business entity revenue
* 0.0000000010)
Number of IT FTEs reporting into the internal IT
organization per $1 billion revenue

FTEs
IT employees reporting into the internal IT
organization *.01) / (Total business entity revenue
* 0.0000000010)

support FTEs that are for development
support FTEs that are for support
Percentage of respondents claiming to be satisfied
with the IT helpdesk

Percent
support FTEs that are for development
Percent
support FTEs that are for support
Percentage of respondents claiming to be satisfied Percent
with the IT helpdesk
Copyright 2016 APQC
546 of 777
Metric name
Formula
Units
Percentage of your organization's revenue growth Percentage of your organization's revenue growth percent
over the past three years due to acquisitions
over the past three years due to acquisitions
Overall governance and management cost of the
function "develop and manage products and
services" per $1,000 revenue
(Total annual cost for new product/service

dollars
development * Percentage of total annual cost for
new product/service development allocated to
overall governance and program management *
0.01) / (Total business entity revenue * 0.0010)
Number of FTEs for overall governance and

management of the function "develop and
manage products and services" per $1 billion
revenue
(Number of FTEs who develop and manage

products and services * Percentage of FTEs
performing product/service development are
allocated to overall governance and program
management * 0.01) / (Total business entity
revenue * 0.000000001)
FTEs
Number of overall governance and program

Percentage of FTEs performing product/service
management FTEs as a percentage of function
development are allocated to overall governance
"develop and manage products and services" FTEs and program management
percent
Number of FTEs that perform the process

Percentage of FTEs performing product/service
"generate new product/service ideas" as a
development are allocated to generating and
percentage of total function "develop and manage defining product/service ideas
products and services" FTEs
percent
Total cost of overall governance and program

management as a percentage of the function
"develop and manage products and services"

product/service development allocated to overall
governance and program management
percent
Total cost of the process "generate new

product/service ideas" as a percentage of the
function "develop and manage products and
services"

generating and defining product/service ideas
percent
Copyright 2016 APQC
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Metric name
Total cost to develop and manage products and
services per project that exits or completes the
test market products/services phase
Formula
(Total cost to generate new product/service ideas
+ Total cost to design and develop
products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / Number of
projects that exit or complete the test market
products/services phase
Units
dollars

dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase
complete the test market products/services phase
Ratio of projects that enter the design and develop Number of projects that enter the design and
products/services phase to projects that enter the develop products/services phase / Number of
test market products/services phase
projects that enter the test market
products/services phase
projects
Ratio of projects that enter the test market

Number of projects that enter the test market
projects
products/services phase to projects that exit or
products/services phase / Number of projects that
complete the test market products/services phase exit or complete the test market products/services
phase
Number of FTEs that perform the process "design Percentage of FTEs performing product/service
percent
and develop product/service" as a percentage of development are allocated to designing, building,
total function "develop and manage products and and testing products/services
services" FTEs
Total cost of the process "design and develop
product/service" as a percentage of the function
"develop and manage products and services"

percent
designing, building, and testing products/services
The percentage of products that are based on

common development platforms
The percentage of parts that are common across
major product lines
Percentage of products are based on common

percent
development platforms
Percentage of parts that are common across major percent
product lines
Copyright 2016 APQC
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Metric name
Formula
Percentage of customers using your business
Percentage of your customers uses your website
entity's website for information gathering on your (your company name.com) for information
business entity's products/services
gathering or research on your products/services
Units
percent
Percentage of customers using social media for

information gathering on your business entity's
products/services
percent
Percentage of your customers uses social media

(interactions via social platforms external to your
company website) for information gathering or
research on your products/services
Percentage of customers using mobile applications Percentage of your customers uses mobile
percent
for information gathering on your business entity's applications for information gathering or research
products/services
on your products/services
Percentage of customers using traditional face-to- Percentage of your customers uses traditional
face contact for information gathering on your
face-to-face contact for information gathering or
business entity's products/services
research on your products/services
percent
Percentage of customers using indirect marketing Percentage of your customers uses indirect
percent
for information gathering on your business entity's marketing such as billboards, print, broadcasting
products/services
(radio/TV) for information gathering or research on
your products/services
Customer wallet share
Customer wallet share
percent
Market share
Market share
percent
Key customer growth
percent
Key customer retention rate
Percentage of revenue growth for the top 20

percent of customers
Percentage of profitability change for the top 20
Key customer retention rate
Relative change in brand performance over the

past three years
Percentage of customers who can name brand in
unaided recall test
Relative change in brand performance over the

past three years
Percentage of customers who can name your
business entity's brand in an unaided recall test
percent
Key customer profitability
Copyright 2016 APQC
percent
percent
percent
549 of 777
Metric name
Percentage of customers who would recommend
product/service to family/friends
Formula
Percentage of customers who would recommend
your business entity's product/service to
family/friends
Units
percent
Percentage of revenue attributed to customers

who made first purchase of the brand
Percentage of revenue from customers making

their first purchase of the brand in the last 12month reporting period
percent
Percentage of customers claiming to be satisfied
Percentage of customers claiming to be satisfied
percent
Budget for sales as a percentage of revenue
(Budget for sales / Total business entity revenue) *

100
Average monthly sales forecast error within a
Average monthly product family sales forecast
product family
error
Sales FTEs as a percentage of total business entity (Number of FTEs who perform the sales
FTEs
function/Number of business entity FTEs)*100
Average return on investment on website channel Average return on investment for marketing/sales
marketing/sales campaigns
campaigns for the website channel
percent
percent
percent
percent
Average return on investment on mobile

application channel marketing/sales campaigns
Average return on investment for marketing/sales percent

campaigns for the mobile application channel
Average return on investment on search engine

marketing channel marketing/sales campaigns

campaigns for the search engine marketing
channel
Average return on investment on social media


campaigns for the social media channel
Average return on investment on traditional faceto-face channel marketing/sales campaigns

campaigns for the face-to-face channel
Average return on investment on indirect


campaigns for the indirect marketing channel
Copyright 2016 APQC
550 of 777
Metric name
Average monthly national/global forecast error
S25320470QN0001
measured by the mean absolute percentage error
(MAPE)
Sales budget per sales FTE
Total annual cost of the process "service
customers" per active customer
Total annual cost of the process "service
customers" per sales FTE
Total cost of the process "service customers" per
$1 billion revenue
Formula
Units
percent
Budget for sales / Number of FTEs who perform

dollars
the sales function
Total cost to perform the process "service
dollars
customers"/Total number of active customers
dollars
customers"/Number of FTEs who perform the sales
function
customers"/(Total business entity
revenue*.0000000010)
Budget for marketing as a percentage of revenue
dollars
(Budget for marketing / Total business entity

revenue) * 100
Marketing budget per marketing FTE
Budget for marketing / Number of FTEs who
perform the marketing function
Total annual cost incurred to execute direct
(Total cost from direct marketing
marketing campaigns as a percentage of revenue campaigns/Revenue from direct marketing
generated by direct marketing campaigns
campaigns)*100
percent
Percentage of business entity's growth in revenues Percentage of revenue growth for the top 20
from the top twenty percent of customers
percent
Percentage of active customers who are repeat

customers
Average sales cycle time in calendar days from
the time the lead/opportunity is identified and the
sale is closed
Percentage of active customers who are repeat

customers
Cycle time in days from when a sales
lead/opportunity is identified to when IT is closed
percent
Percentage of order inquiry contacts received

through new (such as digital/electric) channels
Percentage of qualified leads where the sale is
closed
Percentage of order inquiry contacts received

through new (such as digital/electric) channels
Percentage of qualified leads where the sale is
closed
percent
Copyright 2016 APQC
dollars
percent
days
percent
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Metric name
Number of active customers per sales FTE
Formula
Units
Total number of active customers/Number of FTEs customers
who perform the sales function
Percentage of active customers who are profitable Percentage of active customers that are profitable percent
Percentage of annual net sales revenue
attributable to repeat customers
Average cost per sales order for orders received
through new channels
Average cost per sales order for orders received
through traditional channels
Average cost to resolve a service-after-sales
request for contact centers or similar remote
assistance channel
Percentage of net sales revenue attributable to

repeat customers
Average cost per sales order received through new
(such as digital/electric) channels
Average cost per sales order received through
traditional channels
request for contact centers or similar remote
assistance channel
percent

request for the customer self-service channel
request for on-site visits

request for the customer self-service channel
request for on-site visits
dollars
Copyright 2016 APQC
dollars
dollars
dollars
dollars
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Metric name
Combined personnel and systems costs of the
customer order management function as a
percentage of the total cost the function
Copyright 2016 APQC
Formula
Units
((Personnel cost to perform the process "develop percent
customer care/customer service strategy" +
Systems cost to perform the process "develop
Personnel cost to perform the process "manage
sales orders" + Systems cost to perform the
process "manage sales orders" + Personnel cost to
perform the process "service customers" +
Systems cost to perform the process "service
customers" + Personnel cost to perform the
process "manage returns; manage reverse
logistics" + Systems cost to perform the process
"manage returns; manage reverse logistics") /
(Total cost to perform the process group "develop
customer care/customer service strategy" + Total
cost to perform the process "manage sales orders"
+ Total cost to perform the process "service
customers" + Total cost to perform the process
"manage returns; manage reverse logistics")) *
100.0
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Metric name
Other cost of the customer order management
function as a percentage of the total cost of the
function
Formula
Units
((Costs other than personnel, systems, overhead, percent
and outsourced to perform the process "develop
customer care/customer service strategy" + Costs
other than personnel, systems, overhead, and
outsourced to perform the process "manage sales
orders" + Costs other than personnel, systems,
overhead, and outsourced to perform the process
"service customers" + Costs other than personnel,
systems, overhead, and outsourced to perform the
process "manage returns; manage reverse
logistics") / (Total cost to perform the process
group "develop customer care/customer service
strategy" + Total cost to perform the process
"manage sales orders" + Total cost to perform the
process "service customers" + Total cost to
perform the process "manage returns; manage
reverse logistics")) * 100.0
Other cost of the process "manage sales orders"

per $1,000 revenue

and outsourced to perform the process "manage
sales orders" / (Total business entity revenue *
0.0010)
dollars
Other cost to perform the process "manage sales

orders" as a percentage of total cost of the
process
(Costs other than personnel, systems, overhead,

sales orders" / Total cost to perform the process
"manage sales orders") * 100.0
percent
Copyright 2016 APQC
554 of 777
Metric name
Formula
Units
Outsourced cost of the customer order
((Outsourced cost to perform the process "develop percent
management function as a percentage of the total customer care/customer service strategy" +
cost of the function
Outsourced cost to perform the process "manage
sales orders" + Outsourced cost to perform the
process "service customers" + Outsourced cost to
reverse logistics") / (Total cost to perform the
process group "develop customer care/customer
service strategy" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "service customers" + Total
cost to perform the process "manage returns;
manage reverse logistics")) * 100.0
Outsourced cost of the process "manage sales

orders" per $1,000 revenue

0.0010)

sales orders" as a percentage of the total cost to
perform the process
(Outsourced cost to perform the process "manage percent


sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per call contact
(Outsourced cost to perform the process "manage dollars

processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Number of inbound calls received
through a live agent
Copyright 2016 APQC
dollars
555 of 777
Metric name
Formula
Overhead cost of the customer order management ((Overhead cost to perform the process "develop
function
Overhead cost to perform the process "manage
sales orders" + Overhead cost to perform the
process "service customers" + Overhead cost to
Units
percent
Overhead cost of the process "manage sales


0.0010)
dollars

perform the process
(Overhead cost to perform the process "manage

percent
Overhead cost to perform the processes "manage

sales orders", "manage customer service
complaints" per inbound contact
(Overhead cost to perform the process "manage

sales orders" + Overhead cost to perform the
complaints") / Total number of inbound contacts
dollars
Copyright 2016 APQC
556 of 777
Metric name
Formula
Personnel cost of the customer order management ((Personnel cost to perform the process "develop
function
sales orders" + Personnel cost to perform the
process "service customers" + Personnel cost to
Units
percent

sales orders" per $1,000 revenue
Total annual cost for the process "manage sales

orders" for the category "Personnel cost
(compensation and benefits)" / (Total business
dollars

perform the process
(Total annual cost for the process "manage sales

(compensation and benefits)" / Total cost to
perform the process "manage sales orders") *
100.0
percent

sales orders" per process agent FTE
Total annual cost for the process "manage sales

(compensation and benefits)" / Number of agent
FTEs for the process "Manage sales orders"
dollars
Copyright 2016 APQC
557 of 777
Metric name
Systems cost to perform the process "manage
sales orders" per $100,000 revenue
Formula
Units
(Percentage of total cost of the process "Manage dollars
sales orders" allocated to internal cost *
Percentage of internal cost of the process "Manage
sales orders" allocated to systems cost * Total
* .0001) / (Total business entity revenue * .00001)
Total cost to perform the processes "manage sales (Total cost to perform the process "manage sales dollars
orders", "manage customer service
orders" + Total cost to perform the processes
"manage customer service requests/inquiries" and
complaints" per active customer
"manage customer complaints") / Number of total
customers in customer master file that are active
Total cost of to perform the processes "manage
(Total cost to perform the process "manage sales dollars

"manage customer complaints") / Total number of
inbound contacts
Total cost of the customer order management

function per $1,000 revenue
(Total cost to perform the process group "develop dollars

Copyright 2016 APQC
558 of 777
Metric name
function per function FTE
Formula
Units
(Number of FTEs who perform the process group
"develop customer care/customer service
strategy" + Number of FTEs who perform the
process "manage sales orders" + Number of FTEs
who perform the process "service customers" +
Number of FTEs who perform the process "manage
returns; manage reverse logistics")

function per sales order

Number of sales orders placed

function per sales order line item

Number of sales order line items
Total cost of the process "manage sales orders"

per process FTE
Total cost to perform the process "manage sales

orders" / Number of agent FTEs for the process
"Manage sales orders"
Copyright 2016 APQC
dollars
559 of 777
Metric name
Formula
orders" / (Total business entity revenue * 0.0010)

orders" per sales order placed

orders" / Total annual number of sales orders
placed
Units
dollars
dollars
Total cost to perform the processes "manage sales (Total cost to perform the process "manage sales dollars
orders", "manage customer service
complaints" per business entity FTE
FTEs for the process "Manage sales orders" and
the function "Manage customer service"
orders" per sales order line item
Total revenue per sales order

dollars
orders" / Number of sales order line items
Total business entity revenue / Total annual
dollars
number of sales orders placed
Overhead/other cost of the process "Manage sales (Percentage of total cost of the process "Manage dollars
sales orders" allocated to internal cost *
Percentage of internal cost of the process "Manage
sales orders" allocated to overhead and other
costs * Total cost to perform the process "manage
sales orders" * .0001) / (Total business entity
revenue * .00001)
Outsourced cost of the process "Manage sales
(Percentage of total cost of the process "Manage dollars

sales orders" allocated to external cost * Total
Cycle time in hours from the time a sales order is

received until the time manufacturing/logistics is
notified
Cycle time in hours from the time a sales order is

received until the time manufacturing/logistics is
notified
Copyright 2016 APQC
hours
560 of 777
Metric name
Number of FTEs that perform the customer order
management function per $1 billion revenue
Formula
FTEs
process "manage sales orders" + Number of FTEs
who perform the process "service customers" +
returns; manage reverse logistics") / (Total
Units
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
sales orders" per $1 billion revenue
sales orders" / (Total business entity revenue * .
000000001)
production capacity or stockouts as a percentage
of revenue

production capacity or stockouts as a percentage
of revenue
Number of FTEs who perform order entry/order

processing as a percentage of total FTEs for the
"manage sales orders" process
(Number of agent FTEs who perform the process

percent
"manage sales orders" who perform order
entry/order processing / Number of agent FTEs for
the process "Manage sales orders") * 100.0
Number of FTEs who perform order inquiry as a

percentage of total FTEs for the "manage sales
orders" process
(Number of agent FTEs who perform the process

percent
"manage sales orders" who perform order inquiry /
Number of agent FTEs for the process "Manage
sales orders") * 100.0
Inbound calls for the process "manage sales

orders" as a percentage of total inbound calls
(Number of inbound calls for the process "manage percent

sales orders" / Number of inbound calls) * 100.0
Percentage of sales order line items delivered on

time
(Sales order line items delivered on time as

scheduled / Number of sales order line items) *
100.0
percent
Percentage of sales order line items requiring no

human intervention to create, modify, or fulfill
Percentage of sales order line items requiring no

manual intervention to create, modify, or fulfill
percent
Copyright 2016 APQC
percent
561 of 777
Metric name
Formula
Percentage of sales orders transacted via a portal Percentage of sales orders transacted via portal
Units
percent
Percentage of sales orders received through new

First contact resolution rate for inquiries on
existing orders and service-after-sales requests
Percentage of sales orders requiring no human
intervention to create, modify, or fulfill
Percentage of total sales order line items placed
through EDI
Percentage of sales orders delivered on time over
Cross-sell/up-sell close rate
percent
Percentage of the sales force that made their

quotas/targets in the last 12-month reporting
period
Percentage of sales orders received through new

First contact resolution rate for inquiries on
existing orders and service-after-sales requests
Percentage of sales orders requiring no manual
intervention to create, modify, or fulfill
(Sales order line items received by EDI / Number
of sales order line items) * 100.0
Percentage of sales orders delivered on time over
Percentage of inbound contacts that completed an
additional cross-sell or up-sell
Percentage of the sales force that made their
quotas/targets in the last 12-month reporting
period
Number of sales order line items per FTE that

performs the process "manage sales orders"
Number of sales order line items / Number of FTEs sales order line
who perform the process "manage sales orders"
items
percent
percent
percent
percent
percent
percent
Number of sales orders per FTE that performs the Total annual number of sales orders placed /
process "manage sales orders"
Number of agent FTEs for the process "Manage
sales orders"
sales orders
Percentage of revenue attributed

for the current period
three reporting periods ago
three reporting periods ago
percent
Copyright 2016 APQC
to direct sources Percentage of revenue attributed to direct sources

to direct sources Percentage of revenue attributed to direct sources
over the past three reporting periods
to e-commerce Percentage of revenue attributed to e-commerce
to e-commerce Percentage of revenue attributed to e-commerce
percent
percent
percent
562 of 777
Metric name
Formula
Percentage of sales order line items changed after (Number of sales order line items changed after
initial order placement through direct connection initial order placement through direct connection
to the system
to the system / Number of sales order line items
changed by the customer after the initial order
placement) * 100.0
Units
percent
initial order placement through electronic data
initial order placement through EDI / Number of
interchange (EDI)
sales order line items changed by the customer
after the initial order placement) * 100.0
percent
percent
initial order placement through e-mail
initial order placement through e-mail / Number of
percent
initial order placement through fax and mail
initial order placement through fax and mail /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
percent
initial order placement through other methods
initial order changed through methods other than
the internet, WAP, EDI, direct connection to the
system, e-mail, fax and mail, and the telephone /
percent
initial order placement through telephone
initial order placement through telephone /
Copyright 2016 APQC
563 of 777
Metric name
Formula
Units
percent
initial order placement through the internet
initial order placement through the internet /
initial order placement through WAP
initial order placement through WAP / Number of
percent
Percentage of finance function FTEs allocated to

the process "manage sales orders"
(Number of FTEs who perform the process

"manage sales orders" / Number of FTEs who
perform the function "manage financial
resources") * 100
percent
Percentage of sales order line items changed by

the customer following initial order entry
(Number of sales order line items changed by the percent

customer after the initial order placement /
Number of sales order line items) * 100.0
Inbound contacts for the process "manage sales

orders" as a percentage of total inbound contacts
Percentage of inbound contacts from all channels

related to the process "manage inbound sales
orders"
percent
Percentage of total annual sales revenue

attributable to sales completed on your business
entity's website

attributable to your website channel
percent

attributable to sales completed on social media
attributable to sales completed on mobile
applications

attributable to social media
attributable to mobile applications
percent

attributable to sales completed through traditional attributable to the face-to-face channel
face-to-face channels
percent
Copyright 2016 APQC
percent
564 of 777
Metric name
attributable to sales completed through humanassisted channels other than face-to-face contact
Formula
attributable to a human-assisted sales method
other than face-to-face contact
Units
percent

attributable to sales completed through digital
channels other than social media, website, or
mobile applications

attributable to a digital channel other than your
website, social media, or mobile applications
percent
Percentage of total sales order line items not

fulfilled due to lack of production
capacity/stockouts
(Number of sales orders line items not fulfilled due percent

to lack of production capacity/stockouts / Number
of sales order line items) * 100.0
Percentage of sales orders not fulfilled due to lack Percentage of sales orders not fulfilled due to lack percent
of production capacity/stockouts
of production capacity/stockouts
Percentage of revenue attributed to indirect
percent
sources three reporting periods ago
sources three reporting periods ago
percent
sources for the current period
sources for the current period
Percentage of sales orders changed by the
Percentage of sales orders changed by the
percent
customer after the initial order placement
customer after the initial order placement
Personnel cost of the process "Manage sales
Percentage of internal cost of the process "Manage percent
orders" as a percentage of total process cost
sales orders" allocated to personnel cost *
Percentage of total cost of the process "Manage
sales orders" allocated to internal cost * .01
Systems cost of the process "Manage sales orders" Percentage of internal cost of the process "Manage percent
as a percentage of total process cost
sales orders" allocated to systems cost *
sales orders" allocated to internal cost * .01
Copyright 2016 APQC
565 of 777
Metric name
Formula
Units
Overhead/other cost of the process "Manage sales Percentage of internal cost of the process "Manage percent
sales orders" allocated to overhead and other
costs * Percentage of total cost of the process
"Manage sales orders" allocated to internal cost
* .01
Outsourced cost of the process "Manage sales
Percentage of total annual revenue that is
generated from up-sell/cross-selling services
associated with product purchases

sales orders" allocated to external cost
Percentage of revenue generated from crossselling and up-selling services associated with
product purchase
percent
percent
Demand/supply planning costs per $1,000 revenue Demand/Supply planning cost / (Total business
Inventory carrying cost per $1,000 revenue
Value of inventory carrying costs / (Total business
Supply chain management costs per $1,000
Supply chain management costs / (Total business
revenue
Total cost of quality per $100,000 revenue
Total cost of quality / (Total business entity
revenue * 0.000010)
Percentage of the total cost of the supply chain
function allocated to the process group "Plan for
and align supply chain resources"
and align supply chain resources"
dollars
Total cost of the process group "Plan for and align

supply chain resources" per $1,000 revenue
(Total cost of the supply chain function *

and align supply chain resources" * .01) / (Total
dollars
Total cost of the process group "Plan for and align

supply chain resources" per $1 billion revenue

and align supply chain resources" * .01) / (Total
dollars
Copyright 2016 APQC
dollars
dollars
dollars
percent
566 of 777
Metric name
Total cost to perform the process group "Plan for
and align supply chain resources" per process
group FTE
Formula
Units
dollars
and align supply chain resources" * .01) / Number
of FTEs who perform the process group "plan for
and acquire necessary resources (supply chain
planning)"
Personnel cost to perform the process group "Plan (Total cost of the supply chain function *
dollars
for and align supply chain resources" per process Percentage of the total cost of the supply chain
group FTE
and align supply chain resources" * Percentage of
total cost of the process group "plan for and align
supply chain resources" allocated to internal cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to personnel cost * .000001) / Number of
FTEs who perform the process group "plan for and
acquire necessary resources (supply chain
planning)"
Personnel cost to perform the process group "Plan (Total cost of the supply chain function *
dollars
for and align supply chain resources" per $1,000 Percentage of the total cost of the supply chain
revenue
allocated to personnel cost * .000001) / (Total
Copyright 2016 APQC
567 of 777
Metric name
Formula
Units
Systems cost to perform the process group "Plan (Total cost of the supply chain function *
dollars
for and align supply chain resources" per $100,000 Percentage of the total cost of the supply chain
revenue
allocated to systems cost * .000001) / (Total
Overhead and other costs to perform the process

group "Plan for and align supply chain resources"
per $100,000 revenue

dollars
allocated to overhead/other costs * .000001) /
Outsourced cost to perform the process group

"Plan for and align supply chain resources" per
$1,000 revenue

dollars
supply chain resources" allocated to external cost
Value added productivity per employee
Value added productivity per employee in revenue dollars

value
Copyright 2016 APQC
568 of 777
Metric name
Number of FTEs for the process group "Plan for
and align supply chain resources" per $1 billion
revenue
Formula
Number of FTEs who perform the process group
FTEs
"plan for and acquire necessary resources (supply
chain planning)" / (Total business entity revenue *
0.000000001)
Employee retention rate
Employee retention rate
Units
percent
Systems cost of the procurement process group as ((Systems cost to perform the process "develop
percent
a percentage of total cost of the process group
sourcing strategies" + Systems cost to perform
the process "select suppliers and develop/maintain
contracts" + Systems cost to perform the process
"order materials and services" + Systems cost to
perform the process "appraise and develop
suppliers") / (Total cost to perform the process
"develop sourcing strategies" + Total cost to
perform the process "select suppliers and
develop/maintain contracts" + Total cost to
perform the process "order materials and services"
+ Total cost to perform the process "appraise and
develop suppliers")) * 100.0
Total cost to perform the procurement process

group as a percentage of cost of goods sold
(COGS)
(Total cost to perform the process group "procure

materials and services" / Cost of goods sold
(COGS)) * 100
percent

group as a percentage of revenue
(Total cost to perform the process group "procure

materials and services" / Total business entity
revenue) * 100
percent
Total cost of the process group "Procure materials

and services" per $1,000 revenue
Total cost to perform the process group "procure

materials and services" / (Total business entity
revenue * .001)
dollars

group per $1,000 purchases

materials and services" / (Value of all materials
and services purchased * .001)
dollars
Copyright 2016 APQC
569 of 777
Metric name
group per process group FTE
Formula
Units
dollars
materials and services" / (Number of FTEs who
perform the process "develop sourcing strategies"
+ Number of FTEs who perform the process group
"select suppliers and develop/maintain contracts"
"order materials and services" + Number of FTEs
who perform the process "appraise and develop
suppliers")

group per purchase order

materials and services" / Number of purchase
orders placed
dollars

group per purchase order line item

materials and services" / Number of purchase
order line items processed
dollars

function allocated to the process group "Procure
materials and services"

percent
Total cost of the process group "Procure materials

and services" per $1 billion revenue

materials and services" * .01) / (Total business
dollars
Procure to pay cycle time in days
Time in days required to pay suppliers from

days
purchase order placement until payment complete
Days payable
Days payable outstanding
days
Average supplier lead time on purchased materials Average supplier lead time on purchased materials days
Transaction amount per purchase order
Copyright 2016 APQC
Average transaction amount per purchase order
dollars
570 of 777
Metric name
Number of FTEs for the procurement process
group per $1 billion purchases
Formula
"develop sourcing strategies" + Number of FTEs
who perform the process group "select suppliers
and develop/maintain contracts" + Number of
FTEs who perform the process group "order
materials and services" + Number of FTEs who
suppliers") / (Value of all materials and services
purchased * .000000001)
Percentage of total value of goods and services

purchased from top ten suppliers
Percentage of purchase value from certified
vendors
Percentage of purchase order line items received
complete
damage free
Percentage of the total value of goods and

services purchased from your top 10 suppliers
Percentage of purchase value from certified
vendors
with all items complete
(Purchase order line items received damage free /
Number of purchase order line items processed) *
100.0
percent
Percentage of purchase order line items

transacted using e-procurement enabled
catalogue suppliers

transacted using e-procurement enabled
catalogue suppliers
percent
Percentage of purchase orders approved

Percentage of purchase orders approved
electronically
electronically
Percentage of purchase orders received complete Percentage of purchase orders received with all
items complete
Percentage of purchase orders received damage
(Number of purchase orders received with all
free
items damage free / Number of purchase orders
placed) * 100
Percentage of purchase value transacted via an
electronic marketplace
Copyright 2016 APQC
Units
FTEs
percent
percent
percent
percent
percent
percent
(Percentage of purchases by currency volume

percent
transacted electronically via private online trade
exchange + Percentage of purchases by currency
volume transacted electronically via public online
trade exchange)
571 of 777
Metric name
Percentage of purchase value transacted via a
private electronic marketplace
Formula
Percentage of purchases by currency volume
transacted electronically via private online trade
exchange
Units
percent
Percentage of purchase value transacted via a

public electronic marketplace
Percentage of purchases by currency volume

transacted electronically via public online trade
exchange
percent
Percentage of supplier orders received by original

request date (on time)
Percentage of total number of goods receipts
received without item and quantity verification
Percentage of supplier orders delivered by original percent

request date
(Number of goods receipts received without item percent
and quantity verification / Number of parts and
materials receipts received) * 100
Percentage of total number of items purchased

(Items received that fail inspection / Number of
and received failing inspection (incoming material items received) * 100.0
quality)
percent
Strategic suppliers as a percentage of all active

suppliers
percent
(Number of active suppliers considered strategic

suppliers / Number of active unique suppliers in
vendor master file) * 100
Percentage of total purchases procured via

Percentage of total purchase value procured via
maverick buying
maverick buying
Number of active vendors in the master file per $1 Number of active unique suppliers in vendor
million purchases
master file / (Value of all materials and services
purchased * .000001)
percent
Number of FTEs that perform the procurement

process group per $1 billion revenue
FTEs
Copyright 2016 APQC

suppliers") / (Total business entity revenue * .
000000001)
active vendors
572 of 777
Metric name
Number of purchase orders processed per
procurement process group FTE
Formula
Number of purchase orders placed / (Number of
FTEs who perform the process "develop sourcing
strategies" + Number of FTEs who perform the
process group "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process group "order materials
and services" + Number of FTEs who perform the
process "appraise and develop suppliers")
Units
purchase orders
Total purchase value (spend, in thousands of

dollars) per procurement process group FTE
[Value of all materials and services purchased /

suppliers")] * .001
dollars
Number of active suppliers in vendor master file

per procurement process group FTE
Number of active unique suppliers in vendor

master file / (Number of FTEs who perform the
process "develop sourcing strategies" + Number
of FTEs who perform the process group "select
suppliers and develop/maintain contracts" +
suppliers")
active suppliers
Value of materials and services per $1,000

revenue
Value of all materials and services purchased /

dollars
Copyright 2016 APQC
573 of 777
Metric name
Percentage of spend that is processed by the
business entitys EPC (Engineering, Procurement,
and Construction) or EPCM (Engineering,
Procurement, and Construction Management)
partners
Formula
Percentage of spend processed by EPC or EPCM
partners
Units
Percent
Percentage of transactions that are processed by

the business entitys EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
Percentage of transactions processed by EPC or

EPCM partners
Percent
Number of items received by the business entity

per procurement process group FTE
Number of items received / (Number of FTEs who items

perform the process "develop sourcing strategies"
"select suppliers and develop/maintain contracts"
suppliers")
Percentage of unique suppliers who are active

suppliers
(Number of active unique suppliers in vendor

percent
master file / Number of unique suppliers in vendor
master file) * 100
Ratio of Purchases to Revenue
(Value of all materials and services

purchased/Total business entity revenue)*100
Percentage of total value of materials and services Percentage of materials and services purchase
purchases included in total cost of ownership
value that is included in a TCO model
model
percent
Percentage of total value of purchases allocated

(Value of purchases placed by other methods /
among the following purchase arrangement type: Value of all materials and services purchased) *
other
100.0
percent
percent

(Value of purchases placed by
percent
among the following purchase arrangement type: replenishment/vendor managed inventory / Value
replenishment/vendor management inventor
of all materials and services purchased) * 100.0
Copyright 2016 APQC
574 of 777
Metric name
among the following submission method:
electronic data interchange
Formula
(Value of purchase order line items submitted by
EDI / Value of all materials and services
purchased) * 100.0
Units
percent

among the following submission method: fax
(Value of purchase order line items submitted by percent

fax / Value of all materials and services purchased)
* 100.0

among the following submission method: internet internet / Value of all materials and services
purchased) * 100.0
percent

among the following submission method: mail

mail / Value of all materials and services
purchased) * 100.0
percent

among the following submission method:
telephone

telephone / Value of all materials and services
purchased) * 100.0
percent

among the following submission method: wireless WAP / Value of all materials and services
application protocol
purchased) * 100.0
percent
Percentage of total value of direct materials and

services purchased outside of country
Percentage of total value of direct materials and

services purchased that is sourced outside of the
country
percent
Percentage of value of supplier certified purchased

material
Percentage of the total value of purchases
allocated among the following purchase
arrangement type: procurement cards
Percentage of total value of purchased material

percent
that is supplier certified
(Value of purchases placed by procurement cards / percent
Value of all materials and services purchased) *
100.0

arrangement type: individual purchase orders
(Value of purchases placed by individual purchase percent

orders / Value of all materials and services
purchased) * 100.0

arrangement type: blanket/contract orders
(Value of purchases placed by blanket/contract

orders / Value of all materials and services
purchased) * 100.0
Copyright 2016 APQC
percent
575 of 777
Metric name
Formula
Units
(Value of purchase order line items submitted by percent
allocated among the following submission method: other methods / Value of all materials and services
other
purchased) * 100.0
Percentage of the total value of purchases placed
by non-traditional submission methods (without a
buyer or purchasing agent being involved to
process the transaction)
((Value of purchase order line items submitted by

internet + Value of purchase order line items
submitted by WAP + Value of purchase order line
items submitted by EDI) / Value of all materials
and services purchased) * 100.0
percent
Percentage of purchase requisition line items

allocated among the following request method:
electronic request direct to internal purchasing
department
(Number of purchase requisition line items by

electronic request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0
percent

other

other request methods / Number of purchase
requisition line items processed) * 100.0
percent

paper

paper request / Number of purchase requisition
line items processed) * 100.0
percent

telephone request direct to internal purchasing
department

telephone request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0
percent

telephone request direct to vendor

percent
telephone request direct to vendor / Number of
purchase requisition line items processed) * 100.0

electronic request direct to vendor

percent
electronic request direct to vendor / Number of
purchase requisition line items processed) * 100.0

transacted via a portal

transacted via portal
Copyright 2016 APQC
percent
576 of 777
Metric name
Percentage of value of purchased material that is
received from vendors that participate in vendormanaged inventory programs
Formula
Percentage of value of purchased materials from
vendors that participate in vendor-managed
programs
Units
percent
Percentage of procurement process group staff

with formal training in negotiations
with over three years of purchasing operations
experience
Percentage of procurement department staff with

formal training in negotiations
over three years of purchasing operations
experience
percent

with over three years of strategic
sourcing/commodity management experience

over three years of strategic sourcing/commodity
management experience
percent
Direct materials and services value as a

percentage of total value of purchases
(Value of all direct materials and services

purchased / Value of all materials and services
purchased) * 100
percent
Indirect materials and services value as a

percentage of total value of purchases
(Value of all indirect materials and services

purchased / Value of all materials and services
purchased) * 100
percent
Labor costs as a percentage of cost of goods sold
Labor cost as a percentage of cost of goods sold
percent
Manufacturing controllable cost as a percentage of

revenue
Material costs as a percentage of cost of goods
sold
Overhead costs as a percentage of cost of goods
sold
Scrap and rework costs as a percentage of sales
(Manufacturing controllable costs / Total business percent

Material cost as a percentage of cost of goods sold percent
Overhead cost as a percentage of cost of goods
sold
Scrap and rework costs as a percentage of sales
percent
Total cost to manufacture per $1,000 revenue
Total cost to manufacture / (Total business entity

revenue * .001)
function allocated to the process group
"Produce/Manufacture/Deliver product"
dollars

"Produce/Manufacture/Deliver product"
Copyright 2016 APQC
percent
percent
percent
577 of 777
Metric name
Formula
Total cost of the process group
"Produce/Manufacture/Deliver product" per $1,000 Percentage of the total cost of the supply chain
revenue
"Produce/Manufacture/Deliver product" * .01) /
Total cost of the process group
"Produce/Manufacture/Deliver product" per $1
billion revenue

"Produce/Manufacture/Deliver product" * .01) /
Units
dollars
dollars
Maximum elapsed time it takes to engineer,

Maximum elapsed time it takes to engineer,
hours
select, and negotiate with suppliers and order
select, and negotiate with suppliers and order
materials for customized configuration of nonmaterials for customized configuration of nonstandard items (capability model engineer-to-order standard items (capability model engineer-to-order
only)
only)
Engineering change order (ECO) cycle time
Inventory obsolescence as a percentage of total
inventory
Personnel turnover rate as percentage of total
work force for the most recent fiscal year
Asset turns
Engineering change-order cycle time in days

Value of inventory obsolescence as a percentage
of total inventory value
Personnel turnover rate as percentage of total
work force for the most recent fiscal year
Total asset turn rate
Direct labor availability
Percentage of direct labor in manufacturing that is percent

available for manufacturing activities
Warranty costs as a percentage of sales
percent
Warranty costs (repair and replacement) as a

percentage of sales
Percentage of defective parts per million
Percentage of defective parts per million
days
percent
percent
turns
percent
Percentage of total labor used in manufacturing

Percentage of total labor used in manufacturing
percent
classified as direct labor
classified as direct labor
Costs of production material handling damage as a Costs of production material handling damage as a percent
percentage of total material costs
percentage of total material costs
Copyright 2016 APQC
578 of 777
Metric name
Value of plant shipments per employee
function allocated to the process group "Deliver
service to customer"
Formula
Most recent fiscal year's approximate currency
value of plant shipments per employee
service to customer"
Units
dollars
percent
Total cost of the process group "Deliver service to (Total cost of the supply chain function *
dollars
customer" per $1,000 revenue
service to customer" * .01) / (Total business entity
revenue * .001)
Total cost of the process group "Deliver service to (Total cost of the supply chain function *
dollars
customer" per $1 billion revenue
service to customer" * .01) / (Total business entity
revenue * .000000001)
logistics and warehousing" as a percentage of
costs of goods sold
(Total cost to perform the process group "manage percent

logistics and warehousing" / Cost of goods sold
(COGS)) * 100

logistics and warehousing" per $1,000 revenue
Total cost to perform the process group "manage dollars

logistics and warehousing" / (Total business entity
revenue * .001)
Total cost to perform the logistics process group

"manage logistics and warehousing" per "define
logistics strategy", "plan and manage inbound
material flow", "operate warehousing", and
"operate outbound transportation" process FTE
Total cost to perform the process group "manage dollars

logistics and warehousing" / (Number of FTEs who
perform the process "define logistics strategy" +
Number of FTEs who perform the process "plan
and manage inbound material flow" + Number of
FTEs who perform the process "operate
warehousing" + Number of FTEs who perform the
process "operate outbound transportation")
Total cost to perform the process group "manage Total cost to perform the process group "manage
logistics and warehousing" per sales order fulfilled logistics and warehousing" /Number of sales
orders fulfilled
Copyright 2016 APQC
dollars
579 of 777
Metric name
logistics and warehousing" as a percentage of
sales
Formula
Total logistics cost as a percentage of sales
Total transportation cost per $1,000 revenue
Transportation cost / (Total business entity revenue dollars

* .001)
(Transportation cost / Total cost of the supply chain percent
function ) * 100
percent
function allocated to the process group "Manage
logistics and warehousing"

function allocated to transportation
logistics and warehousing"
Units
percent
Total cost of the process group "Manage logistics

and warehousing" per $1 billion revenue

dollars
logistics and warehousing" * .01) / (Total business
Total cost of the process group "manage logistics

and warehousing" as a percentage of the cost of
continuing operations
(Total cost to perform the process group "manage

logistics and warehousing"/Total costs of
continuing operations)*100
Total cost of the process group "manage logistics

and warehousing" per FTE that performs the
process group

logistics and warehousing" / (Number of FTEs who
process "operate outbound transportation" +
Number of FTEs who perform the process "Manage
returns; manage reverse logistics")
Cycle time in hours from receiving a customer's

order to completing the order's preparation
Cycle time in hours from receiving a customer's

order to completing the order's preparation
Copyright 2016 APQC
hours
580 of 777
Metric name
Expedited costs as a percentage of total cost of
the logistics process group "manage logistics and
warehousing"
Formula
Percentage of total logistics costs that are
expedited
Units
percent
Turnover rate of logistics personnel
Turnover rate of logistics personnel
percent
Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent
Gross value of on-hand balance for typical parts
that have sales or usage of 0 units as a
percentage of total gross typical parts inventory
value
(Gross value of on-hand balance for typical

products that have zero sales or usage / Total
gross value of on-hand balance for all typical
products) * 100.0
percent

that have sales or usage between 101 and 1,000
units as a percentage of total gross typical parts
inventory value
Percentage of on-hand balance value for SKUs with percent

sales between 101 and 1000

that have sales or usage between 1 and 100 units
as a percentage of total gross typical parts
inventory value
(Gross value of on-hand balance for typical

products that have sales or usage between 1 and
100 units / Total gross value of on-hand balance
for all typical products) * 100.0
percent

Percentage of on-hand balance value for SKUs with percent
that have sales or usage of more than 1,000 units sales greater than 1000
as a percentage of total gross typical parts
inventory value
Number of FTEs that perform the logistics process
group "manage logistics and warehousing"
excluding "manage returns; manage reverse
logistics" per $1 billion revenue
Copyright 2016 APQC

FTEs
"operate outbound transportation" + Number of
process "plan and manage inbound material flow"
+ Number of FTEs who perform the process
"define logistics strategy") / (Total business entity
revenue * .000000001)
581 of 777
Metric name
Formula
Percentage of business entity's total number of
Percentage of expedited orders resulting from
expedited orders caused by: documentation errors documentation error
Units
percent
Percentage of annual expedited orders resulting

from inaccurate demand forecasts
from information technology/system failure
from late delivery/loss in transit
from manufacturing equipment failure
from network stock re-balances
from other issues
from poor transportation planning
from production schedule changes
from raw material shortages
from unavailable transport equipment
from transportation equipment failure
Direct labor as a percentage of total labor used in
the process group "manage logistics and
warehousing"

percent
inaccurate demand forecasts
percent
information technology/system failure
Percentage of expedited orders resulting from late percent
delivery/loss in transit
percent
manufacturing equipment failure
percent
network stock re-balances
percent
other issues
Percentage of expedited orders resulting from poor percent
transportation planning
percent
production schedule changes
Percentage of expedited orders resulting from raw percent
material shortages
percent
unavailable transport equipment
percent
transportation equipment failure
Percentage of labor used in process group
percent
"manage logistics and warehousing" that is direct
labor
Percentage of orders expedited
Percentage of total sales orders considered

expedited
Percentage of sales orders completely filled from
the primary sourcing location
Percentage of sales orders filled completely from

the primary sourcing location
Copyright 2016 APQC
percent
percent
582 of 777
Metric name
Percentage of ship from stock orders delivered in
full within 24 hours of order receipt
Percentage of supplier on-time delivery
Formula
Percentage of ship from stock orders delivered in
full within 24 hours of order receipt
Percentage of supplier on-time delivery
Units
percent
percent
Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
zero sales as a percentage of the total number of zero sales / Total number of SKUs for service/repair
SKUs for service/repair parts
parts) * 100.0
Number of SKUs for typical products that have
zero sales as a percentage of the total number of
SKUs for typical products
Percentage of SKUs for typical products with zero

sales
percent

sales between 101 and 1,000 as a percentage of
the total number of SKUs for typical products
(Number of SKUs for typical products that have

sales between 101 and 1,000 / Total number of
SKUs for typical products) * 100.0
percent

sales between 1 and 100 as a percentage of the
total number of SKUs for typical products
Percentage of SKUs for typical products with sales percent

between 1 and 100

sales greater than 1,000 as a percentage of the
total number of SKUs for typical products
(Number of SKUs for typical products that have

percent
sales greater than 1,000 / Total number of SKUs for
typical products) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales between 101
sales between 101 and 1,000 as a percentage of and 1000
the total number of SKUs for service/repair parts
percent
Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
sales between 1 and 100 as a percentage of the
sales between 1 and 100 / Total number of SKUs
total number of SKUs for service/repair parts
for service/repair parts) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales greater than
sales greater than 1,000 as a percentage of the
1000
total number of SKUs for service/repair parts
Copyright 2016 APQC
percent
583 of 777
Metric name
Formula
Number of FTEs that perform the logistics process (Number of FTEs who perform the process "define
group "manage logistics and warehousing" per $1 logistics strategy" + Number of FTEs who perform
billion revenue
the process "plan and manage inbound material
flow" + Number of FTEs who perform the process
"operate warehousing" + Number of FTEs who
perform the process "operate outbound
transportation" + Number of FTEs who perform the
process "Manage returns; manage reverse
logistics") / (Total business entity revenue * .
000000001)
Units
Number of FTEs that perform the process group

"manage logistics and warehousing" as a
percentage of total business entity FTEs
((Number of FTEs who perform the process "define

logistics strategy" + Number of FTEs who perform
the process "plan and manage inbound material
flow" + Number of FTEs who perform the process
transportation" + Number of FTEs who perform the
process "Manage returns; manage reverse
logistics")/Number of business entity FTEs)*100
Gross value of on-hand balance for service/repair

parts that have sales or usage of 0 units as a
percentage of total gross service/repair parts
inventory value
(Gross value of on-hand balance for service/repair percent

products that have zero sales or usage / Total
gross value of on-hand balance for all
service/repair products) * 100.0

parts that have sales or usage between 101 and
1,000 units as a percentage of total gross
service/repair parts inventory value
Percentage of on-hand balance value for parts with percent

sales between 101 and 1000

parts that have sales or usage between 1 and 100
units as a percentage of total gross service/repair
parts inventory value
(Gross value of on-hand balance for service/repair percent

products that have sales or usage between 1 and
100 units / Total gross value of on-hand balance
for all service/repair products) * 100.0
Copyright 2016 APQC
584 of 777
Metric name
Formula
Units
Gross value of on-hand balance for service/repair Percentage of on-hand balance value for parts with percent
parts that have sales or usage of more than 1,000 sales greater than 1000
units as a percentage of total gross service/repair
parts inventory value
Personnel cost to perform the process "develop
sourcing strategies" per $1,000 revenue

sourcing strategies" / (Total business entity
revenue * 0.0010)
dollars

sourcing strategies" per $1,000 purchases

sourcing strategies" / (Value of all materials and
services purchased * 0.0010)
dollars


revenue * 0.000010)
dollars


dollars
Total cost to perform the process "develop


dollars


revenue * 0.0010)
dollars
Overhead cost of the process "develop sourcing

strategies" per $1,000 revenue
Overhead cost to perform the process "develop

sourcing strategies"/(Total business entity
revenue*0.0010)
dollars
Other cost of the process "develop sourcing


revenue*0.0010)
dollars
Outsourced cost of the process "develop sourcing

Outsourced cost to perform the process "develop

revenue*0.0010)
dollars
Copyright 2016 APQC
585 of 777
Metric name
Formula
services purchased * .001)


revenue * .001)

sourcing strategies" per process FTE

dollars
sourcing strategies" / Number of FTEs who perform
the process "develop sourcing strategies"
Number of FTEs that perform the process "develop (Number of FTEs who perform the process
sourcing strategies" as a percentage of
"develop sourcing strategies" / (Number of FTEs
procurement process group FTEs
who perform the process "develop sourcing
process "appraise and develop suppliers")) * 100
Units
dollars
dollars
percent
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion purchases
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion revenue
revenue * .000000001)
Personnel cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 purchases
Copyright 2016 APQC

dollars
suppliers and develop/maintain contracts" / (Value
of all materials and services purchased * 0.0010)
586 of 777
Metric name
$1,000 revenue
Formula
Units
dollars
suppliers and develop/maintain contracts" / (Total
Systems cost to perform the process "select

$100,000 purchases

dollars
suppliers and develop/maintain contracts" / (Value
of all materials and services purchased *
0.000010)

$100,000 revenue

dollars
suppliers and develop/maintain contracts" / (Total
Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" per $1,000
and develop/maintain contracts" / (Total business
revenue
and develop/maintain contracts" / (Value of all
purchases
materials and services purchased * 0.0010)
Overhead cost of the process "select suppliers and Overhead cost to perform the process "select
develop/maintain contracts" per $1,000 revenue suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
dollars
Other cost of the process "select suppliers and

develop/maintain contracts" per $1,000 revenue

and outsourced to perform the process "select
suppliers and develop/maintain contracts"/(Total
dollars
Outsourced cost of the process "select suppliers

revenue
Outsourced cost to perform the process "select

suppliers and develop/maintain contracts"/(Total
dollars
and develop/maintain contracts" / (Value of all
purchases
materials and services purchased * .001)
Copyright 2016 APQC
587 of 777
Metric name
Formula
Units
and develop/maintain contracts" / (Total business
revenue
and develop/maintain contracts" per process FTE and develop/maintain contracts" / Number of FTEs
and develop/maintain contracts"
Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion revenue

FTEs
"select suppliers and develop/maintain contracts" /

suppliers and develop/maintain contracts" as a
percentage of procurement process group FTEs

percent
suppliers")) * 100

suppliers and develop/maintain contracts" per $1
billion purchases

FTEs
(Value of all materials and services purchased * .
000000001)

sourcing strategies" as a percentage of total
procurement process group cost
(Total cost to perform the process "develop

sourcing strategies" / Total cost to perform the
process group "procure materials and services") /
100
percent
Personnel cost to perform the process "order

materials and services" per $1,000 revenue

revenue * .001)
dollars
Copyright 2016 APQC
588 of 777
Metric name
materials and services" per $1,000 purchases
Formula
Units
Systems cost to perform the process "order


revenue * .00001)
dollars


dollars
dollars
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" / (Total business entity revenue * .
001)
and services" per $1,000 purchases
and services" / (Value of all materials and services
purchased * .001)
and services" per purchase order
and services" / Number of purchase orders placed
and services" per purchase order line item
and services" / Number of purchase order line
items processed
Overhead cost to perform the process "order

revenue * .001)
dollars
Other cost to perform the process "order materials Costs other than personnel, systems, overhead,
and outsourced to perform the process "order
revenue * .001)
dollars
Outsourced cost to perform the process "order

dollars
Copyright 2016 APQC

revenue * .001)
589 of 777
Metric name
Formula
Units
dollars
Other cost to perform the process "order materials Costs other than personnel, systems, overhead,
and services" per $1,000 purchases
and outsourced to perform the process "order
dollars


dollars

materials and services" per process FTE

materials and services" / Number of FTEs who
perform the process group "order materials and
services"
dollars
and services" per process FTE
and services" / Number of FTEs who perform the
process group "order materials and services"
Average cycle time (in calendar days) from
requisition creation to requisition approval
Average cycle time (in calendar days) from
requisition approval date of purchase order
approval date
Cycle time from requisition creation to requisition

approval
Cycle time from requisition approval to purchase
order approval
Cycle time in hours to place a purchase order
Cycle time in hours from the receipt of a purchase hours

requisition line item to the purchase order's
transmission to the vendor/contractor
Number of FTEs that perform the process "order

materials and services" per $1 billion purchases

"order materials and services" / (Value of all
FTEs

materials and services" per $1 billion revenue

"order materials and services" / (Total business
FTEs
Copyright 2016 APQC
Days
Days
590 of 777
Metric name
materials and services" as a percentage of
procurement process group FTEs
Formula
"order materials and services" / (Number of FTEs
who perform the process "develop sourcing
Units
percent
Number of purchase requisition line items

processed per "order materials/services" FTE
Number of purchase requisition line items

processed / Number of FTEs who perform the
process group "order materials and services"
purchase
requisition line
items
Number of purchase order line items processed

per "order materials and services" FTE
Number of purchase order line items processed /

"order materials and services"
purchase order line

items
Number of purchase orders processed per "order

materials and services" FTE
Number of purchase orders placed / Number of

purchase orders
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total purchase value
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total purchase value
of total purchase value
Purchases made through invoice only (nonPurchases made through invoice only (non-PO) as Percent
purchase order) as a percentage of total purchase a percentage of total purchase value
value
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total purchase value
catalog as a percentage of total purchase value
Purchases made through purchase order - external Purchases made through purchase order catalog as a percentage of total purchase value
external/punch-out catalog as a percentage of
Copyright 2016 APQC
Percent
591 of 777
Metric name
Purchases made through purchase order - "hands
on" as a percentage of total purchase value
Formula
Units
Purchases made through purchase order - "Hands Percent
On" as a percentage of total purchase value
Purchases made through other channels as a

Percent
percentage of total purchase value
percentage of total purchase value
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total invoice volume
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total invoice volume
of total invoice volume
Purchases made through invoice only (nonPurchases made through invoice only (non-PO) as Percent
purchase order) as a percentage of total invoice
a percentage of total invoice volume
volume
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total invoice volume
catalog as a percentage of total invoice volume
Purchases made through purchase order - external Purchases made through purchase order catalog as a percentage of total invoice volume
external/punch-out catalog as a percentage of
Purchases made through purchase order - "hands
on" as a percentage of total invoice volume
Percent
Purchases made through purchase order - "Hands Percent

On" as a percentage of total invoice volume

percentage of total invoice volume
percentage of total invoice volume
Percentage of purchase orders that link directly to Percentage of purchase orders linked directly to
a contracted price loaded in the company's system contracted price in company's system or external
or external catalog
catalog
Percent
Percentage of purchase order line items that are

systematically created with no manual
involvement or intervention by a buyer

systematically created
Percent
Percentage of purchase orders that go through a

formal notification/acceptance process with
supplier
Percentage of purchase orders that go through a

formal notification/acceptance process with
supplier
Percent
Copyright 2016 APQC
Percent
592 of 777
Metric name
Value of materials purchases as a percentage of
total purchases
Value of services purchases as a percentage of
total purchases
Value of EPC or EPCM purchases as a percentage
of total purchases
Value of other purchases as a percentage of total
purchases
Total cost to perform the process "select suppliers
and develop/maintain contracts" as a percentage
of total procurement process group cost
Formula
Value of materials purchases as a percentage of
total purchases
Value of services purchases as a percentage of
total purchases
Value of EPC or EPCM purchases as a percentage
of total purchases
Value of other purchases as a percentage of total
purchases
Null
Units
Percent
Percent
Percent
Percent
percent
Total cost to perform the process "select suppliers Null

percent

percent

percent

percent
Total cost to perform the process "select suppliers (Total cost to perform the process "select suppliers percent
and develop/maintain contracts" as a percentage and develop/maintain contracts" / Total cost to
perform the process group "procure materials and
services") / 100
Copyright 2016 APQC
593 of 777
Metric name
Personnel cost to perform the process "appraise
and develop suppliers" per $1,000 purchases
Formula
Units
dollars
and develop suppliers" / (Value of all materials and

and develop suppliers" per $1,000 revenue

and develop suppliers" / (Total business entity
revenue * 0.0010)
dollars
Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $100,000 purchases
develop suppliers" / (Value of all materials and
Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $100,000 revenue
develop suppliers" / (Total business entity revenue
* 0.000010)
Total cost to perform the process "appraise and



dollars
* 0.0010)
Overhead cost of the process "appraise and

Systems cost to perform the process "appraise and dollars

develop suppliers"/(Total business entity
revenue*0.0010)
Other cost of the process "appraise and develop

suppliers" per $1,000 revenue
Overhead cost to perform the process "appraise

and develop suppliers"/(Total business entity
revenue*0.0010)
dollars
Outsourced cost of the process "appraise and


and outsourced to perform the process "appraise
and develop suppliers"/(Total business entity
revenue*0.0010)
dollars


dollars
Copyright 2016 APQC
dollars
594 of 777
Metric name
Formula
Units
dollars
* .001)

develop suppliers" per process FTE

dollars
develop suppliers" / Number of FTEs who perform
the process "appraise and develop suppliers"
Number of FTEs that perform the process "manage (Number of FTEs who perform the process
suppliers" as a percentage of procurement process "appraise and develop suppliers" / (Number of
group FTEs
FTEs who perform the process "develop sourcing
percent

"appraise and develop suppliers" per $1 billion
purchases
Number of FTEs who perform the process

"appraise and develop suppliers" / (Value of all
FTEs

"appraise and develop suppliers" per $1 billion
revenue

FTEs
"appraise and develop suppliers" / (Total business
Supplier first-pass quality yield
S25320472QN0001
percent
Total cost to perform the process "order materials (Total cost to perform the process "order materials percent
and services" as a percentage of total
and services" / Total cost to perform the process
group "procure materials and services") / 100
Copyright 2016 APQC
595 of 777
Metric name
materials and services" as a percentage of total
process cost
Formula
Units
(Personnel cost to perform the process "order
percent
materials and services" / Total cost to perform the
process "order materials and services") / 100

process cost
(Systems cost to perform the process "order

percent

process cost
(Overhead cost to perform the process "order

percent
Other cost to perform the process "order materials (Costs other than personnel, systems, overhead, percent
and services" as a percentage of total process cost and outsourced to perform the process "order
process cost
(Outsourced cost to perform the process "order

percent

develop suppliers" as a percentage of total
(Total cost to perform the process "appraise and

develop suppliers" / Total cost to perform the
process group "procure materials and services") /
100
percent
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per thousand barrel of oil equivalent (BOE) goods" / (Average oil and gas net production
net production
(BOE/day) * .001)
goods" per gross operated producing well
goods" / Total operated producing well count
Copyright 2016 APQC
596 of 777
Metric name
Formula
Units
goods" per mile of pipe
goods" / Total number of miles of pipeline in
service
goods" per thousand barrels throughput
goods" / (Average refining throughput * .001)
Number of FTEs who perform the process "record
receipt of goods" per million barrel of oil
equivalent (BOE)
Number of business entity FTEs who perform the

process "record receipt of goods" / (Average oil
and gas net production (BOE/day) * .000001)

receipt of goods" per thousand gross operated
producing wells
Number of business entity FTEs who perform the FTEs

process "record receipt of goods" / (Total operated
producing well count * .001)

receipt of goods" per thousand miles of pipe
Number of business entity FTEs who perform the

process "record receipt of goods" / (Total number
of miles of pipeline in service * .001)
FTEs
Number of FTEs who perform the process "record Number of business entity FTEs who perform the
receipt of goods" per thousand barrels throughput process "record receipt of goods" / (Average
refining throughput * .001)
FTEs
Percentage of purchase orders with receipt of

goods or services
Percentage of goods purchases with receipts
performed after the invoice was received
Percentage of services purchases with receipts
Percentage of invoices blocked due to goods
receipt issues or price/quantity discrepancies
Primary product manufacturing cycle time in hours
Percentage of purchase orders with receipt of

goods or services
Percentage of goods purchases with receipts
Percentage of services purchases with receipts
Percentage of invoices blocked due to goods
receipt issues or price/quantity discrepancies
Primary product manufacturing cycle time in hours
Percent
Raw material inventory days of supply
Raw material days of supply
days
Work-in-process (WIP) inventory days of supply
Work-in-process days of supply
days
Copyright 2016 APQC
FTEs
Percent
Percent
Percent
hours
597 of 777
Metric name
Work-in-process (WIP) inventory turns
Formula
WIP inventory turn rate in turns
Units
turns
Actual production rate as a percentage of the

Actual production rate as a percentage of the
percent
maximum capable production rate
maximum for primary products
Production schedule attainment during a primary Production schedule attainment during a primary percent
products planning period
products planning period
Finished-product first-pass quality yield for primary Finished-product first-pass quality yield for primary percent
products
products
Other cost to perform the process "define logistics Costs other than personnel, systems, overhead,
dollars
strategy" per $1,000 revenue
and outsourced to perform the process "define
logistics strategy" / (Total business entity revenue
* 0.0010)
Outsourced cost to perform the process "define
logistics strategy" per $1,000 revenue
Outsourced cost to perform the process "define

dollars
* 0.0010)
Overhead cost to perform the process "define

Overhead cost to perform the process "define

dollars
* 0.0010)
Personnel cost to perform the process "define

Personnel cost to perform the process "define

dollars
* 0.0010)
Systems cost to perform the process "define

Systems cost to perform the process "define

dollars
* 0.000010)
Total cost to perform the process "define logistics

strategy" per process FTE

strategy" / Number of FTEs who perform the
process "define logistics strategy"

strategy" per $1,000 revenue
Total cost to perform the process "define logistics dollars

strategy" / (Total business entity revenue * 0.0010)
dollars
Total cost of the process "Define logistics strategy" Total cost to perform the process "define logistics
per $1,000 revenue
strategy" / (Total business entity revenue * .001)
Copyright 2016 APQC
598 of 777
Metric name
Number of FTEs that perform the process "define
logistics strategy" as a percentage of FTEs that
perform the process group "manage logistics and
warehousing" (excluding "manage returns;
manage reverse logistics)
Formula
Units
(Number of FTEs who perform the process "define percent
logistics strategy" /(Number of FTEs who perform
the process "define logistics strategy" + Number
of FTEs who perform the process "plan and
manage inbound material flow" + Number of FTEs
who perform the process "operate warehousing" +
Number of FTEs who perform the process "operate
outbound transportation")) *100
Number of FTEs that perform the process "define

logistics strategy" per $1 billion revenue
Number of FTEs who perform the process "define FTEs

logistics strategy" /(Total business entity revenue *
.000000001)
Other cost to perform the process "plan and

manage inbound material flow" per $1,000
revenue

and outsourced to perform the process "plan and
manage inbound material flow" /(Total business
dollars
Outsourced cost to perform the process "plan and Outsourced cost to perform the process "plan and dollars
revenue
Overhead cost to perform the process "plan and
revenue
Overhead cost to perform the process "plan and

dollars
Personnel cost to perform the process "plan and

revenue
Personnel cost to perform the process "plan and

dollars
Systems cost to perform the process "plan and

revenue
Systems cost to perform the process "plan and

dollars
Total cost to perform the process "plan and

manage inbound material flow" per process FTE

manage inbound material flow" /Number of FTEs
who perform the process "plan and manage
inbound material flow"
dollars
Copyright 2016 APQC
599 of 777
Metric name
revenue
Formula
manage inbound material flow" / (Total business
Number of FTEs that perform the process "plan

and manage inbound material flow" per $1 billion and manage inbound material flow" / (Total
revenue
Units
dollars
FTEs
Number of FTEs that perform the process "plan

(Number of FTEs who perform the process "plan
percent
and manage inbound material flow" as a
and manage inbound material flow" / (Number of
percentage of FTEs that perform the process group FTEs who perform the process "define logistics
"manage logistics and warehousing" (excluding
"manage returns; manage reverse logistics)
transportation")) *100
Other cost to perform the process "operate
warehousing" per $1,000 revenue

and outsourced to perform the process "operate
warehousing" / (Total business entity revenue * .
001)
dollars
Outsourced cost to perform the process "operate


001)
dollars
Overhead cost to perform the process "operate


001)
dollars
Systems cost to perform the process "operate


00001)
dollars
Total cost to perform the process "operate

warehousing" as a percentage of cost of goods
sold
(Total cost to perform the process "operate

warehousing" /Cost of goods sold (COGS)) * 100
percent
Copyright 2016 APQC
600 of 777
Metric name
warehousing" per process FTE
Formula
warehousing" / Number of FTEs who perform the
process "operate warehousing"
Units


warehousing" /(Total business entity revenue * .
001)
dollars

warehousing" per sales order
Personnel cost to perform the process "operate

warehousing" /Number of sales orders fulfilled
001)
dollars
Pick-to-ship cycle time in hours for customer

orders
Dock-to-stock cycle time in hours for supplier
deliveries
Field finished goods inventory days of supply
Pick-to-ship cycle time in hours for customer

orders
Dock-to-stock cycle time for supplier deliveries in
hours
Field finished goods inventory days of supply
hours
Inventory accuracy
Inventory accuracy
percent
dollars
dollars
hours
days
Inventory value per $1,000 total revenue
Gross value of inventory / (Total business entity

dollars
revenue * .001)
Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs
warehousing" per $1 billion revenue
warehousing" /(Total business entity revenue * .
000000001)
Warehouse slot utilization
Warehouse slot utilization
percent
On-site finished goods inventory days of supply
Finished goods inventory days of supply
days
Unit fill rate
Unit fill rate
percent
Percentage of SKUs tracked by radio frequency
Percentage of SKUs tracked by radio frequency
percent
Copyright 2016 APQC
601 of 777
Metric name
Order fill rate
Order fill rate
Units
percent
Order line fill rate
Order line fill rate
percent
Number of sales order line items filled per

"operate warehousing" FTE
Number of sales order line items / Number of FTEs sales order line
who perform the process "operate warehousing"
items
Number of annual sales orders filled per "operate

warehousing" FTE
Total cost to perform the process "invoice

customer" / Number of FTEs who perform the
process "operate warehousing"
Number of FTEs that perform the process "operate

warehousing" as a percentage of FTEs that
perform the process group "manage logistics and
warehousing" (excluding "manage returns;

percent
"operate warehousing" / (Number of FTEs who
process "operate outbound transportation")) *100
Percentage of finished goods inventory requiring

special handling or storage
Freight cost to perform the process "operate
outbound transportation" as a percentage of the
total logistics process group "manage logistics and
warehousing" excluding "manage returns; manage
reverse logistics" cost
Percentage of finished goods inventory requiring percent

special handling or storage
(Freight cost to perform the process "operate
percent
outbound transportation" / (Total cost to perform
the process "define logistics strategy" + Total cost
to perform the process "plan and manage inbound
material flow" + Total cost to perform the process
"operate warehousing" + Total cost to perform the
process "operate outbound transportation")) *
100.0

outbound transportation" per $1,000 revenue

outbound transportation" / (Total business entity
revenue * .001)
Copyright 2016 APQC
Formula
sales orders
dollars
602 of 777
Metric name
Premium freight charges as a percentage of total
freight charges
Formula
Premium freight charges as a percentage of total
freight charges
outbound transportation" /(Total business entity
revenue * .00001)
Units
percent

outbound transportation" as a percentage of cost
of goods sold
(Total cost to perform the process "operate

outbound transportation" / Cost of goods sold
(COGS)) * 100
percent

outbound transportation" per process FTE

outbound transportation" /Number of FTEs who
transportation"
dollars


revenue * .001)
dollars

outbound transportation" per sales order

outbound transportation" / Total cost to perform
the process "invoice customer"
dollars
Other cost to perform the process "operate


dollars
outsourced and freight to perform the process
"operate outbound transportation" /(Total business


revenue * .001)
dollars


revenue * .001)
dollars


revenue * .001)
dollars
dollars
Customer shipment to delivery cycle time in days Customer shipment to delivery cycle time in hours days
/ 24
Copyright 2016 APQC
603 of 777
Metric name
Full trailer-load or full container-load capacity
utilization
Percentage of orders delivered complete and on
time
Percentage of orders shipped complete and on
time
Percentage of outbound transport containers with
multiple-customer orders
Percentage of sales orders delivered on time
Formula
Full trailer-load or full container-load capacity
utilization
Percentage of sales orders delivered complete and
on time
Percentage of sales orders shipped complete and
on time
Percentage of outbound transport containers with
multiple-customer orders
Percentage of sales orders delivered on time
Units
percent
Percentage of sales orders shipped as part of fullload shipments

Percentage of sales orders shipped on core
carriers
Perfect condition rate
Percentage of total sales orders shipped in fullload shipments

Percentage of sales orders shipped on core
carriers
Perfect condition rate
percent
percent
percent
percent
percent
percent
percent
Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs
outbound transportation" per $1 billion revenue
revenue * .000000001)
Accurate documentation rate
Accurate documentation rate
Number of FTEs that perform the process "operate

outbound transportation" as a percentage of FTEs
that perform the process group "manage logistics
and warehousing" (excluding "manage returns;

percent
"operate outbound transportation" /(Number of
FTEs who perform the process "define logistics
transportation")) *100
Percentage of sales orders scheduled to customer Percentage of total sales orders scheduled
request
according to customer request
Copyright 2016 APQC
percent
percent
604 of 777
Metric name
Approved preferred/core carriers for primary
transportation as a percentage of total carriers
used for primary transportation
Formula
Units
(Number of approved preferred/core carriers for
percent
primary transportation mode / Number of carriers
used for primary transportation mode in the last
twelve months) * 100.0
Total cost to perform the process "order materials Total cost to perform the process "order materials Dollars
and services" per thousand barrel of oil equivalent and services" / (Average oil and gas net production
(BOE)
(BOE/day) * .001)
and services" per gross operated producing well
and services" / Total operated producing well
count
and services" per mile of pipe
and services" / Total number of miles of pipeline in
service
and services" per thousand barrels throughput
and services" / (Average refining throughput * .
001)
Number of FTEs who perform the process "order
materials and services" per million barrel of oil
equivalent (BOE)

"order materials and services" / (Average oil and
gas net production (BOE/day) * .000001)
FTEs

materials and services" per thousand gross
operated producing wells

"order materials and services" / (Total operated
producing well count * .001)
FTEs

materials and services" per thousand miles of pipe "order materials and services" / (Total number of
miles of pipeline in service * .001)
FTEs

materials and services" per thousand barrels
throughput
FTEs

"order materials and services" / (Average refining
throughput * .001)
Other cost of the process group "develop customer Costs other than personnel, systems, overhead,
care/customer service strategy" per $1,000
revenue
customer care/customer service strategy" / (Total
Copyright 2016 APQC
dollars
605 of 777
Metric name
customer care/customer service strategy" per
$1,000 revenue
Formula

$1,000 revenue

dollars

$1,000 revenue

dollars

$100,000 revenue

dollars
Total cost to perform the process group "develop

process FTE

customer care/customer service strategy" /
strategy"
dollars

$1,000 revenue

dollars

sales order

Number of sales orders placed
dollars

sales order line item

Number of sales order line items
dollars

strategy" per $1 billion revenue

strategy" / (Total business entity revenue *
0.000000001)
FTEs
Copyright 2016 APQC
Units
dollars
606 of 777
Metric name
Number of languages supported at the business
entity
Centrally managed systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per inbound
contact
Formula
Number of languages supported
Other cost to perform the processes "manage

(Costs other than personnel, systems, overhead, dollars

sales orders" + Costs other than personnel,
systems, overhead, and outsourced to perform the

customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes
(Costs other than personnel, systems, overhead, percent

and outsourced to perform the processes "manage
customer service requests/inquiries" and "manage
customer complaints" / Total cost to perform the
complaints") * 100.0

customer complaints" per $1,000 revenue

dollars
and outsourced to perform the processes "manage
customer complaints" / (Total business entity
revenue * 0.0010)
Copyright 2016 APQC
Units
languages
(Centrally managed systems cost to perform the

dollars
process "manage sales orders" + Centrally
managed systems cost to perform the processes
inbound contacts
607 of 777
Metric name
Outsourced cost to perform the processes
"manage customer requests/inquiries" and
"manage customer complaints" per $1,000
revenue
Formula
Units
dollars
"manage customer complaints" / (Total business

"manage sales orders", "manage customer service
complaints" per $1,000 revenue

complaints") / (Total business entity revenue *
0.0010)


complaints") / Number of total customers in
customer master file that are active



(Outsourced cost to perform the processes
percent
"manage customer requests/inquiries" and
"manage customer complaints" as a percentage of "manage customer complaints" / Total cost to
the total cost of the processes
perform the processes "manage customer service
"manage customer complaints" per inbound call
received through IVR DTMF
Copyright 2016 APQC

dollars
"manage customer complaints" / Number of
inbound calls received through IVR DTMF
608 of 777
Metric name
"manage customer complaints" per call received
through IVR speech
Formula
Units
dollars
inbound calls received through IVR speech

dollars
"manage customer service requests/inquiries" and "manage customer service requests/inquiries" and
"manage customer complaints" per web
transactions contact
inbound contacts through web transactions
(Overhead cost to perform the processes "manage percent

Overhead cost to perform the processes "manage Overhead cost to perform the processes "manage dollars
revenue * 0.0010)
Business to business inbound calls as a
Percentage of inbound contacts from all channels percent
percentage of total inbound calls
considered "business to business"
Business to consumer inbound calls as a
considered "business to consumer"
dollars
"manage customer service requests/inquiries" and "manage customer service requests/inquiries" and
"manage customer complaints" per web self"manage customer complaints" / Inbound contacts
service contact
received through web self-service
Total revenue per inbound contact
Copyright 2016 APQC
Total business entity revenue / Total number of

inbound contacts
dollars
609 of 777
Metric name
revenue
Formula
Units
dollars
"manage customer complaints") / (Total business

"manage customer complaints" per active
customer

dollars
"manage customer complaints") / Number of total
Contact center systems cost to perform the

"manage customer complaints" per inbound
contact
(Contact center systems cost to perform the

dollars
process "manage sales orders" + Contact center
systems cost to perform the processes "manage
customer complaints") / Total number of inbound
contacts

revenue

dollars
customer complaints") / (Total business entity
revenue * 0.0010)

"manage customer complaints" per active
customer

dollars
customer complaints") / Number of total
Copyright 2016 APQC
610 of 777
Metric name
Personnel cost to perform the processes "manage
complaints" per business entity FTE
Formula
Units
dollars
(compensation and benefits)" + Personnel cost to
complaints") / Total number of FTEs for the process
"Manage sales orders" and the function "Manage
customer service"
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
customer complaints" per process FTE
customer complaints" / Number of FTEs who
perform the customer service function
complaints" per $1,000 revenue

dollars
complaints") / (Total business entity revenue *
0.0010)


dollars
complaints") / Number of total customers in
customer master file that are active
Copyright 2016 APQC
611 of 777
Metric name
Formula
Units
dollars

(Personnel cost to perform the processes "manage percent

Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
revenue * 0.0010)
Total cost to perform the processes "manage
customer complaints" per customer service FTE

dollars
customer complaints" / Number of FTEs who
perform the customer service function


dollars
revenue * 0.0010)
Response time for inbound requests coming from

e-mail
Average actual response time in minutes for

contacts received through email, excluding
automated acknowledgements of email receipt
hours

fax

contacts received through facsimile
hours
Copyright 2016 APQC
612 of 777
Metric name
postal mail
Formula
contact type "Postal Mail" including outsourced
and direct contacts
Average time in seconds to inbound calls

abandoned
Average contact handling time in seconds
seconds
Average speed of answer in seconds for agent

queue calls
Bridge rate
Average time in seconds to inbound calls

abandoned
Average contact handling time in seconds,
including after-contact work
(Average after-call work time in seconds +
Average talk time in seconds)
Average speed of answer in seconds for agent
queue calls
Bridge rate
Call agent availability rate
Call agent availability rate
percent
Call agent occupancy rate
Call agent occupancy rate
percent
Call agent utilization rate
Call agent utilization rate
percent
Agent schedule adherence
Average agent schedule adherence
percent
Percentage of inbound email contacts outsourced

to a third-party provider
(Number of total inbound contacts outsourced to a percent

third-party for contacts received through email /
100 percent sum of inbound contacts outsourced
to a third-party for live agent calls, IVR speech,
IVR DTMF, fax, postal mail, web transactions,
online chats, and other receipts) * 100.0
Average seat utilization
Average seat utilization
Average call handling time in seconds
Copyright 2016 APQC
Units
hours
seconds
seconds
seconds
percent
percent
613 of 777
Metric name
Percentage of web chat or instant messaging
contacts outsourced to a third-party provider
Formula
Units
(Inbound contacts received through web chat or
percent
instant messaging, including virtual agents, from
all outsourced providers / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax, postal
mail, web transactions, online chats, and other
receipts) * 100.0
Caller authentication rate for IVR
Caller authentication rate for IVR
percent
DTMF IVR self-service resolution rate
DTMF IVR self-service resolution rate
percent
IVR speech self-service resolution rate
IVR speech self-service resolution rate
percent
Web transactions self-service resolution rate
Web transactions self-service resolution rate
percent
Percentage of active customers with active web

accounts
Transferred calls as a percentage of total inbound
calls
Percentage of transferred calls that are
misdirected
Calls routed to a live agent as a percentage of
total inbound calls
Calls abandoned in the agent queue as a
First call resolution rate
Percentage of active customers with active web

accounts
Transferred calls as a percentage of total inbound
calls
Percentage of transferred calls that are
misdirected
Calls routed to a live agent as a percentage of
total inbound calls
Calls abandoned in the agent queue as a
First call resolution rate
percent
IVR speech recognition rate
IVR speech recognition rate
percent
Average number of contact center seats per

contact center
Number of seats / Number of contact centers

included
seats
Copyright 2016 APQC
percent
percent
percent
percent
percent
614 of 777
Metric name
Formula
Number of FTEs who perform the customer service Number of FTEs who perform the customer service FTEs
function per $1 billion revenue
function / (Total business entity revenue *
0.000000001)
Units
Percentage of inbound postal mail contacts

outsourced to a third-party provider
(Percentage of inbound contacts outsourced to

percent
third-party for postal mail / 100 percent sum of
receipts) * 100.0
Percentage of inbound web transaction contacts

(Inbound contacts received through web selfpercent

service from all outsourced providers / 100 percent
sum of inbound contacts outsourced to a thirdparty for live agent calls, IVR speech, IVR DTMF,
fax, postal mail, web transactions, online chats,
and other receipts) * 100.0
Percentage of contacts with CTI that have

information pop up on the agent's desktop
Percentage of active customers with service level
based on customer segmentation
Direct supervisors per agent FTE
Percentage of contacts with CTI that have

information pop up on the agents desktop
Percentage of active customers with service level
based on customer segmentation
(Number of general service FTEs employed to
manage agents + Number of vital service FTEs
employed to manage agents) / Number of agent
FTEs
percent
percent
direct supervisors
Agent FTEs evaluated using sliding/interdependent Agent FTEs evaluated using sliding/interdependent percent
agent targets as a percentage of all agent FTEs
agent targets as a percentage of all agent FTEs
Percentage of inbound calls monitored by QAM
and scored by supervisors
Copyright 2016 APQC
Percentage of inbound calls monitored by QAM

and scored by supervisors
percent
615 of 777
Metric name
Percentage of inbound contacts through "other"
channels outsourced to a third-party provider
Formula
Units
(Inbound contacts received through channels other percent
than phone, email, web self-service, web chat or
instant messaging (including virtual agents), a
dedicated mobile application, SMS, social media,
or postal mail, from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
Percentage of inbound phone contacts outsourced (Inbound contacts received through telephone
to a third-party provider
channels from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
percent
Number of agent FTEs per direct supervisor FTE
Number of agent FTEs / (Number of general

agent FTEs
service FTEs employed to manage agents +
Number of vital service FTEs employed to manage
agents)
Inbound live agent calls per agent FTE
Number of inbound calls received through a live

calls
agent / Number of agent FTEs
Total number of inbound contacts / Number of
contacts
agent FTEs
( Percentage of your organization's IT headcount percent
in Africa/100 percent sum of organization's IT
headcount in the United States/Canada, Southern
Europe, Central Europe, Western Europe, Australia,
New Zealand, Eastern Europe, Nordic countries,
Central/South America, East Asia, Southeast Asia,
South Asia, China, Russia, Central Asia, Middle
East, and Africa )*100
Inbound contacts per agent FTE

Africa contact center employees as a percentage
of total contact center employees
Copyright 2016 APQC
616 of 777
Metric name
Formula
Units
Australia and New Zealand contact center
employees as a percentage of total contact center in Australia or New Zealand/100 percent sum of
employees
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South America,
East Asia, Southeast Asia, South Asia, China,
Russia, Central Asia, Middle East, and Africa )*100
Central Europe contact center employees as a
percentage of total contact center employees

in Central Europe/100 percent sum of
Central/South America contact center employees

as a percentage of total contact center employees in Central or South America/100 percent sum of
Copyright 2016 APQC
617 of 777
Metric name
Formula
Units
China, Russia, and Central Asia contact center
employees as a percentage of total contact center in China, Russia, or Central Asia/100 percent sum
employees
of organization's IT headcount in the United
East Asia contact center employees as a

in East Asia/100 percent sum of organization's IT
Eastern Europe contact center employees as a


in Eastern Europe/100 percent sum of
Inbound contacts related to billing as a percentage

of total inbound contacts
Inbound contacts related to complaints as a
percentage of total inbound contacts
Inbound contacts related to new orders as a

related to billing
related to complaints
related to new orders
Copyright 2016 APQC
percent
percent
percent
618 of 777
Metric name
Inbound contacts related to order modification or
inquiry as a percentage of total inbound contacts
Formula
related to order modification or inquiry
Middle East contact center employees as a


in the Middle East/100 percent sum of
Nordic countries contact center employees as a


in Nordic countries/100 percent sum of
South Asia contact center employees as a


in South Asia/100 percent sum of organization's IT
Copyright 2016 APQC
Units
percent
619 of 777
Metric name
Southeast Asia contact center employees as a
Formula
Units
in Southeast Asia/100 percent sum of
Southern Europe contact center employees as a


in Southern Europe/100 percent sum of
US contact center employees as a percentage of

total contact center employees

in the United States or Canada/100 percent sum of
Copyright 2016 APQC
620 of 777
Metric name
Western Europe contact center employees as a
Formula
Units
in Western Europe/100 percent sum of
Number of inbound calls received through a live

agent as a percentage of total inbound calls
Number of inbound calls received through IVR
speech as a percentage of total inbound calls
Number of inbound calls received through IVR
DTMF as a percentage of total inbound calls
Inbound calls related to billing as a percentage of
total inbound calls
Inbound calls related to complaints as a
Inbound calls related to new orders as a
Inbound calls related to order modification or
inquiry as a percentage of total inbound calls
Number of inbound calls for requirements other
than new orders, order modifications or inquiry,
billing, complaints, or technical support as a
(Number of inbound calls received through a live

agent / Number of inbound calls) * 100.0
(Number of inbound calls received through IVR
speech / Number of inbound calls) * 100.0
(Number of inbound calls received through IVR
DTMF / Number of inbound calls) * 100.0
(Number of inbound calls for billing / Number of
inbound calls) * 100.0
(Number of inbound calls for complaints / Number
of inbound calls) * 100.0
(Number of inbound calls for new orders / Number
of inbound calls) * 100.0
(Number of inbound calls for order modification or
inquiry / Number of inbound calls) * 100.0
related to matters other than new orders, order
modification or inquiry, billing, complaints, or
technical support
percent
percent
percent
percent
percent
percent
percent
percent
Inbound contacts related to technical support as a Percentage of inbound contacts from all channels percent
related to technical support
Inbound contacts received via phone as a
(Number of inbound contacts through calls / Total percent
number of inbound contacts) * 100.0
Inbound contacts received via email as a
(Number of inbound contacts through email / Total percent
number of inbound contacts) * 100.0
Copyright 2016 APQC
621 of 777
Metric name
Inbound contacts received via fax as a percentage
Inbound contacts received via web chat or instant
messaging as a percentage of total inbound
contacts
Formula
Units
(Number of inbound contacts through fax /
percent
Number of inbound contacts) * 100.0
(Number of inbound contacts through online chat / percent
Total number of inbound contacts) * 100.0
Number of inbound contacts through channels

other than phone, email, web self-service, web
chat or instant messaging, dedicated mobile apps,
SMS, social media, or postal mail as a percentage
(Inbound contacts received through channels other percent

than phone, email, web self-service, web chat or
instant messaging (including virtual agents), a
dedicated mobile application, SMS, social media,
or postal mail / Total number of inbound contacts)
* 100.0
Inbound contacts received via postal mail as a

Inbound contacts received via web self-service as
a percentage of total inbound contacts
(Number of inbound contacts through postal mail / percent

Total number of inbound contacts) * 100.0
(Inbound contacts received through web selfpercent
service / Total number of inbound contacts) *
100.0
Percentage of inbound contacts through "other"

channels outsourced to a third-party provider
Number of inbound calls for the customer service
function as a percentage of total inbound calls
Percentage of inbound contacts outsourced to

percent
third-party for other receipt
(Number of inbound calls for the customer service percent
function / Number of inbound calls) * 100.0
Percentage of inbound fax contacts outsourced to Percentage of inbound contacts

a third-party provider
third-party for fax
Percentage of inbound IVR DTMF contacts
Percentage of inbound contacts
third-party for IVR DTMF
Percentage of inbound IVR speech contacts
third-party for IVR speech
Percentage of inbound live agent call contacts
outsourced to third-party provider
third-party for live agent calls
Customer attrition (or churn) rate
Customer attrition rate
Call service level
Copyright 2016 APQC
Service level
outsourced to
percent
outsourced to
percent
outsourced to
percent
outsourced to
percent
percent
seconds
622 of 777
Metric name
Forecast accuracy for long-term planning
Formula
Long-term forecast accuracy
Units
percent
Forecast accuracy for short-term planning
Short-term forecast accuracy
percent
Average response time in minutes for call backs

contacts from call backs
Average response time in minutes for SMS
contacts from SMS
Average response time in minutes for social media Average actual response time in minutes for
contacts from social media
Average response time in minutes for web chat or Average actual response time in minutes for
instant messaging including virtual agents
contacts from web chat or instant messaging,
including virtual agents
minutes
minutes
minutes
minutes
Average talk time in seconds, including agent hold Average talk time in seconds
seconds
time
First contact resolution rate for contacts received First contact resolution rate for contacts from
percent
through "other" channels
channels other than phone, email, web selfservice, web chat or instant messaging, dedicated
mobile apps, SMS social media, or postal mail
First contact resolution rate for dedicated mobile
applications ("apps")
First contact resolution rate for email contacts
First contact resolution rate for a dedicated mobile percent

application ("app")
First contact resolution rate for email contacts
percent
First contact resolution rate for phone contacts
First contact resolution rate for phone contacts
percent
First contact resolution rate for postal mail
First contact resolution rate for postal mail
percent
First contact resolution rate for SMS
First contact resolution rate for SMS (mobile phone percent

short message service) contacts
First contact resolution rate for social media
percent
channels such as Twitter, Facebook, or discussion
forums
First contact resolution rate for social media
Copyright 2016 APQC
623 of 777
Metric name
First contact resolution rate for web chat or instant
messaging including virtual agents
First contact resolution rate for web self-service
contacts
Inbound contacts for the process "manage
customer service" as a percentage of total
inbound contacts
Formula
Units
First contact resolution rate for web chat or instant percent
messaging including virtual agents
First contact resolution rate for web self-service
percent
contacts
related to the process "manage customer service"
Inbound contacts received via dedicated mobile

app as a percentage of total inbound contacts
(Inbound contacts received through a dedicated

mobile application / Total number of inbound
contacts) * 100.0
Inbound contacts received via SMS as a

(Total number of inbound contacts received

percent
through SMS / Total number of inbound contacts) *
100.0
Inbound contacts received via social media as a

(Total number of inbound contacts received

through social media / Total number of inbound
contacts) * 100.0
Percentage of inbound dedicated mobile app

contacts outsourced to a third-party provider
(Inbound contacts received through a dedicated

percent
mobile application from all outsourced providers /
100 percent sum of inbound contacts outsourced
to a third-party for live agent calls, IVR speech,
IVR DTMF, fax, postal mail, web transactions,
online chats, and other receipts) * 100.0
percent
percent
Percentage of inbound SMS contacts outsourced to (Inbound contacts received through SMS (exclude percent
a third-party provider
mobile messaging other than SMS) from all
outsourced providers / 100 percent sum of
receipts) * 100.0
Copyright 2016 APQC
624 of 777
Metric name
Percentage of inbound social media contacts
Formula
(Inbound contacts received through social media
(including discussion forums, Facebook, Twitter,
etc.) from all outsourced providers / 100 percent
sum of inbound contacts outsourced to a thirdparty for live agent calls, IVR speech, IVR DTMF,
fax, postal mail, web transactions, online chats,
and other receipts) * 100.0
Units
percent
Inbound requests received via phone as a

percentage of total inbound requests
Inbound requests received via email as a
Inbound requests received via employee portal as
a percentage of total inbound requests
Inbound requests received via vendor portal as a
Inbound requests received via chat as a
Inbound requests received via walk-up as a
Inbound requests received via other channels as a
Allocation of incoming customer contact in finance

SSC via phone channel
SSC via email channel
SSC via employee portal channel
SSC via vendor portal channel
SSC via chat channel
SSC via walk-up channel
SSC via channels other than phone, email,
employee or vendor portal, chat, or walk-up
percent
Percentage of employee time spent servicing

customers via social media channels
customers via website channel
customers via social media channel
customers via traditional face-to-face channel
customers via contact center channel
Percentage of employee time spent working in the percent

social media channel servicing customers
website channel servicing customers
social media channel servicing customers
face-to-face channel servicing customers
contact center channel servicing customers
Copyright 2016 APQC
percent
percent
percent
percent
percent
percent
625 of 777
Metric name
customers via business-to-business channel
Formula
Units
Percentage of employee time spent working in
percent
B2B channels other than website, mobile
applications, social media, face-to-face contact, or
contact centers channel servicing customers
Total cost to perform the process group "recruit,

dollars
source, and select employees" per $1,000 revenue source, and select" / (Total business entity revenue
* 0.001)
source, and select employees" per business entity source, and select" / Number of business entity
employee
employees
dollars

source, and select employees" per new hire
Personnel cost to perform the process group
"recruit, source, and select employees" per $1,000
revenue

source, and select" / Total number of new hires
((Percentage of internal cost to perform process
group "recruit, source, and select employees"
allocated to personnel /100) * Internal cost to
select")/ (Total business entity revenue * 0.001)
dollars

"recruit, source, and select employees" per new
hire
((Percentage of internal cost to perform process

allocated to personnel * Internal cost to perform
the process group "recruit, source, and
select")/100) /Total number of new hires
dollars

"recruit, source, and select employees" per
(Percentage of internal cost to perform process

dollars
allocated to personnel * Percentage of total cost of
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.0001 *
source, and select") / Number of business entity
employees
Copyright 2016 APQC
dollars
626 of 777
Metric name
Formula
Systems cost to perform process group "recruit,
source, and select employees" per $1,000 revenue group "recruit, source, and select employees"
allocated to systems * Percentage of total cost of
employees" allocated to internal cost * 0.0001 *
source, and select") / (Total business entity
revenue * 0.001)
Response time in hours for non-routine "recruit,
source, and select employees" inquiries
Response time in hours for a non-routine inquiry

for the process group "recruit, source, and select
employees"
Response time in hours for routine "recruit, source, Response time in hours for a routine inquiry for
and select employees" inquiries
the process group "recruit, source, and select
employees"
Units
dollars
hours
hours
Cycle time in days from approval of job requisition

to acceptance of job offer
Cycle time in days from identifying the need to
hire a new employee to approval of the job
requisition
Cycle time in days from approval of job requisition days

to acceptance of job offer
days
hire a new employee to approval of job requisition
New hire satisfaction rate for the recruiting

process
Number of FTEs that perform process group
"recruit, source, and select employees" per $1
billion revenue
Latest captured satisfaction rate of new hires with percent

the recruiting experience
FTEs
"recruit, source, and select employees" / (Total
Percentage of senior management/executive

Percentage of management positions filled by
percent
positions filled by internal promotion for the past 3 internal promotion versus external recruitment for
years
senior management/executive employees for the
past three years
Percentage of job offers made to senior
management/executive candidates that are
ultimately accepted
Copyright 2016 APQC
Number of hours invested by the hiring manager

per senior management/executive new hire
percent
627 of 777
Metric name
Percentage of job offers made to middle
management/specialist candidates that are
ultimately accepted
Formula
per middle management/specialist new hire
Units
percent
Percentage of job offers made to operational

worker/office staff candidates that are ultimately
accepted

per operational worker/office staff new hire
percent
Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "Recruit, source, and FTEs who perform the process group "recruit,
select employees"
source, and select employees"
Number of new hires per "recruit, source, and
select employees" FTE
Total number of new hires / Number of FTEs who

select employees"
new hires
Number of monthly non-routine "recruit, source,

and select employees" inquiries per business
entity employee
Number of non-routine inquiries received monthly inquiries

employees" / Number of business entity
employees
Number of monthly routine "recruit, source, and

select employees" inquiries per business entity
employee
Number of routine inquiries received monthly for

employees
inquiries
Outsourced cost of the process group "recruit,

Percentage of total cost of the process group
percent
source, and select employees" as a percentage of "Recruit, source, and select employees" allocated
the total cost to perform the process group
to external cost
Percentage of "recruit, source, and select
Number of non-routine inquiries received monthly percent
employees" inquiries received that are non-routine for the process group "recruit, source, and select
employees"/(Number of routine inquiries received
monthly for the process group "recruit, source, and
select employees"+ Number of non-routine
inquiries received monthly for the process group
"recruit, source, and select employees")*100
Copyright 2016 APQC
628 of 777
Metric name
employees" inquiries received that are routine
Formula
Units
Number of routine inquiries received monthly for percent
monthly for the process group "recruit, source, and
select employees"+ Number of non-routine
inquiries received monthly for the process group
"recruit, source, and select employees")*100

employees" inquiries received via digital
communication channels
Percentage of inquiries received for the process

group "recruit, source and select employees"
through digital communication channels

employees" inquiries received via e-mail
Percentage of the total inquiries received monthly percent

employees" via e-mail

employees" inquiries received via channels other
than e-mail, phone, and face-to-face
Percentage of inquiries received monthly for the

percent
process group "recruit, source, and select
employees" via channels other than e-mail, phone,
and face-to-face interaction

employees" inquiries received via face-to-face

employees" via face-to-face interaction
percent

employees" inquiries received via non-digital
communication channels

group "recruit, source and select employees"
through non-digital communication channels
percent

employees" inquiries received via phone

employees" via phone
percent
Percentage of "reward and retain employees"

inquiries received via digital communication
channels

group "reward and retain employees" through
digital communication channels
percent

inquiries received via non-digital communication
channels

percent
group "reward and retain employees" through nondigital communication channels
Copyright 2016 APQC
percent
629 of 777
Metric name
Formula
Units
Percentage of new hires that originated from
Percentage of new hires from internal employee
percent
employee referrals
referrals
Percentage of middle management/specialist
percent
years
middle management/specialist employees for the
past three years
Middle management/specialists new hires as a
percentage of total new hires
Operational workers/office staff new hires as a
Senior management/executives new hires as a
Other cost to perform the process group "recruit,
source, and select employees" as a percentage of
total cost to perform the process
Middle management/specialist new hires

percentage
Operational workers/office workers new hires
percentage
Senior management/executive new hires
percentage
allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the process
group "recruit, source, and select")/Total cost to
select"
percent
percent
percent
percent
Overhead cost to perform the process group

percent
"recruit, source, and select employees" as a
percentage of the total cost to perform the process allocated to overhead*Internal cost to perform the
group
process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
percent
percentage of the total cost to perform the process allocated to personnel*Internal cost to perform the
group
process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
Copyright 2016 APQC
630 of 777
Metric name
Formula
Systems cost to perform the process group
Percentage of internal cost to perform process
percentage of the total cost to perform the process allocated to systems * Percentage of total cost of
group
employees" allocated to internal cost * 0.01
Units
percent
Permanent full-time new hires as a percentage of Permanent full-time positions as a percentage of

total new hires
total new hires
Permanent part-time new hires as a percentage of Permanent part-time positions as a percentage of
total new hires
total new hires
Contingent new hires as a percentage of total new Contingent positions as a percentage of total new
hires
hires
Overhead and other costs of the process group
Percentage of internal cost to perform process
"Recruit, source, and select employees" as a
percentage of the total cost to perform the process allocated to overhead and other costs *
group
"Recruit, source, and select employees" allocated
to internal cost * 0.01
percent
Percentage of new hire retention after 12 months
percent
percent
(Percentage of middle management/specialist

percent
employees who joined in the past 12 months that
are still within your business entity + Percentage
of operational worker/office staff employees who
joined in the past 12 months who are still within
your business entity + Percentage of senior
management/executive employees who joined in
the past 12 months that are still within your
business entity)/3
Learning management system consultancy/third- Consultancy/third-party costs associated with

party cost per employee attending classroom or e- ownership for your LMS / (Number of employees
learning training
who attend e-learning training + Number of
employees who attend classroom training)
Copyright 2016 APQC
percent
dollars
631 of 777
Metric name
Learning management system hardware cost per
employee attending classroom or e-learning
training
Formula
Units
Hardware costs associated with ownership for your dollars
LMS / (Number of employees who attend elearning training + Number of employees who
attend classroom training)
Learning management system software cost per

employee attending classroom or e-learning
training
Software costs associated with ownership for your dollars

LMS / (Number of employees who attend elearning training + Number of employees who
attend classroom training)
Learning management system upgrade and

maintenance cost per employee attending
classroom or e-learning training
Upgrade and maintenance costs associated with

ownership for your LMS / (Number of employees
who attend e-learning training + Number of
employees who attend classroom training)
Cost to maintain and support the learning

management system per employee dedicated to
the activity
Labor cost for full or part-time employees to

dollars
maintain and support LMS / Number of full or parttime employees required to maintain and support
LMS
Cost to maintain and support the learning

management system per temporary
staff/contractor dedicated to the activity
Labor cost for temporary or contract employees to dollars

maintain and support LMS / Number of temporary
or contract employees required to maintain and
support LMS
Total cost for the learning management system as

a percentage of the system cost to perform the
processes "manage employee development" and
"develop and train employees"
((Hardware costs associated with ownership for

percent
associated with ownership for your LMS) / Systems
cost to perform the process group "develop and
counsel-learning only" ) * 100
Copyright 2016 APQC
dollars
632 of 777
Metric name
Total cost for the learning management system
per employee attending classroom or e-learning
training
Formula
Units
(Hardware costs associated with ownership for
dollars
associated with ownership for your LMS) / (Number
of employees who attend e-learning training +
Number of employees who attend classroom
training)

and counsel employees" per $1,000 revenue
Total cost to perform the process group "Develop

and counsel employees" / (Total business entity
revenue * .001)

employee development" and "develop and train
employees" per $1,000 revenue
Total cost to perform the process group "develop dollars

and counsel-learning only" / (Total business entity
revenue * .001)

employees" per business entity employee

and counsel-performance and employee relations"
/ Number of business entity employees
dollars

employee orientation and deployment," "manage and counsel-performance and employee relations"
employee performance," and "manage employee / (Total business entity revenue * .001)
relations" per $1,000 revenue
employee orientation and deployment," "manage and counsel-performance and employee relations"
employee performance," and "manage employee / Number of business entity employees
relations" per business entity employee
and counsel employees" per business entity
employee
Copyright 2016 APQC

and counsel-learning only" + Total cost to perform
the process group "develop and counselperformance and employee relations") / Number of
633 of 777
Metric name
Formula
Units
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the
dollars
process group "develop and counsel-learning only"
employees" per $1,000 revenue
allocated to personnel/100) * Total internal cost to
perform the process group "develop and counsellearning only") / (Total business entity revenue * .
001)
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the
dollars
process group "develop and counsel-learning only"
employees" per business entity employee
allocated to personnel/100) * Total internal cost to
perform the process group "develop and counsellearning only") / Number of business entity
employees
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per $1,000 revenue
((Percentage of internal cost to perform the

process group "develop and counsel employees"
allocated to personnel/100) * Internal cost to
perform the process group "develop and counselperformance and employee relations") / (Total

relations" per business entity employee

dollars
allocated to personnel/100) * Internal cost to
perform the process group "develop and counselperformance and employee relations") / Number of
Copyright 2016 APQC
dollars
634 of 777
Metric name
"Develop and counsel employees" per $1,000
revenue
Formula
(Percentage of internal cost of the process group
"Develop and counsel employees" allocated to
personnel cost * Percentage of total cost of the
process group "Develop and counsel employees"
allocated to internal cost * 0.0001 * Total cost to
perform the process group "Develop and counsel
employees" ) / (Total business entity revenue *
0.001)
Units

"Develop and counsel employees" per business
entity employee
(Percentage of internal cost of the process group

process group "Develop and counsel employees"
allocated to internal cost * 0.0001 * Total cost to
perform the process group "Develop and counsel
employees" ) / Number of business entity
employees
dollars
Response time in hours for non-routine "develop

and counsel employees" inquiries

for the process group "develop and counsel
employees"
hours
Response time in hours for routine "develop and

counsel employees" inquiries
Response time in hours for a routine inquiry for

the process group "develop and counsel
employees"
hours

"develop and counsel employees" per $1 billion
revenue

FTEs
"develop and counsel employees" / (Total business
Number of FTEs that perform processes "manage

employees" per $1 billion revenue

"develop and counsel-learning only" / (Total
dollars
FTEs
Number of FTEs that perform processes "manage Number of FTEs who perform the process group
FTEs
employee orientation and deployment," "manage "develop and counsel employees" / (Total business
employee performance," and "manage employee entity revenue * .000000001)
relations" per $1 billion revenue
Copyright 2016 APQC
635 of 777
Metric name
Formula
Units
Number of business entity employees per FTE that Number of business entity employees / (Number of employees
performs the process group "Develop and counsel FTEs who perform the process group "develop and
employees"
counsel employees" + Number of FTEs who
perform the process group "develop and counsellearning only")
Number of business entity employees per
"manage employee development" and "develop
and train business entity employees" FTE

FTEs who perform the process group "develop and
counsel-learning only"

"manage employee orientation and deployment," FTEs who perform the process group "develop and
"manage employee performance," and "manage
counsel employees"
employee relations" FTE
employees" as a percentage of total cost to
perform the processes
(Percentage of internal cost to perform the process percent

group "develop and counsel-learning only"
allocated to costs other than personnel, systems,
and overhead*Total internal cost to perform the
process group "develop and counsel-learning
only")/Total cost to perform the process group
"develop and counsel-learning only"
Other cost of the processes "manage employee

orientation and deployment," "manage employee
performance," and "manage employee relations"
as a percentage of total cost to perform the
processes

group "develop and counsel-performance and
employee relations" allocated to costs other than
personnel, systems, overhead, and
outsourced*Internal cost to perform the process
employee relations")/Total cost to perform the
process group "develop and counsel-performance
and employee relations"
Copyright 2016 APQC
636 of 777
Metric name
employees" as a percentage of the total cost to
Formula
Units
allocated to overhead*Total internal cost to
perform the process group "develop and counsellearning only")/Total cost to perform the process

relations" as a percentage of the total cost to

group "develop and counsel employees" allocated
to overhead*Internal cost to perform the process


allocated to personnel*Total internal cost to
perform the process group "develop and counsellearning only")/Total cost to perform the process


to personnel*Internal cost to perform the process
Copyright 2016 APQC
637 of 777
Metric name
Systems cost to perform the processes "manage
Formula
Units
allocated to systems*Total internal cost to perform
the process group "develop and counsel-learning
only")/Total cost to perform the process group
"develop and counsel-learning only"
Systems cost to perform the processes "manage


to systems*Internal cost to perform the process
Number of monthly non-routine "develop and

counsel employees" inquiries per business entity
employee

for the process group "develop and counsel" /
Number of monthly routine "develop and counsel

employees" inquiries per business entity
employee
Number of routine inquiries received monthly for inquiries

the process group "develop and counsel" / Number
of business entity employees
Outsourced cost of the processes "manage

(Outsourced cost to perform the process group

"develop and counsel-learning only"/Total cost to
perform the process group "develop and counsellearning only")*100
Outsourced cost of the processes "manage

(Outsourced cost of the process group "develop

percent
and counsel-performance and employee
relations"/Total cost to perform the process group
"develop and counsel-performance and employee
relations")*100
Copyright 2016 APQC
percent
638 of 777
Metric name
Percentage of "develop and counsel employees"
inquiries received that are routine
Formula
Units
the process group "develop and counsel"/(Number
of routine inquiries received monthly for the
process group "develop and counsel"+Number of
non-routine inquiries received monthly for the
process group "develop and counsel")*100

inquiries received via channels other than e-mail,
phone, and face-to-face

via channels other than e-mail, phone, and faceto-face interaction
percent

channels

group "develop and counsel employees"
employees" through digital communication
channels
percent

inquiries received via e-mail
inquiries received via face-to-face

process group "develop and counsel" via e-mail
via face-to-face interaction
percent

channels

group "develop and counsel employees"
employees" through non-digital communication
channels
percent

inquiries received via phone
inquiries received that are non-routine

percent
process group "develop and counsel" via phone
for the process group "develop and counsel"/
(Number of routine inquiries received monthly for
the process group "develop and counsel"+Number
of non-routine inquiries received monthly for the
process group "develop and counsel")*100
Copyright 2016 APQC
percent
639 of 777
Metric name
Formula
Units
percent
"Develop and counsel employees" as a percentage "Develop and counsel employees" allocated to
of the total cost to perform the process group
personnel cost * 0.01 * Percentage of total cost of
the process group "Develop and counsel
employees" allocated to internal cost
"Develop and counsel employees" as a percentage "Develop and counsel employees" allocated to
systems cost * 0.01 * Percentage of total cost of
the process group "Develop and counsel
percent
Overhead and other costs to perform the process Percentage of internal cost of the process group
group "Develop and counsel employees" as a
percentage of the total cost to perform the process overhead and other costs * 0.01 * Percentage of
group
total cost of the process group "Develop and
counsel employees" allocated to internal cost
percent
Outsourced cost of the process group "Develop

and counsel employees" as a percentage of the
total cost to perform the process group

external cost
percent
Total cost to perform the process group "reward

and retain employees" per $1,000 revenue

and retain employees" / (Total business entity
revenue * .001)
dollars

and retain employees" per business entity
employee

dollars
and retain employees" / Number of business entity
employees

"reward and retain employees" per business entity process group "reward and retain employees"
employee
the process group "reward and retain
employees") / 100) / Number of business entity
employees
Copyright 2016 APQC
dollars
640 of 777
Metric name
"reward and retain employees" per $1,000
revenue
Formula
Units
dollars
process group "reward and retain employees"
the process group "reward and retain
employees") / 100) / (Total business entity revenue
* .001)
Average salary including base, overtime, and

(Total base pay for middle management/specialist dollars
variable pay for middle management or specialists employees + Total overtime pay for middle
management/specialist employees + Total variable
pay for middle management/specialist employees)
/ Number of middle management/specialist
employees
(Total base pay for operational worker/office staff dollars
variable pay for operational workers or office staff employees + Total overtime pay for operational
worker/office staff employees + Total variable pay
for operational worker/office staff employees) /
Number of operational worker/office staff
employees
(Total base pay for senior management/executive
variable pay for senior management or executives employees + Total overtime pay for senior
management/executive employees + Total
variable pay for senior management/executive
employees) / Number of senior
management/executive employees
dollars
Response time in hours for non-routine "reward

and retain employees" inquiries

for the process group "reward and retain
employees"
hours
Response time in hours for routine "reward and

retain employees" inquiries

hours
the process group "reward and retain employees"
Average tenure in months for business entity

agents
Average tenure in months for business entity

agents
Copyright 2016 APQC
months
641 of 777
Metric name
"Reward and retain employees" per $1 billion
revenue
Formula
"reward and retain employees" / (Total business
Units
FTEs
performs the process group "Reward and retain
FTEs who perform the process group "reward and
employees"
retain employees"
Number of days absent per employee excluding
maternity and paternity leave
Number of days absent due to sickness excluding days

maternity and paternity leave per employee
Number of days absent per employee including

Number of days absent due to sickness, maternity, days
maternity and paternity leave
and paternity leave per employee
Overhead and other costs of the process group
(Percentage of internal cost of the process group percent
"reward and retain employees" as a percentage of "Reward and retain employees" allocated to
overhead and other costs * Percentage of total
cost of the process group "Reward and retain
employees" allocated to internal cost * 0.01)
Senior management or executive overtime pay as (Total overtime pay for senior
a percentage of total pay
management/executive employees/Total pay for
senior management/executive employees)*100
percent
Middle management or specialist overtime pay as (Total overtime pay for middle
a percentage of total pay (including cost of
management/specialist employees/Total pay for
benefits)
middle management/specialist employees)*100
percent
Operational workers or office staff overtime pay as (Total overtime pay for operational worker/office
a percentage of total pay (including cost of
staff employees/Total pay for operational
benefits)
worker/office staff employees)*100
percent
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employee
employees
Copyright 2016 APQC
642 of 777
Metric name
Number of monthly routine "reward and retain
employee
Formula
Units
the process group "reward and retain employees" /
Outsourced cost of the process group "reward and Outsourced cost to perform the process group
retain employees" as a percentage of the total
"reward and retain employees"/Total cost to
cost to perform the process group
employees"*100
percent


process group "reward and retain employees" via
face-to-face interaction
percent


monthly for the process group "reward and retain
employees"+Number of non-routine inquiries
received monthly for the process group "reward
and retain employees")*100


the process group "reward and retain employees" /
(Number of routine inquiries received monthly for
the process group "reward and retain employees"
+ Number of non-routine inquiries received
monthly for the process group "reward and retain
employees") * 100


channels other than e-mail, phone, and face-toface interaction
percent


e-mail
percent
Copyright 2016 APQC
643 of 777
Metric name
Formula
phone
Units
percent
Other cost to perform the process group "reward

and retain employees" as a percentage of total
cost to perform the process

group "reward and retain employees" allocated to
costs other than personnel, systems, and
overhead*Internal cost to perform the process
group "reward and retain employees")/Total cost to
employees"

"reward and retain employees" as a percentage of group "reward and retain employees" allocated to
employees"
personnel*Internal cost to perform the process
employees"
systems*Internal cost to perform the process
employees"
Base pay per middle management or specialist
employee
Copyright 2016 APQC
Total base pay for middle management/specialist

employees / Number of middle
management/specialist employees
dollars
644 of 777
Metric name
Base pay per operational worker or office staff
employee
Formula
Total base pay for operational worker/office staff
employees / Number of operational worker/office
staff employees
Base pay per senior management or executive

employee
Total base pay for senior management/executive

employees / Number of senior
dollars
Number of vacation days per year per employee
Number of vacation days per year per employee
days
Total cost to perform the process group "redeploy

and retire employees" per $1,000 revenue

and retire employees" / (Total business entity
revenue * .001)
dollars

and retire employees" per business entity
employee
Total cost to perform the process group "redeploy dollars

and retire employees" / Number of business entity
employees

"redeploy and retire employees" per $1,000
revenue

dollars
process group "redeploy and retire employees"
the process group "redeploy and retire
employees") / 100) / (Total business entity revenue
* .001)

"redeploy and retire employees" per business
entity employee

process group "redeploy and retire employees"
employees")/ 100) / Number of business entity
employees
dollars
Response time in hours for non-routine "redeploy

and retire employees" inquiries

for the process group "redeploy and retire
employees"
hours
Response time in hours for routine "redeploy and

retire employees" inquiries

hours
the process group "redeploy and retire employees"
Copyright 2016 APQC
Units
dollars
645 of 777
Metric name
"redeploy and retire employees" per $1 billion
revenue
Formula
"redeploy and retire employees" / (Total business
Units
Number of internal hires per "redeploy and retire

employees" FTE
Number of vacancies filled by internal candidates / internal hires

"redeploy and retire employees"
FTEs
performs the process group "Redeploy and retire FTEs who perform the process group "redeploy
employees"
and retire employees"
Other cost to perform the process group "redeploy (Percentage of internal cost to perform the process percent
and retire employees" as a percentage of the total group "redeploy and retire employees" allocated
to costs other than personnel, systems, and
group "redeploy and retire employees")/Total cost
to perform the process group "redeploy and retire
employees"
"redeploy and retire employees" as a percentage

group "redeploy and retire employees" allocated
to overhead*Internal cost to perform the process
employees"


to personnel*Internal cost to perform the process
employees"
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Metric name
Formula
Units
to systems*Internal cost to perform the process
employees"
Number of monthly non-routine "redeploy and

retire employees" inquiries per business entity
employee

employees
Number of monthly routine "redeploy and retire

employee

the process group "redeploy and retire employees"
/ Number of business entity employees
Outsourced cost of the process group "redeploy

and retire employees" as a percentage of the total "redeploy and retire employees"/Total cost to
perform the process group "redeploy and retire
employees"*100
percent
Percentage of "redeploy and retire employees"

channels

group "redeploy and retire employees"
channels
percent

channels

group "redeploy and retire employees"
channels
percent
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Metric name
Formula
Units
monthly for the process group "redeploy and retire
received monthly for the process group "redeploy
and retire employees")*100


monthly for the process group "redeploy and retire
received monthly for the process group "redeploy
and retire employees")*100


process group "redeploy and retire" via face-toface interaction
percent

process inquiries received via channels other than process group "redeploy and retire" via channels
e-mail, phone, and face-to-face
other than e-mail, phone, and face-to-face
interaction
percent

percent
process inquiries received via e-mail
process group "redeploy and retire" via e-mail
percent
process inquiries received via phone
process group "redeploy and retire" via phone
Overhead and other cost to perform the process
(Percentage of total cost of the process group
percent
group "Redeploy and retire employees" as a
"Redeploy and retire employees" allocated to
percentage of the total cost to perform the process internal costs * Percentage of internal costs of the
group
process group "Redeploy and retire employees"
allocated to overhead and other costs) / 100
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648 of 777
Metric name
hire a new employee until new hire begins in the
agreed position
Formula
days
hire a new employee to approval of job requisition
+ Cycle time in days from approval of job
requisition to acceptance of job offer + Cycle time
in days from job offer acceptance until new hire
begins in the agreed position, including time for
orientation and initial set-up
Cycle time in days from job acceptance until new

hire begins in the agreed position
Cycle time in days from job offer acceptance until days

new hire begins in the agreed position, including
time for orientation and initial set-up
Job offer acceptance rate for middle

Job offer acceptance rate for middle
management/specialists
management/specialist employees
Job offer acceptance rate for operational
Job offer acceptance rate for operational
workers/office staff
worker/office staff employees
Job offer acceptance rate for senior
Job offer acceptance rate for senior
management/executives
Percentage of middle management/specialist new Percentage of middle management/specialist
hire retention after 12 months
are still within your business entity
Units
percent
percent
percent
percent
Percentage of operational worker/office staff new

Percentage of operational worker/office staff

percent
employees who joined in the past 12 months who
Percentage of senior management/executive new

Percentage of senior management/executive

percent
Number of approved job requisitions per "Recruit, Annual number of job requisitions/ Number of FTEs job requisitions
source, and select employees" FTE
who perform the process group "recruit, source,
and select employees"
Number of new hires as a percentage of approved (Total number of new hires / Annual number of job percent
job requisitions
requisitions) * 100
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Metric name
Formula
Units
Percentage of operational workers/office staff
percent
years
operational worker/office staff employees for the
past three years
New employees as a percentage of total business
entity employees
Total cost to perform the process "Manage
employee orientation and deployment" per $1,000
revenue
(Total number of new hires / Number of business

percent
entity employees) * 100
(Percentage of total annual cost of the process
dollars
group "Develop and counsel employees" allocated
to the process "Manage employee orientation and
deployment" * 0.01 * Total cost to perform the
process group "Develop and counsel
employees" ) / (Total business entity revenue *
0.001)

employee orientation and deployment" per

dollars
deployment" * 0.01 * Total cost to perform the
process group "Develop and counsel
employees" ) / Number of business entity
employees
Cost to perform the process "manage employee

orientation and deployment" as a percentage of
"develop and counsel employees"
Percentage of total annual cost of the process

percent
deployment"

employee performance" per $1,000 revenue

dollars
to the process "Manage employee performance" *
0.01 * Total cost to perform the process group
"Develop and counsel employees" ) / (Total
Copyright 2016 APQC
650 of 777
Metric name
employee performance" per business entity
employee
Formula
Units
dollars
to the process "Manage employee performance" *
"Develop and counsel employees" ) / Number of
Cycle time in days for the formal performance

review process from start to finish for middle
management/specialists
Cycle time in days from start to finish for a formal days

performance review for a middle
management/specialist employee

review process from start to finish for Operational performance review for an operational
workers/office staff
worker/office staff employee
review process from start to finish for senior
management/executives

performance review for a senior
management/executive employee
Percentage of middle management/specialists that Percentage of middle management/specialist

receive a formal performance review
employees who receive a formal performance
review
percent
Percentage of operational workers/office staff that Percentage of operational worker/office staff

review
percent
Percentage of senior management/executives that Percentage of senior management/executive

review
percent

performance" as a percentage of the total cost to
employees"
Copyright 2016 APQC

percent
to the process "Manage employee performance"
651 of 777
Metric name
employee development" per $1,000 revenue
Formula
Units
dollars
to the process "Manage employee development" *
"Develop and counsel employees" ) / (Total

employee development" per business entity
employee

dollars
to the process "Manage employee development" *
"Develop and counsel employees" ) / Number of

percent
development" as a percentage of the total cost to group "Develop and counsel employees" allocated
perform the process group "develop and counsel to the process "Manage employee development"
employees"
Learning budget per business entity employee
Budget for learning for the process group "develop dollars

and counsel-learning only"/Number of business
entity employees
Personnel cost to perform the process "Develop

and train employees" per $1,000 revenue
(Percentage of internal cost of the process

dollars
"Develop and train employees" allocated to
process "Develop and train employees" allocated
to internal cost * Total cost to perform the process
"Develop and train employees" * 0.0001) / (Total
Copyright 2016 APQC
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Metric name
and train employees" per business entity
employee
Formula
Units
dollars
"Develop and train employees" allocated to
process "Develop and train employees" allocated
to internal cost * Total cost to perform the process
"Develop and train employees" * 0.0001) /
Internal cost to perform learning administration

Internal cost to perform learning administration
Total cost to perform the process "Develop and
train employees" per $1,000 revenue
Internal cost for learning administration / (Total

dollars
Internal cost for learning administration/ Number dollars
of business entity employees
dollars
train employees" / (Total business entity revenue
* 0.001)

train employees" per business entity employee

train employees" / Number of business entity
employees
dollars
Average time in days to close an identified skill or Cycle time in days to close an identified skill or
capability gap through training for an operational capability gap through training for an operational
workers/office staff employee
worker/office staff employee
days
capability gap through training for a middle
capability gap through training for a middle
management/specialists employee
management/specialist employee
days
capability gap through training for a senior
capability gap through training for a senior
management/executives employee
management/executive
days
Average time in days to close an identified skill or Number of calendar days per employee to close an days
capability gap through training for an employee
identified skill or capability gap through training
Number of FTEs that perform the process "Develop Number of FTEs who perform the process "Develop FTEs
and train employees" per $1 billion revenue
and train employees" / (Total business entity
revenue * .000000001)
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Metric name
Number of FTEs that perform learning
administration activities per $1 billion revenue
Formula
Number of FTEs who perform learning
FTEs
administrative activities (exclude the activities for
processing and distributing payments) / (Total
Units
Percentage of CEO and senior leadership time

spent on leadership development
Percentage of middle management/specialists who
attended management development programs
Percentage of CEO and senior leadership time put percent

toward leadership development
Percentage of middle management/specialists who percent
attend management development programs
Percentage of operational staff/office staff who

attended management development programs
Percentage of operational worker/office staff who

percent
Percentage of senior management/executives who Percentage of senior management/executives who percent

Hours spent developing new classroom training
content per trainee
Number of hours for developing classroom training hours

/ Number of employees who attend classroom
training
Hours spent developing new e-learning training

content per trainee
Number of hours for developing e-learning training hours

/ Number of employees who attend e-learning
training

"Develop and train employees" FTE

FTEs who perform the process "Develop and train
employees"

learning administration

FTEs who perform learning administrative
activities (exclude the activities for processing and
Cost to perform the process "develop and train

employees"

percent
to the process "Develop and train employees"
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Metric name
Formula
Units
Percentage of internal cost of the process
percent
and train employees" as a percentage of the total "Develop and train employees" allocated to
cost to perform the process
personnel cost * 0.01 * Percentage of total cost of
the process "Develop and train employees"
allocated to internal cost
Systems cost to perform the process "Develop and Percentage of internal cost of the process
train employees" as a percentage of the total cost "Develop and train employees" allocated to
to perform the process
systems cost * 0.01 * Percentage of total cost of
the process "Develop and train employees"
allocated to internal cost
percent
Overhead and other costs to perform the process Percentage of internal cost of the process
"Develop and train employees" as a percentage of "Develop and train employees" allocated to
the total cost to perform the process
overhead and other costs * 0.01 * Percentage of
total cost of the process "Develop and train
percent
Outsourced cost of the process "Develop and train Percentage of total cost of the process "Develop
and train employees" allocated to external cost
perform the process
percent
Number of learning days per employee
Number of days dedicated to formal learning per

employee
middle management/specialist employee
operational worker/office staff employee
Number of days per employee dedicated to
learning for senior management/executive
employees
days
Percentage of learning days delivered through

classroom instruction provided by your
organization
percent
Number of learning days per middle

management/specialists employee
Number of learning days per operational
workers/office staff employee
Number of learning days per senior
management/executive employee
Percentage of learning days delivered using
classroom instruction provided by your
organization
days
days
days

percent
computer-based training (self-instruction) installed computer-based training (self-instruction) installed
from CD-ROM
from CD-ROM
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Metric name
computer-based training (self-instruction)
delivered over the Web (either directly or
downloaded)
Formula
Units
Percentage of learning days delivered through a
percent
computer-based training (self-instruction) over the
web (either directly or downloaded)

correspondence courses
Percentage of learning days delivered using elearning (interactive)
external classroom instruction
Percentage of learning days delivered using onthe-job training
Percentage of learning days delivered using other
methods
streaming video
virtual, classroom-based training delivered online

correspondence courses
Percentage of learning days delivered through elearning (interactive)
external classroom instruction
Percentage of per-employee learning days
delivered using on-the-job training
other types of training methods
streaming video
Percentage of learning days delivered through a
virtual or classroom-based training online
percent
Percentage of training programs developed

externally
internally
through other channels
through partnerships with external specialists
computer based training
correspondence courses and virtual, instructor-led
classroom-based training delivered online

externally
internally
through other channels
through partnerships with external specialists
delivered using computer based training
delivered using correspondence courses and or
virtual, instructor-led classroom-based training
delivered online
percent
Copyright 2016 APQC
percent
percent
percent
percent
percent
percent
percent
percent
percent
percent
percent
656 of 777
Metric name
Internal cost to perform payroll administration
Internal cost to perform payroll administration
Number of FTEs that perform payroll
administration activities per $1 billion revenue
Formula
Units
Internal cost for payroll administration / (Total
dollars
Internal cost for payroll administration/Number of dollars
Number of FTEs who perform payroll
FTEs
administrative activities (exclude the activities for
processing and distributing payments) / (Total

payroll administration

FTEs who perform payroll administrative activities
(exclude the activities for processing and
Total relocation expenses as a percentage of total (Total cost of relocation expenses paid to
cost of continuing operations
employees / Total costs of continuing
operations)*100
percent
Total expenditure for repatriation as a percentage

of total cost of continuing operations
Total expatriation cost as a percentage of total
cost of continuing operations
Cycle time in days for processing an employee's
retirement
Cycle time in days from identification of need for
expatriation to date of transfer
(Total expenditure for repatriation / Total costs of

(Total expenditure for expatriation / Total costs of
Cycle time in days to process an employee's
retirement
Cycle time in days to process an expatriation from
identification of need for expatriation to date of
transfer
percent
Cycle time in days from identification of need for

repatriation to date of transfer
Cycle time in days to process a repatriation from

identification of need for repatriation to date of
transfer
days
Cycle time in days from receipt of leave of

absence request to confirmation of approval/nonapproval issued to employee
Cycle time in days from request for leave of

absence to confirmation of absence to employee
days
Cycle time in days from request for internal

transfer to completion of transfer
Cycle time in days for the internal transfer process days
Copyright 2016 APQC
percent
days
days
657 of 777
Metric name
Involuntary terminations as a percentage of total
Formula
(Number of involuntary employee
terminations/Number of business entity
employees)*100
Units
percent
Voluntary terminations as a percentage of total

(Number of voluntary employee

terminations/Number of business entity
employees)*100
percent
Percentage of business entity employees that

were redeployed for reasons other than filling a
vacancy
Percentage of employees redeployed for reasons

other than filling a vacancy
percent
Middle management/specialists involuntary

terminations as a percentage of total involuntary
terminations
(Number of involuntary employee terminations for percent

middle management/specialist employees /
Number of involuntary employee
terminations)*100
Operational workers/office staff involuntary

terminations
(Number of involuntary employee terminations for percent

operational worker/office staff employees /
terminations)*100
Senior management/executives involuntary

terminations
(Number of involuntary senior

management/executive employee terminations /
terminations)*100
percent
Employee turnover rate
((Number of voluntary employee

terminations+Number of involuntary employee
terminations)/Number of business entity
employees)*100
percent
Agent involuntary attrition rate
Agent involuntary attrition rate
percent
Agent voluntary attrition rate
Agent voluntary attrition rate
percent
Employees relocated within a country as a

percentage of total business entity employees
(Number of employees relocated within your

country / Number of business entity
employees)*100
percent
Copyright 2016 APQC
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Metric name
Middle management/specialists voluntary
terminations as a percentage of total voluntary
terminations
Formula
Units
(Number of voluntary employee terminations for
percent
middle management/specialist employees /
Number of voluntary employee terminations)*100
Senior management/executives voluntary

terminations
(Number of voluntary senior

percent
management/executive employee terminations /
Percentage of vacancies filled by internal

candidates for middle management/specialists
(Number of middle management/specialist

percent
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100

candidates for operational workers/office staff
(Number of operational worker/office staff

percent
candidates)*100

candidates for senior management/executives
(Number of senior management/executive

percent
candidates)*100
Operational workers/office staff voluntary

terminations
(Number of voluntary employee terminations for

percent
operational worker/office staff employees /
Percentage of the work force that are expatriates
Percentage of business entity's work force that are percent

expatriates
Percentage of vacancies at your business entity
percent
that are filled by internal candidates
hours
for the process group "manage employee
information"
Percentage of total vacancies filled by internal

candidates
Response time in hours for non-routine "manage
employee information" inquiries
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Metric name
Response time in hours for routine "manage
employee information" inquiries
Formula
the process group "manage employee
information"
Average time in days to fulfill an ad hoc

information request
Cycle time in days for the function "develop and

manage human capital" to fulfill an ad hoc
information request
Number of monthly non-routine "manage

employee information" inquiries per business
entity employee

information" / Number of business entity
employees
Number of monthly routine "manage employee

information" inquiries per business entity
employee
Number of routine inquiries received monthly for

information" / Number of business entity
employees
Percentage of "manage employee information"


information"/(Number of routine inquiries received
monthly for the process group "manage employee
information"+Number of non-routine inquiries
received monthly for the process group "manage
employee information")*100


information"/(Number of routine inquiries received
monthly for the process group "manage employee
information"+Number of non-routine inquiries
received monthly for the process group "manage
employee information")*100
Copyright 2016 APQC
Units
hours
days
inquiries
660 of 777
Metric name
Formula
Units
percent
process group "manage employee information" via
channels other than e-mail, phone, and face-toface interaction

channels

group "manage employee information"
channels


percent
e-mail


percent
face-to-face interaction

channels

group "manage employee information"
channels


percent
phone
Cycle time in days required to resolve an

employee grievance
Other cost of the process group "manage business
resiliency and risk", including
Cycle time in days to resolve an employee

grievance
and outsourced to perform the process group
"manage business resiliency and risk" / (Total
days
Other cost of the process group "manage the

business of information technology", including

"manage the business of IT" / (Total business
dollars
Copyright 2016 APQC
percent
percent
dollars
661 of 777
Metric name
Outsourced cost of the process group "manage
business resiliency and risk", including
Formula
Units
dollars
Outsourced cost of the process group "manage the Outsourced cost to perform the process group
depreciation/amortization, per $100,000 revenue entity revenue * 0.000010)
dollars
Overhead cost of the process group "manage


dollars
Overhead cost of the process group "manage the


dollars
Personnel cost of the process group "manage


dollars
Personnel cost of the process group "manage the


dollars
Systems cost of the process group "manage


dollars
Systems cost of the process group "manage the


dollars
Copyright 2016 APQC
662 of 777
Metric name
Total cost of the process "manage business
resiliency and risk", including
Formula
business resiliency and risk" / (Total business
Units
dollars
Total cost of the process "manage the business of Total cost to perform the process group "manage dollars
IT", including depreciation/amortization, per
the business of IT" / (Total business entity revenue
$1,000 revenue
* 0.0010)
Total cost of the process group "manage the
business of IT", excluding

Dollars
area "manage the business of IT" *.0001) / (Total
Time in months to respond to major business shifts Time in months to respond to a major business
months
shift
Time in weeks to close an identified IT skill or
Time in weeks to close an identified IT skill or
weeks
capability gap
capability gap
Average number of hours per year of technical
Hours of training per employee supporting product hours per year
training per IT (or service line) employee
development
supporting product development
Level of FTE experience in years for the process
group "manage business resiliency and risk"
Average level of experience in years for FTEs who years

perform the process group "manage business
resiliency and risk"

group "manage the business of information
technology"

perform the process group "manage the business
of IT"
Number of IT FTEs for the process group "manage (Number of FTEs who perform the function
FTEs
the business of information technology" per $1
billion revenue
IT FTEs performing the process area "manage the
business of IT" *.01) / (Total business entity
revenue * 0.0000000010)
Copyright 2016 APQC
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Metric name
Formula
Units
Percentage of IT budget, including
(IT budget allocated to the process group "manage percent
depreciation/amortization, allocated to the process business resiliency and risk" / IT budget for the
past year) * 100.0
depreciation/amortization, allocated to the process the business of information technology" / IT
budget for the past year) * 100.0
technology"
Percentage of IT work force to be newly hired
within 1 year
Percentage of IT work force to be replaced for
other reasons within 1 year
Percentage of IT work force to retire within 1 year
depreciation/amortization, allocated to process
Copyright 2016 APQC
Percentage of IT workforce expected to be newly

hired within 1 year
Percentage of IT workforce expected to be
replaced for other reasons within 1 year
Percentage of IT workforce expected to retire
within 1 year
Percentage of IT cost allocated to the process
percent
percent
percent
percent
664 of 777
Metric name
technology"
Formula
Units
(Total cost to perform the process group "manage percent
the business of IT" / (Total cost to perform the
process group "manage the business of IT" + Total
cost to perform the process group "develop and
manage IT customer relationships" + Total cost to
perform the process group "manage business
resiliency and risk" + Total cost to perform the
process group "manage IT knowledge" + Total cost
to perform the process "develop information and
content management strategies" + Total cost to
perform the process "define the enterprise
information architecture" + Total cost to perform
the process "manage information resources" +
Total cost to perform the process "perform
enterprise data and content management" + Total
cost to perform the process "develop and maintain
information technology solutions" + Total cost to
perform the process group "deploy IT solutions" +
Total cost to perform the process group "deliver
and support IT service")) * 100

technology"

dedicated to the process area "manage the
business of IT"
Percent
Percentage of business entity IT FTEs who perform Percentage of IT FTEs performing the process area percent
the process group "manage the business of
"manage the business of IT"
information technology"
Copyright 2016 APQC
665 of 777
Metric name
Formula
Units
Other cost of the process group "develop and
dollars
manage information technology customer
relationships", including depreciation/amortization, "develop and manage IT customer relationships" /
Outsourced cost of the process group "develop
dollars
and manage information technology customer
"develop and manage IT customer relationships" /
relationships", including depreciation/amortization, (Total business entity revenue * 0.000010)
Overhead cost of the process group "develop and
manage IT customer relationships", including

dollars
Personnel cost of the process group "develop and


dollars
Systems cost of the process group "develop and


dollars
Total cost of the process group "develop and


and manage IT customer relationships" / (Total
Copyright 2016 APQC
dollars
666 of 777
Metric name
manage IT customer relationships", excluding
Formula
Units
Dollars
area "develop and manage IT customer
relationships" *.0001) / (Total business entity
revenue * 0.0010)

group "develop and manage information
technology customer relationships"

IT customer relationships"
Number of IT FTEs for the process group "develop (Number of FTEs who perform the function
FTEs
and manage information technology customer
relationships" per $1 billion revenue
IT FTEs performing the process area "Develop and
manage IT customer relationships" *.01) / (Total
the process group "develop and manage it
"Develop and manage IT customer relationships"
customer relationships"
group "develop and manage IT customer
relationships"

manage IT customer relationships"
Percent

(IT budget allocated to the process group "develop percent
depreciation/amortization, allocated to the process and manage IT customer relationships" / IT budget
for the past year) * 100.0
relationships"
Copyright 2016 APQC
667 of 777
Metric name
relationships"
Formula
Units
(Total cost to perform the process group "develop percent
and manage IT customer relationships" / (Total
cost to perform the process group "manage the
business of IT" + Total cost to perform the process
relationships" + Total cost to perform the process
group "manage business resiliency and risk" +
IT knowledge" + Total cost to perform the process
"develop information and content management
strategies" + Total cost to perform the process
"define the enterprise information architecture" +
Total cost to perform the process "manage
information resources" + Total cost to perform the
process "perform enterprise data and content
solutions" + Total cost to perform the process
group "deploy IT solutions" + Total cost to perform
the process group "deliver and support IT
service")) * 100
Total cost of the process group "manage enterprise (Total cost to perform the process "develop
dollars
information", including depreciation/amortization, information and content management strategies"
per $1,000 revenue
management") / (Total business entity revenue *
0.0010)
Copyright 2016 APQC
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Metric name
Formula
Units
Total cost of the process group "manage enterprise (Total annual IT costs excluding
Dollars
information", excluding depreciation/amortization, depreciation/amortization * IT operating cost
per $1,000 revenue
area "manage enterprise information" *.0001) /
Average time in weeks to create the enterprise
information management strategic plan
Average time in weeks to set up a complex
technical interface for a user of a defined data
content source
Average time in weeks to create the enterprise

information management strategic plan
Average time in weeks to set up a complex
technical interface
weeks
Average time in weeks to set up a medium

technical interface for a user of a defined data
content source
Average time in weeks to set up a medium

complex technical interface
weeks
weeks
Average time in weeks to set up a simple technical Average time in weeks to set up a simple technical weeks
interface for a user of a defined data content
interface
source
Time in weeks to report on compliance status of
the information architecture
Total number of revisions to the published
enterprise information architecture
Length in years of information architecture
planning horizon
group "manage enterprise information"
Time in weeks to report on compliance status of

the information architecture
Average number of revisions to the published
enterprise information architecture
Length in years of information architecture
planning horizon
Average level of experience in years for FTEs who
perform the process group "manage enterprise
information"
weeks
Percentage of data and content managed as

enterprise information assets
Percentage of data and content are managed as

Percent
Copyright 2016 APQC
revisions
years
years
669 of 777
Metric name
Formula
Number of IT FTEs for the process group "manage (Number of FTEs who perform the function
FTEs
enterprise information" per $1 billion revenue
IT FTEs performing the process area "Manage
enterprise information" *.01) / (Total business
Percentage of common data across all business
Percentage of information assets that are common
units
across all business units
Percentage of data assessed for compliance with Percentage of data assessed for compliance with
information policies and standards
information policies and standards
Percentage of data managed centrally as
Percentage of data managed centrally as
Percentage of data that has defined policy,
Percentage of data that has defined policy,
definition, and change control responsibility
definition, and change control responsibility
Percentage of information elements with assigned Percentage of information elements with assigned
and active data custodians
and active data custodians
Average percentage change in detected
Percentage change in detected exceptions to the
exceptions to the information architecture per year information architecture per year
Units
percent
percent
percent
percent
percent
percent

depreciation/amortization, allocated to the process enterprise information" / IT budget for the past
year) * 100.0
Copyright 2016 APQC
670 of 777
Metric name
Formula
Units
((Total cost to perform the process "develop
percent
management") / (Total cost to perform the process
group "manage the business of IT" + Total cost to
IT customer relationships" + Total cost to perform
and risk" + Total cost to perform the process group
"manage IT knowledge" + Total cost to perform
the process "develop information and content
management strategies" + Total cost to perform
the process "define the enterprise information
architecture" + Total cost to perform the process
"manage information resources" + Total cost to
perform the process "perform enterprise data and
content management" + Total cost to perform the
process "develop and maintain information
technology solutions" + Total cost to perform the
process group "deploy IT solutions" + Total cost to
perform the process group "deliver and support IT
service")) * 100


Percent
dedicated to the process area "manage enterprise
information"
Copyright 2016 APQC
671 of 777
Metric name
Formula
Units
the process group "manage enterprise
"Manage enterprise information"
information"
Number of FTEs classified as IT architects per $1
billion revenue
Other cost of the process group "develop and
maintain information technology solutions",
revenue
Number of FTEs classified as IT architects / (Total

and maintain information technology solutions" /
FTEs
dollars
Outsourced cost of the process group "develop

and maintain information technology solutions",
including depreciation/amortization, per $100,000 (Total business entity revenue * 0.000010)
revenue
dollars
Overhead cost of the process group "develop and Overhead cost to perform the process "develop
revenue
dollars
Systems cost of the process group "develop and

Systems cost to perform the process "develop and dollars
maintain information technology solutions" / (Total
including depreciation/amortization, per $100,000 business entity revenue * 0.000010)
revenue
revenue
Total cost to perform the process "develop and

dollars
maintain information technology solutions" / (Total
Personnel cost of the process group "develop and

revenue

Copyright 2016 APQC
dollars
672 of 777
Metric name
revenue
Formula
Units
Dollars
area "develop and maintain IT solutions" *.0001) /
Time in months to fulfill a business need with

relevant IT solutions for major new/enhanced IT
services investments between $1 million and $100
million USD
Average time in months to fulfill a funded business months

enhanced IT services in the investment level $1
million-$100 million USD

services investments between $100,000 and
$250,000 USD

$100,000-$250,000 USD

services investments between $250,000 and
$500,000 USD

$250,000-$500,000 USD

services investments between $500,000 and $1
million USD


services investments greater than $100 million
USD

greater than $100 million USD

services investments less than $100,000 USD

than $100,000 USD
Copyright 2016 APQC
673 of 777
Metric name
Formula
Average time in minutes to resolve highest priority Average time in minutes for the IT service
problems (current year)
management team to resolve highest priority
problems
Units
Minutes
Average time in minutes to respond to highest

priority problem (current year)
Average time in minutes for the IT service

management team to respond to highest priority
problems
Minutes
Average time in hours to resolve highest priority

problems for the current year
Average time in hours to respond to highest
priority problem for the current year
Average time in weeks to fulfill a complex
information need
Average time in weeks to fulfill a medium
information need
Average time in weeks to fulfill a simple
information need
group "develop and maintain information
technology solutions"
Average time in hours to resolve the highest

priority problem
Average time in hours to respond to the highest
priority problem
Average time in weeks to fulfill a complex
information need
Average time in weeks to fulfill a medium complex
information need
Average time in weeks to fulfill a simple
information need
Average level of experience in years for FTEs who
perform the process group "develop and maintain
IT solutions"
hours
hours
weeks
weeks
weeks
years
Number of break/fix requests requiring rework as a (Number of break or fix requests that require
percentage of average backlog for the current
rework / Average backlog) * 100.0
year
percent
Percentage of initially planned functionality that is Average percentage of planned functionality that
delivered for application development and
was delivered for application development and
maintenance projects fully completed during the
past year
Percent
Percentage of initially planned functionality that is Percentage of initially planned functionality that is percent
depreciation/amortization, allocated towards
service oriented architecture (SOA)
Copyright 2016 APQC
Percentage of IT budget allocated towards service percent

oriented architecture (SOA)
674 of 777
Metric name
Formula
Units
percent


percent
FTEs
and maintain information technology solutions"
maintain information technology solutions" *.01) /
Number of service oriented architecture services
implemented
Average number of production defects in both
enhancements and new developments per 1,000
function points
Number of services oriented architecture (SOA)

services implemented in production
Average number of production defects in both
enhancements and new developments per 1,000
function points
services
Points
Percentage of planned return on investment (ROI) Percentage of planned return on investment (ROI) percent
for application development and maintenance
for application development and maintenance
projects
projects in the most recent year
Average backlog for the current year
Average backlog
Percentage of service oriented architecture

services that are external
Percentage of service oriented architecture (SOA)

services published or exposed externally
number of
break/fix requests
percent
percent

(IT budget allocated to the process group "develop percent
depreciation/amortization, allocated to the process and maintain information technology solutions" /
IT budget for the past year) * 100.0
Copyright 2016 APQC
675 of 777
Metric name
Formula
Units
Percentage of unplanned outages due to the
Percent
implementation of changes into the infrastructure implementation of changes into the infrastructure
resulting from a change request
introduction of a new software release
Percentage of business entity IT FTEs who perform
the process group "develop and maintain
information technology solutions"

Percent
introduction of a new software release
Percentage of IT FTEs performing the process area percent
"Develop and maintain information technology
solutions"


maintain IT solutions"
Percentage of service oriented architecture

services that are internal
Number of development projects for the current
year between $1 million and $100 million
Percentage of service oriented architecture (SOA) percent

services published or exposed internally
Number of application development projects with development
values between $1 million and $100 million for the projects
current year

year between $100,000 and $250,000
Number of application development projects with

values between $100,000 and $250,000 for the
current year
development
projects

year between $250,000 and $500,000

values between $250,000 and $500,000 for the
current year
development
projects

year between $500,000 and $1 million

values between $500,000 and $1 million for the
current year
development
projects

year greater than $100 million

values greater than $100 million for the current
year
development
projects

year less than $100,000

values less than $100,000 for the current year
development
projects
Copyright 2016 APQC
Percent
676 of 777
Metric name
Other cost of the process group "deploy
information technology solutions", including
Formula
"deploy IT solutions" / (Total business entity
revenue * 0.000010)
Outsourced cost of the process group "deploy


revenue * 0.000010)
dollars
Overhead cost of the process group "deploy


revenue * 0.000010)
dollars
Personnel cost of the process group "deploy


revenue * 0.0010)
dollars
Systems cost of the process group "deploy


revenue * 0.000010)
dollars
Total cost of the process group "deploy information ((Percentage of IT cost allocated to the process
technology solutions", including
group "deploy IT solutions"/100) * IT costs during
the past year) / (Total business entity revenue *
0.0010)
Units
dollars
dollars
Total cost of the process group "deploy information (Total annual IT costs excluding
Dollars
technology solutions", excluding
area "deploy IT solutions" *.0001) / (Total business
Average time in days to deploy new computing
capacity
Copyright 2016 APQC
Average time in days to deploy new computing

capacity
Days
677 of 777
Metric name
Average time in weeks to deploy a new release
into the production environment
Average time in weeks to make a change to the
production environment
group "deploy information technology solutions"
Formula
Units
Time in weeks to deploy a new release into the
weeks
Time in weeks to make a change into the
weeks
perform the process group "deploy IT solutions"
Number of IT FTEs for the process group "deploy

information technology solutions" per $1 billion
revenue

FTEs
IT FTEs performing the process area "Deploy
information technology solutions" *.01) / (Total
Percentage of unscheduled outages from change

requests
Percentage of unscheduled outages from release
introductions
Percentage of unscheduled outages related to or

Percentage of unscheduled outages related to or
resulting from a release introduction
Copyright 2016 APQC
percent
percent
678 of 777
Metric name
Formula
Units
(Total cost to perform the process group "deploy IT percent
solutions" / (Total cost to perform the process
group "manage the business of IT" + Total cost to
IT customer relationships" + Total cost to perform
and risk" + Total cost to perform the process group
"manage IT knowledge" + Total cost to perform
the process "develop information and content
management strategies" + Total cost to perform
the process "define the enterprise information
architecture" + Total cost to perform the process
"manage information resources" + Total cost to
perform the process "perform enterprise data and
content management" + Total cost to perform the
process "develop and maintain information
technology solutions" + Total cost to perform the
process group "deploy IT solutions" + Total cost to
service")) * 100

(IT budget allocated to the process group "deploy percent
depreciation/amortization, allocated to the process IT solutions" / IT budget for the past year) * 100.0

Percent
dedicated to the process area "deploy IT solutions"
the process group "deploy it solutions"
"Deploy information technology solutions"
Copyright 2016 APQC
679 of 777
Metric name
Other cost of the process group "deliver and
support information technology services",
revenue
Formula
"deliver and support IT service" / (Total business
Units
dollars
Outsourced cost of the process group "deliver and Outsourced costs to perform the process group
including depreciation/amortization, per $100,000 entity revenue * 0.000010)
revenue
dollars
Overhead cost of the process group "deliver and

revenue
dollars
Personnel cost of the process group "deliver and

revenue

dollars
Systems cost of the process group "deliver and

revenue
dollars
Total cost of the process group "deliver and

revenue
Total cost to perform the process group "deliver

and support IT service" / (Total business entity
revenue * 0.0010)
dollars
Total IT budget to support product development,

including depreciation/amortization, per user
IT budget dedicated to supporting product

development / Users of IT systems supporting
product development
dollars
Annual fixed vs. variable cost ratio for the IT

Fixed-to-variable cost ratio for IT budget
budget to support product development, including supporting product development
depreciation/amortization,
fixed to variable
cost
IT operating cost reduction target for product

IT operating cost reduction target
development, including depreciation/amortization,
percent
Copyright 2016 APQC
680 of 777
Metric name
Total cost of the process group "deliver and
revenue
Formula
Units
Dollars
area "deliver and support IT services" *.0001) /
Average time in hours to resolve a service

commitment disruption
group "deliver and support information technology
services"
Time in hours to resolve a service commitment

hours
disruption
services"
Number of IT FTEs for the process group "deliver

and support information technology services" per
$1 billion revenue

FTEs
IT FTEs performing the process area "Deliver and
support information technology services" *.01) /
Tickets and transactions meeting agreed quality as (Number of business process service
a percentage of total business process services
tickets/transactions meeting agreed quality /
tickets and transactions
Number of business process service
tickets/transactions * 100)
percent
Tickets and transactions meeting agreed quality as (Number of ITIS tickets/transactions meeting
a percentage of total ITIS tickets and transactions agreed quality / Number of ITIS
tickets/transactions * 100)
percent
Tickets and transactions meeting agreed turnaround time as a percentage of total tickets and
transactions for ITIS
(Number of ITIS tickets/transactions meeting

agreed turn-around time / Number of ITIS
tickets/transactions) * 100
percent
transactions for production support
(Number of production support tickets/transactions percent

meeting agreed turn-around time / Number of
production support tickets/transactions) * 100
Copyright 2016 APQC
681 of 777
Metric name
Formula
Units
Tickets and transactions meeting agreed quality as (Number of production support tickets/transactions percent
a percentage of total production support tickets
meeting agreed quality / Number of production
and transactions
support tickets/transactions * 100)
transactions for business process services
(Number of business process service

tickets/transactions meeting agreed turn-around
time / Number of business process service
tickets/transactions) * 100

group "deliver and support IT services"
group "deliver and support information technology
services"
percent
percent

(IT budget allocated to the process group "deliver percent
depreciation/amortization, allocated to the process and support IT services" / IT budget for the past
group "deliver and support information technology year) * 100.0
services"
Percent
dedicated to the process area "deliver and support
group "deliver and support information technology IT services"
services"
the process group "deliver and support it services" "Deliver and support information technology
services"
Solutions planning horizon
Average percentage of planned return on
investment (ROI) that was achieved for: Level 5
solutions
Average percentage of planned return on
investment (ROI) that was achieved for: all other
solutions other than Level 5
Copyright 2016 APQC
Planning horizon in years for IT solutions aligned

with organizational strategy
Average ROI for level-5 solutions
years
Average ROI for non-level-5 solutions
percent
percent
682 of 777
Metric name
Total IT budget to perform the process "evaluate
and communicate IT business value and
performance" in support of product development,
including depreciation/amortization, per $1,000 of
revenue
Formula
(IT budget dedicated to supporting product
development*Percentage of the IT budget
dedicated to "evaluate and communicate IT
business value and performance"*0.01) / (Total
business entity revenue* 0.0010)
Average solution impact ratio for: Level 5 solutions Average IT solution impact for Level 5 solutions
Units
dollars
benefit to cost
Average solution impact ratio for: all other

Number of IT FTEs for the process "Evaluate and
communicate IT business value and performance"
Average IT solution impact for non-Level 5

benefit to cost
solutions
Number of IT FTEs supporting the process
FTEs
"evaluate and communicate IT business value and
performance" / (Total business entity revenue *
0.000000001)
Total IT budget to perform the process "develop IT

services and solutions strategy" in support of
product development, including
depreciation/amortization, per $1,000 of revenue

dedicated to "develop IT services and solutions
strategy"*0.01) / (Total business entity revenue*
0.0010)
dollars
Average cycle time from identification of demand

to disposition for: Level 5 solutions
Average cycle time from identification of demand
to disposition for: all other Levels other than Level
5
Cycle time from lead identification to hand-off for

Level 5 solutions
Cycle time from lead identification to hand-off for
non-Level 5 solutions
days
Solutions capture rate for: Level 5 solutions
Level 5 solutions provided for and accepted by the percent

customer as a percentage of total potential
solutions
days
Solutions capture rate for:all other solutions other Non-Level 5 solutions provided for and accepted
percent
than Level 5
by the customer as a percentage of total potential
solutions
Percentage of solutions provided that are directly
meeting IT strategy
Copyright 2016 APQC
Percentage of solutions meeting IT strategy
percent
683 of 777
Metric name
Percentage of solutions provided that are for
repeat customers
Number of IT FTEs for the process "Develop IT
services and solutions strategy" per $1 billion
revenue
Formula
Percentage of solutions for repeat customers
Units
percent

"develop IT services and solutions strategy" /
FTEs
Total IT budget to perform the process "manage IT

customer satisfaction" in support of product
per $1,000 of revenue

dedicated to "manage IT customer
satisfaction"*0.01) / (Total business entity
revenue* 0.0010)
dollars
Percent on-time performance for: Level 5 solutions Percentage of IT solutions meeting schedule for
Level 5 solutions
Percent on-time performance for: all other
Percentage of IT solutions meeting schedule for
non-Level 5 solutions
Net Promoter Score (NPS)
NPS for IT solutions
percent
Number of IT FTEs for the process "Manage IT

customer satisfaction" per $1 billion revenue

"manage IT customer satisfaction" / (Total
FTEs
Other cost of the process "develop information

and content management strategies", including

dollars
information and content management strategies" /
percent
percent
Outsourced cost of the process "develop

Outsourced cost to perform the process "develop dollars
information and content management strategies", information and content management strategies" /
revenue
Overhead cost of the process "develop information Overhead cost to perform the process "develop
dollars
depreciation/amortization, per $100,000 revenue (Total business entity revenue * 0.000010)
Copyright 2016 APQC
684 of 777
Metric name
Formula
Units
Personnel cost of the process "develop information Personnel cost to perform the process "develop
dollars
Systems cost of the process "develop information

dollars
Total cost of the process "develop information and Total cost to perform the process "develop
dollars
content management strategies", including
Number of IT FTEs for the process "develop
FTEs
information and content management strategies" "manage enterprise information" who perform the
process "develop information and content
management strategies" / (Total business entity
revenue * 0.000000001)
Percentage of IT budget for the process group
"manage enterprise information", including
depreciation/amortization, allocated to the process
strategies"
(IT budget related to the process group "manage

enterprise information" allocated to the process
strategies" / IT budget allocated to the process
group "manage enterprise information") * 100.0
Other cost of the process "define enterprise

information architecture", including

dollars
and outsourced to perform the process "define the
enterprise information architecture" / (Total
Outsourced cost of the process "define enterprise Outsourced cost to perform the process "define
the enterprise information architecture" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Copyright 2016 APQC
percent
dollars
685 of 777
Metric name
Overhead cost of the process "define enterprise
Formula
Units
Overhead cost to perform the process "define the dollars
Personnel cost of the process "define enterprise

Personnel cost to perform the process "define the dollars

Systems cost of the process "define enterprise

Systems cost to perform the process "define the

dollars
Total cost of the process "define enterprise

Total cost to perform the process "define the

dollars
Number of IT FTEs for the process "define the

FTEs
enterprise information architecture" per $1 billion "manage enterprise information" who perform the
revenue
process "define the enterprise information
architecture" / (Total business entity revenue *
0.000000001)
"define the enterprise information architecture"
(IT budget related to the process group "manage percent

"define the enterprise information architecture" /
IT budget allocated to the process group "manage
enterprise information") * 100.0
Other cost of the process "manage information

resources", including depreciation/amortization,

information resources" / (Total business entity
revenue * 0.000010)
dollars
Outsourced cost of the process "manage

information resources", including

revenue * 0.000010)
dollars
Copyright 2016 APQC
686 of 777
Metric name
Formula
Overhead cost of the process "manage information Overhead cost to perform the process "manage
revenue * 0.000010)
Units
dollars
Personnel cost of the process "manage information Personnel cost to perform the process "manage
per $1,000 revenue
revenue * 0.0010)
dollars
Systems cost of the process "manage information Systems cost to perform the process "manage
revenue * 0.000010)
dollars
Total cost of the process "manage information

per $1,000 revenue
Total cost to perform the process "manage

revenue * 0.0010)
dollars
Number of IT FTEs for the process "manage

information resources" per $1 billion revenue

FTEs
"manage enterprise information" who perform the
process "manage information resources" / (Total

"manage information resources"

"manage information resources" / IT budget
allocated to the process group "manage enterprise
information") * 100.0
Other cost of the process "perform enterprise data Costs other than personnel, systems, overhead,
dollars
and content management", including
and outsourced to perform the process "perform
depreciation/amortization, per $100,000 revenue enterprise data and content management" / (Total
Outsourced cost of the process "perform
Outsourced cost to perform the process "perform dollars
enterprise data and content management",
enterprise data and content management" / (Total
including depreciation/amortization, per $100,000 business entity revenue * 0.000010)
revenue
Copyright 2016 APQC
687 of 777
Metric name
Formula
Units
Overhead cost of the process "perform enterprise Overhead cost to perform the process "perform
dollars
data and content management", including
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Personnel cost of the process "perform enterprise Personnel cost to perform the process "perform
dollars
Systems cost of the process "perform enterprise
Systems cost to perform the process "perform

dollars
Total cost of the process "perform enterprise data Total cost to perform the process "perform
dollars
and content management", including
Number of IT FTEs for the process "perform
FTEs
enterprise data and content management" per $1 "manage enterprise information" who perform the
billion revenue
process "perform enterprise data and content
management" / (Total business entity revenue *
0.000000001)
management"

management" / IT budget allocated to the process
group "manage enterprise information") * 100.0
Average cost performance index (CPI) at

Cost performance index at completion for Level 5
completion of project/solution for Level 5 solutions solutions
CPI
Average cost performance index (CPI) at

completion of project/solution for all solutions
other than Level 5
CPI
Copyright 2016 APQC
Cost performance index at completion for nonLevel 5 solutions
688 of 777
Metric name
Formula
Percentage of IT budget for product development, Percentage of the IT budget supporting product
including depreciation/amortization, that supports development allocated to new platforms/or
new platforms/markets completed or released to markets
production
Units
percent
Percentage of IT budget for product development, Percentage of IT budget supporting product

percent
including depreciation/amortization, that supports development for NEW products released this year
new products completed or released to production
Percentage of IT budget for product development, Percentage of IT budget supporting product
percent
including depreciation/amortization, that supports development for product UPGRADES released this
product upgrades completed or released to
year
production
Total IT budget to perform the process "create IT
services and solutions" in support of product

dedicated to "create IT services and
solutions"*0.01) / (Total business entity revenue*
0.0010)
dollars
Average time from disposition to customer

acceptance for: Level 5 solutions
Average time from disposition to customer
acceptance for: all other levels
Defect removal effectiveness percentage (pre/post
operations)
Number of IT FTEs for the process "Create IT
services and solutions" per $1 billion revenue
Cycle time from disposition to customer

acceptance for Level 5 solutions
Cycle time from disposition to customer
acceptance for non-Level 5 solutions
Ratio of post-operational defects to total-lifecycle
defects
Number of IT FTEs supporting the process "create
IT services and solutions" / (Total business entity
revenue * 0.000000001)
work days
Mean time to resolution (MTTR) in hours: critical

incidents
Mean time to resolution (MTTR) in hours: high
incidents
Mean time to resolution (MTTR) in hours: all other
incidents
MTTR for critical incidents on IT systems

MTTR for high incidents on IT systems supporting
product development
MTTR for routine incidents on IT systems
hours
Copyright 2016 APQC
work days
percent
FTEs
hours
hours
689 of 777
Metric name
Percentage of legacy applications already moved
to cloud technology
Percentage of new business applications deployed
using cloud technology
Total IT budget to perform the process "support IT
services and solutions" in support of product
Formula
Units
Percentage of legacy applications moved to cloud Percent
technology
Percentage of new business applications deployed Percent
using cloud technology
dollars
dedicated to "support IT services and
solutions"*0.01) / (Total business entity revenue*
0.0010)
Annual uptime percentage for IT systems

Avg. monthly percentage of issues resolved within
SLA
Number of IT FTEs for the process "Support IT
services and solutions" per $1 billion revenue
100-Average unplanned machine downtime for

percent
systems supporting product development
Percentage of issues resolved within SLA (monthly) percent
Percentage of IT FTEs performing IT processes that

perform deskside (local) support
Percentage of IT FTEs performing user support
roles that perform helpdesk (remote) support
"perform cost accounting and control" and
"perform cost management" per $1,000 revenue

Percent
roles that perform deskside (local) support
Percent
roles that perform helpdesk (remote) support
(Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost
management" allocated to external costs * 0.01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") / (Total business entity revenue *
0.001)
Copyright 2016 APQC
Number of IT FTEs supporting the process "support FTEs

IT services and solutions" / (Total business entity
revenue * 0.000000001)
690 of 777
Metric name
Formula
Units
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes
dollars
management" per process FTE
"perform cost management" allocated to
personnel costs * Percentage of total cost of the
process "perform cost accounting and control" and
"perform cost management" allocated to internal
costs * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / Number of
FTEs who perform the processes "perform cost
management"
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes
dollars
management" per $1,000 revenue
"perform cost management" allocated to
and "perform cost management") / (Total business
Systems cost to perform the processes "perform

Copyright 2016 APQC
(Percentage of internal cost of the processes

dollars
"perform cost management" allocated to systems
691 of 777
Metric name
Formula
management" / (Total business entity revenue *
0.001)


management" / Number of FTEs who perform the
and "perform cost management"

"perform planning and management accounting"
per $1,000 revenue
((Percentage of total cost of the process "planning, dollars

budgeting, and forecasting" allocated to external
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
management" allocated to external costs * .01 *
management") + (Percentage of total cost of the
process "evaluate and manage financial
performance" allocated to external costs * .01 *
Total cost to perform the process "evaluate and
manage financial performance")) / (Total business
Copyright 2016 APQC
Units
dollars
dollars
692 of 777
Metric name
group "perform planning and management
accounting" per $100,000 revenue
Copyright 2016 APQC
Formula
Units
((Percentage of internal costs of the process
dollars
"planning, budgeting, and forecasting" allocated to
cost of the process "planning, budgeting, and
forecasting" allocated to internal costs * .0001 *
planning/budgeting/forecasting") + (Percentage of
internal costs of the processes "perform cost
management" allocated to overhead and other
costs * .0001 * Total cost to perform the processes
"perform cost management") + (Percentage of
internal costs of the process "evaluate and
manage financial performance" allocated to
cost of the process "evaluate and manage
financial performance" allocated to internal costs *
.0001 * Total cost to perform the process "evaluate
and manage financial performance")) / (Total
693 of 777
Metric name
"perform cost management" per $100,000
revenue
Copyright 2016 APQC
Formula
Units
(Percentage of internal costs of the processes
dollars
"perform cost management" allocated to overhead
and other costs * Percentage of total cost of the
694 of 777
Metric name
per $1,000 revenue
Copyright 2016 APQC
Formula
Units
dollars
process "planning, budgeting, and forecasting"
allocated to internal costs * .0001 * Total cost to
perform the process "perform
management" allocated to personnel costs *
Percentage of total cost of the process "perform
management" allocated to internal costs * .0001 *
management") + (Percentage of internal costs of
the process "evaluate and manage financial
performance" allocated to personnel cost *
Percentage of total cost of the process "evaluate
and manage financial performance" allocated to
internal costs * .0001 * Total cost to perform the
performance")) / (Total business entity revenue * .
001)
695 of 777
Metric name
per process group FTE
Copyright 2016 APQC
Formula
Units
dollars
management" allocated to personnel costs *
performance" allocated to personnel cost *
performance")) / (Number of FTEs who perform the
process "perform planning/budgeting/forecasting"
+ Number of FTEs who perform the processes
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance")
696 of 777
Metric name
Formula
Units
dollars
systems costs * Percentage of total cost of the
internal cost of the processes "perform cost
management" allocated to systems costs *
performance" allocated to systems costs *
performance")) / (Total business entity revenue * .
00001)
Total cost to perform the process group "perform

planning and management accounting" per
$1,000 revenue
(Total cost to perform the process "perform

planning/budgeting/forecasting" + Total cost to
perform the processes "perform cost accounting
and control" and "perform cost management" +
manage financial performance") / (Total business
Copyright 2016 APQC
dollars
697 of 777
Metric name
planning and management accounting" per
process group FTE
Formula
Units
dollars
planning/budgeting/forecasting" + Total cost to
perform the processes "perform cost accounting
and control" and "perform cost management" +
manage financial performance") / (Number of FTEs
who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
who perform the processes "perform cost
management" + Number of FTEs who perform the
performance")
Total internal cost to perform the process "perform (Percentage of total cost of the process "perform dollars
management") / Number of FTEs who perform the
and "perform cost management"
Copyright 2016 APQC
698 of 777
Metric name
Total internal cost to perform the process group
per process group FTE
Formula
Units
((Percentage of total cost of the process "planning, dollars
budgeting, and forecasting" allocated to internal
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
management") + (Percentage of total cost of the
performance" allocated to internal costs * .01 *
manage financial performance")) / (Number of
FTEs who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
who perform the processes "perform cost
management" + Number of FTEs who perform the
performance")
Number of FTEs that perform the processes

Number of FTEs who perform the processes
"perform cost management" per $1 billion revenue "perform cost management" / (Total business
Copyright 2016 APQC
FTEs
699 of 777
Metric name
Formula
"perform planning/budgeting/forecasting" +
financial performance") / (Total business entity
revenue * .000000001)
Units
FTEs
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
to the process group "perform planning and
"perform planning/budgeting/forecasting" +
management accounting"
financial performance") / Number of FTEs who
resources") * 100
percent
Total cost to perform the order to invoice

processes per $1,000 revenue
(Total cost to perform the process "process

customer credit" + Total cost to perform the
perform the process "invoice customer") / (Total
dollars

revenue accounting" per $1,000 revenue

dollars
customer credit" + Total cost to perform the
process "invoice customer" + Total cost to perform
the process "process accounts receivable" + Total
cost to perform the process "manage and process
adjustments/deductions" + Total cost to perform
the process "manage and process collections") /
Copyright 2016 APQC
700 of 777
Metric name
Number of FTEs for the processes "manage and
process accounts receivable", "manage and
process collections", and "manage and process
adjustments/deductions" per $1 billion revenue
Formula
"process accounts receivable (AR)" + Number of
FTEs who perform the process "manage and
process collections" + Number of FTEs who
perform the process "manage and process
adjustments/deductions") / (Total business entity
revenue * .000000001)
Units
FTEs
percent
to the processes "manage sales orders", "process "manage sales orders" + Number of FTEs who
customer credit", and "invoice customer"
perform the process "process customer credit" +
Number of FTEs who perform the process "invoice
customer") / Number of FTEs who perform the
function "manage financial resources") * 100
Total cost to perform the process group "Perform
(Total cost to perform the process "manage
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) per $1,000 revenue
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Total business entity revenue *
0.001)
dollars

((Total cost to perform the process "manage
assets) as a percentage of revenue
reporting") / Total business entity revenue) * 100
percent

assets) per $1 billion revenue
reporting") / (Total business entity revenue * .
000000001)
dollars
Copyright 2016 APQC
701 of 777
Metric name
Formula
assets) per process group FTE
reporting") / (Number of FTEs who perform the
process "manage policies and procedures"
(general accounting and reporting) + Number of
FTEs who perform the process "perform general
accounting" + Number of FTEs who perform the
process "perform financial reporting")
Copyright 2016 APQC
Units
dollars
702 of 777
Metric name
"Perform general accounting and reporting" per
process group FTE
Copyright 2016 APQC
Formula
Units
dollars
policies and procedures" * Percentage of total cost
of the process "Manage policies and procedures"
allocated to internal cost * Percentage of internal
cost of the process "Manage policies and
procedures" allocated to personnel cost * .0001)
+ (Total cost to perform the process "perform
general accounting" * Percentage of total cost of
the process "Perform general accounting"
cost of the process "Perform general accounting"
allocated to personnel cost * .0001) + Personnel
cost to perform the process "perform fixed asset
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
cost of the process "Perform financial reporting"
allocated to personnel cost * .0001)) / (Number of
FTEs who perform the process "manage policies
and procedures" (general accounting and
reporting) + Number of FTEs who perform the
process "perform general accounting" + Number
of FTEs who perform the process "perform fixedasset accounting" + Number of FTEs who perform
the process "perform financial reporting")
703 of 777
Metric name
"Perform general accounting and reporting" per
$1,000 revenue
Formula
Units
dollars
procedures" allocated to personnel cost * .0001)
+ (Total cost to perform the process "perform
allocated to personnel cost * .0001) + Personnel
cost to perform the process "perform fixed asset
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
allocated to personnel cost * .0001)) / (Total
Cycle time in days to perform annual close at the

site level
Cycle time in calendar days between running trial days

balance to completing the consolidated financial
statements

"Perform general accounting and reporting"
(excluding fixed assets) per $1 billion revenue

FTEs
"manage policies and procedures" (general
accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
"perform financial reporting") / (Total business
Copyright 2016 APQC
704 of 777
Metric name
Formula
FTEs
"Perform general accounting and reporting" per $1 "manage policies and procedures" (general
billion revenue
accounting and reporting) + Number of FTEs who
"perform fixed-asset accounting" + Number of
FTEs who perform the process "perform financial
reporting") / (Total business entity revenue * .
000000001)
Units
percent
to the process group "perform general accounting "manage policies and procedures" (general
and reporting" (excluding fixed asset accounting) accounting and reporting) + Number of FTEs who
"perform financial reporting") / Number of FTEs
who perform the function "manage financial
resources") * 100
Number of FTEs for the process group "manage
fixed-asset project accounting" per $1 billion
revenue

FTEs
"perform capital planning and project approval" +
Number of FTEs who perform the process "perform
capital project accounting") / (Total business entity
revenue * .000000001)
percent
to the process group "manage fixed asset project "perform capital planning and project approval"+
accounting"
capital project accounting") / Number of FTEs who
resources") * 100
Total cost the process group "process payroll" as a ((Total cost to perform the process "report time" + percent
percentage of cost of continuing operations
Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Total costs of continuing operations) *
100.0
Copyright 2016 APQC
705 of 777
Metric name
"process payroll" per $1,000 revenue
Formula
(Personnel cost to perform the process "report
time"+Personnel cost to perform the process
"manage pay"+Personnel cost to perform the
process "process payroll taxes")/(Total business
Total cost to perform the process group "process

payroll" per $1,000 revenue
(Total cost to perform the process "report time" + dollars

taxes") / (Total business entity revenue * 0.0010)

payroll" per disbursement
(Total cost to perform the process "report

time"+Total cost to perform the process "manage
pay"+Total cost to perform the process "process
payroll taxes")/Number of payroll disbursements

payroll" per employee paid

taxes") / Total number of employees paid

payroll" per manual check/payment

taxes") / Number of payroll disbursements that are
manual checks

payroll" per payroll FTE

taxes") / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")
Copyright 2016 APQC
Units
dollars
dollars
706 of 777
Metric name
payroll" per payroll inquiry
Formula
Units
taxes") / Number of payroll inquiries received
Personnel cost of the process group "process

payroll" per "process payroll" FTE
(Personnel cost to perform the process "report

dollars
time"+Personnel cost to perform the process
"manage pay"+Personnel cost to perform the
process "process payroll taxes")/(Number of FTEs
who perform the process "report time"+Number of
FTEs who perform the process "manage
pay"+Number of FTEs who perform the process
"report payroll taxes")

payroll" as a percentage of revenue
((Total cost to perform the process "report time" + percent

taxes") / Total business entity revenue) * 100
Cycle time in business days to process the payroll Cycle time in business days to process payroll
days
from HR/benefits system cut-off to payroll transmit
date
Number of FTEs for the process group "process
payroll" per $1 billion revenue
(Number of FTEs who perform the process "report FTEs

time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / (Total business

payroll" per 1,000 employees paid
(Number of FTEs who perform the process "report FTEs

process "process payroll taxes") / (Total number of
employees paid * 0.0010)
Copyright 2016 APQC
707 of 777
Metric name
Number of payroll inquiries per "process payroll"
FTE
Formula
Units
Number of payroll inquiries received / (Number of payroll inquiries
FTEs who perform the process "report time" +
pay" + Number of FTEs who perform the process
"process payroll taxes")
Number of employees paid per "process payroll"

FTE
Total number of employees paid / (Number of FTEs employees

who perform the process "report time" + Number
of FTEs who perform the process "manage pay" +
Number of FTEs who perform the process "process
payroll taxes")
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process "report percent
to the process group "process payroll"
process "process payroll taxes") / Number of FTEs
resources") * 100
Personnel cost of the process group "process
payroll" as a percentage of the total cost to
perform the process group
((Personnel cost to perform the process "report

percent
time" + Personnel cost to perform the process
"manage pay" + Personnel cost to perform the
process "process payroll taxes") / (Total cost to
perform the process "report time" + Total cost to
perform the process "manage pay" + Total cost to
perform the process "process payroll taxes")) *
100.0

((Systems cost to perform the process "report
percent
"process payroll" as a percentage of the total cost time" + Systems cost to perform the process
of the process group
"manage pay" + Systems cost to perform the
process "process payroll taxes") / (Total cost to
perform the process "report time" + Total cost to
perform the process "manage pay" + Total cost to
perform the process "process payroll taxes")) *
100.0
Copyright 2016 APQC
708 of 777
Metric name
accounts payable and expense reimbursements"
per $1,000 revenue
Formula
accounts payable" + Total cost to perform the
process "process expense reimbursements") /

"process accounts payable and expense
reimbursements" per $1,000 revenue
(((Total cost to perform the process "process

dollars
accounts payable" * Percentage of total cost of the
process "Process accounts payable" allocated to
internal cost * Percentage of internal cost of the
personnel cost) *.0001) + (Total cost to perform
the process "process expense reimbursements" *
Percentage of total cost of the process "Process
expense reimbursements" allocated to internal
cost * Percentage of internal cost of the process
"Process expense reimbursements" allocated to
personnel cost * .0001)) / (Total business entity
revenue * 0.001)

((Percentage of total cost of the process "Process dollars

accounts payable" allocated to external cost *
Total cost to perform the process "process
accounts payable" / 100) + (Percentage of total
cost of the process "Process expense
reimbursements" allocated to external cost * Total
cost to perform the process "process expense
reimbursements" / 100)) / (Total business entity
revenue * 0.001)
Copyright 2016 APQC
Units
dollars
709 of 777
Metric name
reimbursements" per process group FTE
Formula
Units
((Total cost to perform the process "process
dollars
personnel cost *.0001) + (Total cost to perform the
process "process expense reimbursements" *
personnel cost * .0001)) / (Number of FTEs who
perform the process "process accounts payable" +
expense reimbursements")


dollars
systems cost *.0001) + (Total cost to perform the
systems cost * .0001)) / (Total business entity
revenue * 0.00001)
Copyright 2016 APQC
710 of 777
Metric name
as a percentage of revenue
Formula
Units
percent
process "process expense reimbursements") / Total
business entity revenue ) * 100



per process FTE

dollars
"process accounts payable" + Number of FTEs who
perform the process "process expense
reimbursements")
Number of FTEs performing the process group

reimbursements" per $1 billion revenue

FTEs
reimbursements") / (Total business entity revenue
* 0.000000001)


FTEs
reimbursements") / (Total business entity revenue
* .000000001)
dollars
percent
to the process group "perform accounts payable
and expense reimbursements"
reimbursements") / Number of FTEs who perform
the function "manage financial resources") * 100
Copyright 2016 APQC
711 of 777
Metric name
reimbursements" as a percentage of the total cost
Formula
Units
percent
external cost / 100) + (Total cost to perform the
expense reimbursements" allocated to external
cost / 100)) / (Total cost to perform the process
"process accounts payable" + Total cost to perform
the process "process expense reimbursements")) *
100

percent
reimbursements" as a percentage of the total cost process "Process accounts payable" allocated to
systems cost / 10000) + (Total cost to perform the
systems cost / 10000)) / (Total cost to perform the
process "process accounts payable" + Total cost to
reimbursements")) * 100
Copyright 2016 APQC
712 of 777
Metric name
group "process accounts payable and expense
reimbursements" as a percentage of the total cost
Formula
Units
percent
overhead and other costs / 10000) + (Total cost to
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
reimbursements" allocated to overhead and other
costs / 10000)) / (Total cost to perform the process
"process accounts payable" + Total cost to perform
the process "process expense reimbursements")) *
100

percent
reimbursements" as a percentage of the total cost process "Process accounts payable" allocated to
personnel cost / 10000) + (Total cost to perform
the process "process expense reimbursements" *
personnel cost / 10000)) / (Total cost to perform
the process "process accounts payable" + Total
cost to perform the process "process expense
reimbursements")) * 100
Copyright 2016 APQC
713 of 777
Metric name
Total cost of the process group "Manage treasury
operations" per $1 billion revenue
Formula
treasury operations" / (Total business entity
revenue * .000000001)
Units

operations" per $1,000 revenue

treasury operations" / (Total business entity
revenue * .001)
dollars

operations" per global legal entity supported

treasury operations" / Number of global legal
entities supported by treasury management
operation
dollars
Return on invested capital
Return on invested capital
percent

"manage treasury operations" per $1 billion
revenue

"manage treasury operations" / (Total business
FTEs
Number of bank accounts per "manage treasury

operations" FTE
Number of corporate bank accounts managed by bank accounts

this finance SSC / Number of FTEs who perform the
process group "manage treasury operations"
dollars
Number of global legal entities supported per FTE Number of global legal entities supported by
entities
that performs the process group "Manage treasury treasury management operation / Number of FTEs
operations"
who perform the process group "manage treasury
operations"
Number of global legal entities supported per $1
billion revenue
Number of global legal entities supported by

treasury management operation / (Total business
entities
Return on working capital
Return on working capital
percent
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group
to the process group "manage treasury
"manage treasury operations" / Number of FTEs
operations"
resources") * 100
Copyright 2016 APQC
percent
714 of 777
Metric name
"manage internal controls" per $1,000 revenue
Formula
Units
(Personnel cost to perform the process "establish dollars
internal controls, policies, and procedures" +
controls and monitor compliance with internal
controls policies and procedures" + Personnel cost
to perform the process "report on internal controls
compliance") / (Total business entity revenue *
0.0010)

(Systems cost to perform the process "establish
dollars
"manage internal controls" per $100,000 revenue internal controls, policies, and procedures" +
controls policies and procedures" + Systems cost
to perform the process "report on internal controls
compliance") / (Total business entity revenue *
0.000010)
internal controls" as a percentage of revenue
Copyright 2016 APQC
((Total cost to perform the process "establish

percent
internal controls, policies, and procedures" + Total
cost to perform the process "operate controls and
monitor compliance with internal controls policies
and procedures" + Total cost to perform the
process "report on internal controls compliance") /
715 of 777
Metric name
internal controls" per $1 billion revenue
Formula
Units
(Total cost to perform the process "establish
dollars

internal controls" per $1,000 revenue

dollars

internal controls" per process FTE

dollars
"establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor compliance
with internal controls policies and procedures" +
Number of FTEs who perform the process "report
on internal controls compliance")
Copyright 2016 APQC
716 of 777
Metric name
"manage internal controls" per $1 billion revenue
Formula
FTEs
on internal controls compliance") / (Total business
Units
percent
to the process group "manage internal controls"
on internal controls compliance") / Number of FTEs
resources") * 100
Total cost of the process group "Manage taxes" per Total cost to perform the process group "manage
$1 billion revenue
taxes" / (Total business entity revenue * .
000000001)
dollars
Total cost of the process group "Manage taxes" per Total cost to perform the process group "manage
$1,000 revenue
taxes" / (Total business entity revenue * .001)
dollars

"manage taxes" per $1 billion revenue

FTEs
"manage taxes" / (Total business entity revenue * .
000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group
percent
to the process group "manage taxes"
"manage taxes" / Number of FTEs who perform the
Copyright 2016 APQC
717 of 777
Metric name
Outsourced cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
Formula
Units
(Percentage of total cost of the process "planning, dollars
budgeting, and forecasting" allocated to external
costs * Total cost to perform the process "perform
planning/budgeting/forecasting" * 0.01) / (Total
Personnel cost to perform the process "perform

planning/budgeting/forecasting" per process FTE
(Percentage of internal costs of the process

dollars
allocated to internal costs * 0.0001 * Total cost to
planning/budgeting/forecasting") / Number of FTEs
planning/budgeting/forecasting"

revenue

dollars
planning/budgeting/forecasting") / (Total business

revenue

dollars
Copyright 2016 APQC
718 of 777
Metric name
planning/budgeting/forecasting" as a percentage
of revenue
Formula
planning/budgeting/forecasting" / Total business
entity revenue) * 100
Units
percent

planning/budgeting/forecasting" per process FTE

dollars
planning/budgeting/forecasting" / Number of FTEs

revenue

planning/budgeting/forecasting" / (Total business

"perform planning/budgeting/forecasting" per
$100,000 revenue

dollars
cost of the process "planning, budgeting, and
forecasting" allocated to internal costs * 0.0001 *
dollars
Total internal cost to perform the process "perform (Percentage of total cost of the process "planning, dollars
planning/budgeting/forecasting" per process FTE budgeting, and forecasting" allocated to internal
"perform planning/budgeting/forecasting") /
Cycle time in days to complete the annual budget Cycle time in days to complete the budget
days
Cycle time in days to prepare the financial forecast Cycle time in days to prepare the financial forecast days
Cycle time in days to update/revise the rolling
forecast
Number of budget versions produced before final
approval
Copyright 2016 APQC
Cycle time in days to update/revise the rolling

forecast
Number of budget versions produced before final
approval
days
budget versions
719 of 777
Metric name
Formula
Number of FTEs that perform the process "Perform Number of FTEs who perform the process "perform FTEs
planning/budgeting/forecasting" per $1 billion
planning/budgeting/forecasting" / (Total business
revenue
Units
Percentage error for the inventory cost forecast
Percentage error for the inventory cost forecast
percent
Percentage error for the personnel cost forecast
Percentage error for the personnel cost forecast
percent
Percentage error for the total sales forecast
Percentage error for the total sales forecast
percent
Number of budget line items per FTE that

performs the process "perform
Number of line items budgeted for the complete

line items
budget / Number of FTEs who perform the process
"perform planning/budgeting/forecasting"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "perform planning/ budgeting/
"perform planning/budgeting/forecasting" /
forecasting"
"manage financial resources") * 100
percent
Percentage of total finance function FTEs allocated (Number of FTEs who perform the processes
percent
to the processes "perform cost accounting and
control" and "perform cost management"
"perform cost management" / Number of FTEs who
resources") * 100
Percentage of cost base accounted for by activity- Percentage of costs base from activity-based
based costing
costing
Copyright 2016 APQC
percent
720 of 777
Metric name
Personnel cost to perform the process "evaluate
and manage financial performance" per process
FTE
Formula
Units
dollars
"evaluate and manage financial performance"
allocated to personnel cost * Percentage of total
0.0001 * Total cost to perform the process
"evaluate and manage financial performance") /
Personnel cost to perform the process "evaluate

and manage financial performance" per $1,000
revenue

dollars
Outsourced cost to perform the process "evaluate (Percentage of total cost of the process "evaluate
and manage financial performance" per $1,000
revenue
external costs * 0.01 * Total cost to perform the
performance") / (Total business entity revenue *
0.001)
Copyright 2016 APQC
dollars
721 of 777
Metric name
Formula
Units
Systems cost to perform the process "evaluate
dollars
and manage financial performance" per $100,000 "evaluate and manage financial performance"
revenue
allocated to systems costs * Percentage of total
manage financial performance" per process FTE

manage financial performance" / Number of FTEs
financial performance"
dollars

manage financial performance" per $1,000
revenue

manage financial performance" / (Total business
dollars
Total revenue per active customer
Total business entity revenue / Number of total

dollars
Overhead and other costs to perform the process (Percentage of internal costs of the process
"evaluate and manage financial performance" per "evaluate and manage financial performance"
$100,000 revenue
allocated to overhead and other costs *
internal costs * 0.0001 * Total cost to perform the
performance") / (Total business entity revenue *
0.00001)
dollars
Copyright 2016 APQC
722 of 777
Metric name
Formula
Total internal cost to perform the process
(Percentage of total cost of the process "evaluate
"evaluate and manage financial performance" per and manage financial performance" allocated to
process FTE
performance") / Number of FTEs who perform the
performance"
Units
dollars
Cycle time in days to perform financial evaluation

of new customers
of new markets
of new products
"evaluate and manage financial performance" per
$1 billion revenue

of new customers
of new markets
of new products
"evaluate and manage financial performance" /
Revenue per employee for the current reporting

period
Percentage growth in EBITDA over the past three
reporting periods
Total business entity revenue / Number of business dollars

entity employees
((Earnings before interest, taxes, depreciation and percent
amortization for the current 12-month period Earnings before interest, taxes, depreciation and
amortization over the past three reporting periods)
/ Earnings before interest, taxes, depreciation and
* 100.0
Percentage of employees with compensations

affected by profit
(Number of employees with compensation

affected by profit / Number of business entity
employees) * 100.0
percent
Percentage of employees with compensations

affected by budget versus actual variances
(Number of employees with compensation

affected by budget versus actual variances /
percent
Copyright 2016 APQC
days
days
days
FTEs
723 of 777
Metric name
Formula
to the process "evaluate and manage financial
"evaluate and manage financial performance" /
performance"
Units
percent
Revenue growth over the past three reporting

periods
((Total business entity revenue - Total revenue

over the past three reporting periods) / Total
revenue over the past three reporting periods) *
100.0
percent
EBITDA margin (current reporting period)
(Earnings before interest, taxes, depreciation and

amortization for the current 12-month period /
percent
Compounded annual growth rate in earnings

(((Earnings before interest, taxes, depreciation and percent
before interest, tax, depreciation and amortization amortization for the current 12-month period
/Earnings before interest, taxes, depreciation and
^ 0.3333) - 1) * 100.0
Compounded annual growth rate of revenue over
(((Total business entity revenue / Total revenue

percent
over the past three reporting periods) ^ 0.3333) 1) * 100.0
Outsourced cost to perform the process "process

customer credit" per $1,000 revenue

customer credit" / (Total business entity revenue
*.0010)
Personnel cost to perform the process "process

(Percentage of total cost of the process "process

dollars
customer credit" allocated to internal costs *
Percentage of internal costs of the process
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.001)

customer credit" as a percentage of revenue

percent
customer credit" / Total business entity revenue) *
100
Copyright 2016 APQC
dollars
724 of 777
Metric name
customer credit" per process FTE
Formula
customer credit" / Number of FTEs who perform
the process "process customer credit"
Units

customer credit" per $1 billion revenue

* .000000001)
dollars


* .001)
dollars
Cycle time in days for credit approval

Number of FTEs for the order to invoice cycle per
$1 billion revenue
Cycle time in days for credit approval

days
FTEs
"manage sales orders" + Number of FTEs who
perform the process "process customer credit" +
Number of FTEs who perform the process "invoice
customer") / (Total business entity revenue *
0.000000001)
dollars
Number of FTEs for the process "process customer Number of FTEs who perform the process "process FTEs
credit" per $1 billion revenue
* .000000001)
Number of active customers per "process
customer credit" FTE
Number of active customers in business entity's

customer master file / Number of FTEs who
perform the process "process customer credit"
active customers
Number of credit reviews per "process customer

credit" FTE
Credit reviews performed at account level by

credit staff / Number of FTEs who perform the
process "process customer credit"
credit reviews
to the process "process customer credit"
"process customer credit" / Number of FTEs who
resources") * 100
Outsourced cost to perform the process "invoice
Copyright 2016 APQC
percent
Outsourced cost to perform the process "invoice

dollars
customer" / (Total business entity revenue *.0010)
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Metric name
Personnel cost to perform the process "invoice
Formula
Units
(Percentage of total cost of the process "invoice
dollars
customer" allocated to internal costs * Percentage
of internal costs of the process "invoice customer"
allocated to personnel cost * 0.0001 * Total cost to
Systems cost to perform the process "invoice

(Percentage of total cost of the process "invoice

dollars
customer" allocated to internal costs * Percentage
of internal cost of the process "Invoice customer"
allocated to systems costs * 0.0001 * Total cost to
Systems cost to perform the process "process


dollars
customer credit" allocated to internal costs *
Percentage of internal cost of the process "Process
customer credit" allocated to systems costs *
"process customer credit") / (Total business entity
revenue * 0.00001)

customer" as a percentage of revenue
(Total cost to perform the process "invoice

percent
customer" / Total business entity revenue) * 100.0

customer" per process FTE

process "invoice customer"
dollars


customer" / (Total business entity revenue *
0.000000001)
dollars


dollars
customer" / (Total business entity revenue * .001)
Copyright 2016 APQC
726 of 777
Metric name
customer" per invoice line item processed
customer" per invoice processed
Formula
Units
dollars
customer" / Number of line items billed/invoiced
dollars
customer" / Number of invoices billed to customer
Cycle time in days between transmission of

invoice and shipment of goods or delivery of
services
Cycle time in calendar days from the transmission days

of an invoice/bill to shipping/providing the
good/service
Cycle time in days to generate complete and

correct billing data
Number of FTEs that perform the process "Invoice
Cycle time in days to generate complete and

days
correct billing data
Number of FTEs who perform the process "invoice FTEs
customer" / (Total business entity revenue * .
000000001)
Percentage of invoice line items invoiced using

electronic or automatic methods
Percentage of invoice line items processed error
free the first time
Percentage of invoices automatically generated
based on event triggers
Number of invoice line items processed per
"invoice customer" FTE
Percentage of invoice line items invoiced using

electronic or automatic methods
Percentage of invoice line items processed error
free the first time
Percentage of invoices automatically generated
based on event triggers
Number of line items billed/invoiced / Number of
FTEs who perform the process "invoice customer"
Number of invoices processed per "invoice

customer" FTE
Number of invoices billed to customer / Number of invoices

FTEs who perform the process "invoice customer"
Percentage of invoice line items that are

denominated in a foreign currency
(Number of line items billed/invoiced in a foreign

currency / Number of line items billed/invoiced) *
100
percent
Percentage of billed/invoiced line items offering a

discount
(Number of invoice line items billed/invoiced that

offer a discount / Number of line items
billed/invoiced) * 100
percent
Copyright 2016 APQC
percent
percent
percent
invoice line items
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Metric name
Formula
Units
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "invoice percent
to the process "invoice customer"
Average number of line items per invoice
Average value per line item billed
accounts receivable (AR)" per $1,000 revenue

invoices billed to customer
Total value of line items billed/invoiced / Number
of line items billed/invoiced
accounts receivable (AR)" / (Total business entity
revenue *.0010)
invoice line items

dollars
dollars

accounts receivable" per process FTE

dollars
"process accounts receivable" allocated to
process "process accounts receivable" allocated to
process "process accounts receivable") / Number
of FTEs who perform the process "process
accounts receivable (AR)"

accounts receivable" per $1,000 revenue

dollars
process "process accounts receivable") / (Total
Copyright 2016 APQC
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Metric name
Formula
Units
dollars
"Process accounts receivable (AR)" allocated to
process "process accounts receivable") / (Total

accounts receivable" as a percentage of revenue

accounts receivable" / Total business entity
revenue) * 100

accounts receivable" per process FTE

dollars
accounts receivable" / Number of FTEs who
perform the process "process accounts receivable
(AR)"

accounts receivable" per $1 billion revenue

accounts receivable" / (Total business entity
revenue * .000000001)
dollars


accounts receivable" / (Total business entity
revenue * .001)
dollars

accounts receivable" per customer receipt

accounts receivable" / Number of receipts
processed
dollars
Days sales outstanding
Average days sales outstanding in accounts

receivable
Cycle time in days from transmission of invoice to Cycle time in calendar days from invoicing a
receipt of payment
customer to the receipt of payment
Accounts receivable per $1,000 revenue
Value of accounts receivable outstanding / (Total
Percentage of invoice line items paid in full the
(Number of billed/invoiced line items that are paid
first time
in full the first time / Number of line items
Copyright 2016 APQC
percent
days
days
dollars
percent
729 of 777
Metric name
Percentage of line items billed/invoiced paid on
time
Formula
Units
(Number of billed/invoiced line items that are paid percent
on time / Number of line items billed/invoiced) *
100.0
Percentage of manual receipts
(Number of receipts processed that are received

percent
manually / Number of receipts processed) * 100.0
Percentage of receipts automatically matched to

open items in the accounts receivable sub ledger
(Number of receipts that are automatically

percent
matched to open items in the accounts receivable
sub ledger / Number of receipts processed) * 100
Outstanding payment days as a proportion of

standard payment days
Average days sales outstanding in accounts

receivable / Standard payment terms in calendar
days for accounts receivable
Percentage of total receipts that are processed

error free the first time
Percentage of receipts received electronically or
automatically
Number of FTEs that perform the process "Process
accounts receivable (AR)" per $1 billion revenue
(Number of receipts processed error-free first

percent
time / Number of receipts processed) * 100
Percentage of receipts received electronically or
percent
automatically
Number of FTEs who perform the process "process FTEs
accounts receivable (AR)" / (Total business entity
revenue * .000000001)
Number of receipts processed per "process

accounts receivable" FTE
Number of receipts processed / Number of FTEs

who perform the process "process accounts
receivable (AR)"
receipts
Number of invoices per "process accounts

receivable" FTE
Number of invoices billed to customer/Number of

FTEs who perform the process "process accounts
receivable (AR)"
invoices
Number of customer accounts per "process

accounts receivable" FTE
Number of customers in the customer master file / customer accounts

accounts receivable (AR)"
Number of invoice line items per receipt

receipts processed
Copyright 2016 APQC
days
invoice line items
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Metric name
Percentage of total finance function FTEs allocated
to the processes "process accounts receivable
(AR)," "manage and process collections," and
"manage and process adjustments/deductions"
Formula
((Number of FTEs who perform the process
"process accounts receivable (AR)" + Number of
process collections" + Number of FTEs who
adjustments/deductions") / Number of FTEs who
resources") * 100
to the process "process accounts receivable (AR)" "process accounts receivable (AR)" / Number of
FTEs who perform the function "manage financial
resources") * 100
Units
percent
percent

accounts receivable" as a percentage of the total
cost for the process
Percentage of internal costs of the process

percent
internal costs * 0.01

accounts receivable" as a percentage of the total
cost of the process
Percentage of internal cost of the process "Process percent

accounts receivable (AR)" allocated to systems
"process accounts receivable" allocated to internal
costs * 0.01
Total cost to perform the process "manage and

process collections" per customer receipt
(Total cost to perform the process "manage and

dollars
process collections"/Number of receipts processed)

and process collections" per $1,000 revenue

and process collections" / (Total business entity
revenue *.0010)
Copyright 2016 APQC
dollars
731 of 777
Metric name
and process collections" per $1,000 revenue
Formula
"manage and process collections" allocated to
process "manage and process collections"
collections") / (Total business entity revenue * .
001)
Units
dollars
Systems cost to perform the process "manage and (Percentage of internal cost of the process
process collections" per $100,000 revenue
"Manage and process collections" allocated to
process "manage and process collections"
collections") / (Total business entity revenue * .
00001)
dollars

process collections" as a percentage of revenue
(Total cost to perform the process "manage and

process collections" / Total business entity
revenue) * 100
percent

process collections" per $1 billion revenue

process collections" / (Total business entity
revenue * .000000001)
dollars

process collections" per $1,000 revenue

process collections" / (Total business entity
revenue * .001)
dollars

process collections" per active customer

dollars
process collections" / Number of active customers
in business entity's customer master file

process collections" per process FTE

dollars
process collections" / Number of FTEs who perform
the process "manage and process collections"
Copyright 2016 APQC
732 of 777
Metric name
Number of FTEs for the process "manage and
process collections" per $1 billion revenue
Formula
Number of FTEs who perform the process "manage FTEs
and process collections" / (Total business entity
revenue * .000000001)
Units
Percentage of invoice line items that are adjusted (Number of billed/invoiced line items that are
by the customer prior to payment
adjusted prior to paying / Number of line items
percent
Total uncollectable balances as a percentage of

revenue
Number of invoices per "manage and process
collections" FTE
(Total value of uncollectable balances / Total

business entity revenue) * 100
Number of invoices billed to customer/Number of
process collections"
percent
Number of active customers managed annually

per "manage and process collections" FTE
Number of active customers in business entity's

customer master file / Number of FTEs who
collections"
customers
invoices
to the process "manage and process collections" "manage and process collections" / Number of
resources") * 100
percent

and process adjustments/deductions" per $1,000
revenue

and process adjustments/deductions" / (Total
business entity revenue *.0010)
dollars

and process adjustments/deductions" per $1,000
revenue

cost of the process "manage and process
adjustments/deductions" allocated to internal
costs * 0.0001 * Total cost to perform the process
"manage and process adjustments/deductions") /
dollars
Copyright 2016 APQC
733 of 777
Metric name
Formula
Systems cost to perform the process "manage and (Percentage of internal cost of the process
process adjustments/deductions" per $100,000
"Manage and process adjustments/deductions"
revenue
allocated to systems costs * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal
costs * 0.0001 * Total cost to perform the process
"manage and process adjustments/deductions") /
Units
dollars

process adjustments/deductions" per $1,000
revenue

dollars
process adjustments/deductions" / (Total business
Cycle time in days to resolve adjustments
Cycle time in calendar days from identifying an

adjustment to fully resolving and reflecting it in
the accounting records
Number of FTEs for the process "manage and

process adjustments/deductions" per $1 billion
revenue
Number of FTEs who perform the process "manage FTEs

and process adjustments/deductions" / (Total
Number of adjustments and deductions per

FTE
Number of adjustments/deductions / Number of

process adjustments/deductions"
days
adjustments and
deductions
to the process "manage and process
"manage and process adjustments/deductions" /
adjustments/deductions"
percent

policies and procedures" per $1,000 revenue
dollars
Copyright 2016 APQC

policies and procedures" / (Total business entity
revenue *.0010)
734 of 777
Metric name
Personnel cost to perform the process "Manage
financial policies and procedures" per $1,000
revenue
Formula
Units
dollars
procedures" allocated to personnel cost * .0001) /
Systems cost to perform the process "Manage

revenue

dollars
procedures" allocated to systems cost * .0001) /

revenue
Total cost to perform the process "manage policies dollars

and procedures" / (Total business entity revenue *
0.001)
Total cost to perform the process "Manage policies Total cost to perform the process "manage policies dollars
and procedures" per process FTE
and procedures" / Number of FTEs who perform
the process "manage policies and procedures"
(general accounting and reporting)
Personnel cost to perform the process "Manage
policies and procedures" per process FTE
Copyright 2016 APQC

dollars
procedures" allocated to personnel cost * .0001) /
policies and procedures" (general accounting and
reporting)
735 of 777
Metric name
Formula
Number of FTEs who perform the process "Manage Number of FTEs who perform the process "manage FTEs
financial policies and procedures" per $1 billion
policies and procedures" (general accounting and
revenue
reporting) / (Total business entity revenue * .
000000001)
to the process "manage policies and procedures" "manage policies and procedures" (general
accounting and reporting) / Number of FTEs who
resources") * 100
Units
percent
Percentage of FTEs who perform the process group

allocated to the process "Manage policies and
procedures"

percent
"manage policies and procedures" (general
accounting and reporting) * 100) / (Number of

general accounting" per $1,000 revenue

general accounting" / (Total business entity
revenue *.0010)
dollars


allocated to personnel cost * .0001) / (Total
dollars
Copyright 2016 APQC
736 of 777
Metric name
general accounting" per process FTE
Formula
allocated to personnel cost * .0001) / Number of
FTEs who perform the process "perform general
accounting"
Units


dollars
allocated to systems cost * .0001) / (Total business
dollars
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" / (Total business entity revenue *
0.001)
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per journal entry line item
accounting" / Number of journal entry line items
processed
Total cost to perform the process "Perform general Total cost to perform the process "perform general dollars
accounting" per process FTE
accounting" / Number of FTEs who perform the
process "perform general accounting"
Cycle time in days to complete the monthly
financial close
Cycle time in days to produce period-end
management reports
Copyright 2016 APQC
Cycle time in days to complete monthly financial

close
Cycle time in calendar days from running the
initial trial balance to completing the period-end
management report
days
days
737 of 777
Metric name
Manual journal entry line item percentage
Formula
Percentage of journal entry line items from a
manual recurring source + Percentage of journal
entry line items from a manual non-recurring
source
Units
percent
Percentage change in business entity's gross

margin over the past three years
Percentage of journal entry line items processed
Number of FTEs that perform the process "Perform
general accounting" per $1 billion revenue
Percentage change in business entity's gross

percent
margin over the past three years
Percentage of journal entry line items processed
percent
Number of FTEs who perform the process "perform FTEs
general accounting" / (Total business entity
revenue * .000000001)
Number of journal entry line items per FTE who

performs the process "Perform general
accounting"
Number of journal entry line items processed /

journal entry line
Number of FTEs who perform the process "perform items
general accounting"
Number of accounts per FTE who performs the

process "Perform general accounting"
Number of accounts in the chart of accounts /

accounts
general accounting"
Percentage of accounts that are standard with the (Number of standard accounts in chart of accounts percent
business units reporting to your site
/ Number of accounts in the chart of accounts) *
100.0
to the process "perform general accounting"
"perform general accounting" / Number of FTEs
resources") * 100
percent
Number of accounts in the chart of accounts
accounts
Copyright 2016 APQC
Number of accounts in the chart of accounts
738 of 777
Metric name
Formula
Units
Percentage of FTEs who perform the process group (Number of FTEs who perform the process
percent
"perform general accounting" * 100) / (Number of
allocated to the process "Perform general
accounting"
Total cost to perform the fixed assets cycle per
$1,000 revenue
(Total cost to perform the process "perform capital dollars

planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed asset accounting") / (Total business

fixed-asset accounting" per $1,000 revenue

fixed asset accounting" / (Total business entity
revenue *.0010)
dollars
Personnel cost to perform the process "Perform

fixed-asset accounting" per $1,000 revenue

revenue * 0.001)
dollars

fixed asset accounting" per fixed asset transaction fixed asset accounting" / Number of fixed asset
transactions
dollars
Systems cost of the fixed assets cycle per

$100,000 revenue
Copyright 2016 APQC
(Systems cost to perform the process "perform

dollars
capital planning and project approval" + Systems
cost to perform the process "perform capital
project accounting" + Systems cost to perform the
process "perform fixed asset accounting") / (Total
739 of 777
Metric name
Systems cost of the process "perform fixed asset
Formula
revenue * 0.000010)
Units
Total cost of repair and maintenance per $1,000

gross value of fixed assets
Total cost of the depreciation expense per $1,000
revenue
Total cost to perform the fixed assets cycle as
Cost to repair and maintain fixed assets / (Gross

dollars
value of fixed assets * 0.0010)
Depreciation expense for fixed assets / (Total
dollars
((Total cost to perform the process "perform capital percent
"perform fixed asset accounting") / Total business
dollars
Total cost to perform the fixed assets cycle per $1 (Total cost to perform the process "perform capital dollars
billion revenue
"perform fixed asset accounting") / (Total business
fixed assets cycle FTE

"perform fixed asset accounting") / (Number of
FTEs who perform the process "perform capital
planning and project approval" + Number of FTEs
who perform the process "perform capital project
accounting" + Number of FTEs who perform the
process "perform fixed-asset accounting")
Total cost to perform the process "perform fixed

asset accounting" per $1,000 revenue

dollars
asset accounting" / (Total business entity revenue
* 0.0010)
Copyright 2016 APQC
740 of 777
Metric name
asset accounting" per fixed asset transaction
Formula
asset accounting" / Number of fixed asset
transactions

cycle FTE

planning and project approval"+Total cost to
accounting"+Total cost to perform the process
"perform fixed asset accounting")/(Number of FTEs
who perform the process "perform capital planning
and project approval"+Number of FTEs who
accounting"+Number of FTEs who perform the
process "perform fixed-asset accounting")

fixed-asset accounting" per process FTE

fixed asset accounting" / Number of FTEs who
perform the process "perform fixed-asset
accounting"
dollars
Cycle time in days to capitalize a fixed asset

purchase
Cycle time in days to close a capital project
Cycle time in days to complete an approved
capital expenditure plan
Fixed asset turnover
Cycle time in calendar days to capitalize a fixed

asset purchase
Cycle time in days to close a capital project
Cycle time in days to complete an approved
capital expenditure plan
Total business entity revenue / Net book value of
fixed assets
Return on fixed assets
days
Return on fixed assets

Percentage of approved capital projects
considered within or on budget for spending
Percentage of capital projects budgeted and
approved in the capital expenditure plan
Copyright 2016 APQC
Units
dollars
days
days
percent
percent
Percentage of approved capital projects

percent
considered within or on budget for spending
((Number of capital projects approved in the past percent
12 months - Approved and non-budgeted capital
projects) / Number of capital projects approved in
the past 12 months) * 100.0
741 of 777
Metric name
Percentage of capital projects completed on time
Formula
Percentage of capital projects completed on time
Units
percent
Number of FTEs who perform the process "Perform Number of FTEs who perform the process "perform FTEs
fixed-asset accounting" per $1 billion revenue
fixed-asset accounting" / (Total business entity
revenue * 0.000000001)
Number of FTEs to perform the fixed assets cycle

accounting") / (Total business entity revenue * .
000000001)
FTEs
Number of journal entry line items for fixed asset

transactions per fixed asset accounting FTE
Number of journal entry line items processed to

record fixed asset transactions / Number of FTEs
who perform the process "perform fixed-asset
accounting"
journal entry line

items
Number of fixed assets managed per "perform

fixed asset accounting" FTE
Number of fixed assets managed / Number of FTEs fixed assets

who perform the process "perform fixed-asset
accounting"
Number of fixed assets transactions per FTE who

performs the process "Perform fixed-asset
accounting"
Number of fixed asset transactions / Number of

fixed asset
FTEs who perform the process "perform fixed-asset transactions
accounting"
Net value of fixed assets as a percentage of gross

value of fixed assets
Fixed asset transactions resulting from physical
inventories as a percentage of total fixed asset
transactions
(Net book value of fixed assets / Gross value of

percent
fixed assets) * 100.0
(Number of fixed asset transactions from physical percent
inventories / Number of fixed asset transactions) *
100.0
percent
to the process "perform fixed asset accounting"
"perform fixed-asset accounting" / Number of FTEs
resources") * 100
Copyright 2016 APQC
742 of 777
Metric name
Formula
to the fixed assets cycle
accounting") / Number of FTEs who perform the
Units
percent
Percentage of FTEs who perform the process group

allocated to the process "Perform fixed-asset
accounting"

percent
"perform fixed-asset accounting" * 100) / (Number
of FTEs who perform the process "manage policies
Total value of Assets Under Management per

$1,000 revenue
Total value of Assets Under Management for the

overall organization / (Total annual revenue for
retail banking operation * .001)

financial reporting" per $1,000 revenue

financial reporting" / (Total business entity revenue
*.0010)


dollars
financial reporting" * Percentage of total cost of
the process "Perform financial reporting" allocated
to internal cost * Percentage of internal cost of the
process "Perform financial reporting" allocated to
personnel cost * .0001) / (Total business entity
revenue * 0.001)
Copyright 2016 APQC
dollars
743 of 777
Metric name
Systems cost to perform the process "Perform
Formula
Units
dollars
systems cost * .0001) / (Total business entity
revenue * 0.00001)
Total cost to perform the process "Perform


dollars
* 0.001)

financial reporting" per process FTE

dollars
financial reporting" / Number of FTEs who perform
the process "perform financial reporting"

financial reporting" per process FTE

dollars
personnel cost * .0001) / Number of FTEs who
perform the process "perform financial reporting"
Cycle time in days to complete the monthly

consolidated financial statements
Cycle time in days to between running the

days
business entity monthly trial balance and monthly
Cycle time in days between completion of annual Cycle time in days between completion of
days
consolidated financial statements and the release consolidated financial statements and the release
of earnings
of earnings
Cycle time in days between completion of
quarterly consolidated financial statements and
the release of earnings
Copyright 2016 APQC
Cycle time in days between completion of

quarterly consolidated financial statements and
the release of earnings
days
744 of 777
Metric name
Cycle time in days from producing annual flash
reports to completing consolidated annual
financial statements
Formula
Cycle time in calendar days from producing flash
reports and completing the consolidated financial
statements
Units
Cycle time in calendar days from producing

monthly flash reports to completing the monthly
Cycle time in calendar days from producing

days
monthly flash reports and completing the monthly
days
financial reporting" per $1 billion revenue
* 0.000000001)
Percentage of FTEs who perform the process group (Number of FTEs who perform the process
percent
"perform financial reporting" * 100) / (Number of
allocated to the process "Perform financial
reporting"
percent
to the process "perform financial reporting"
"perform financial reporting" / Number of FTEs who
resources") * 100
Actual capital expenditure as a percentage of
budgeted capital expenditures for one year prior
budgeted capital expenditures for two years prior
(Actual capital spending one year prior / Capital

expenditure budget one year prior) * 100.0
(Actual capital spending two years prior / Capital
expenditure budget two years prior) * 100.0
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue
Copyright 2016 APQC
percent
percent
dollars
745 of 777
Metric name
Formula
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue
capital planning and project approval" per
$100,000 revenue

capital planning and project approval" / (Total
Units
dollars
dollars
Total cost of the process "perform capital planning Total cost to perform the process "perform capital dollars
and project approval" per $1,000 revenue
planning and project approval" / (Total business
dollars
capital planning and project approval" per process capital planning and project approval" / Number of
FTE
planning and project approval"
Cycle time in days to approve a capital project
Number of FTEs that perform the process "perform
capital planning and project approval" per $1
billion revenue
Cycle time in days to approve a capital project

days
Number of FTEs who perform the process "perform FTEs
capital planning and project approval" / (Total
Number of approved capital projects per FTE for

Number of capital projects approved in the past 12 approved projects
the process "perform capital planning and project months / Number of FTEs who perform the process
approval"
"perform capital planning and project approval"
(Actual capital spending for most recent year /
percent
budgeted capital expenditures for the most recent Capital expenditure budget for most recent year) *
year
100.0
to the process "perform capital planning and
"perform capital planning and project approval" /
project approval"
capital project accounting" per $1,000 revenue
Copyright 2016 APQC
percent

capital project accounting" / (Total business entity
revenue *.0010)
746 of 777
Metric name
capital project accounting" per $1,000 revenue
Formula
Units
dollars
capital project accounting" / (Total business entity
revenue * 0.001)

dollars
capital project accounting" per $100,000 revenue capital project accounting" / (Total business entity
revenue * 0.000010)
Total cost to perform the process "perform capital Total cost to perform the process "perform capital dollars
project accounting" per $1,000 revenue
project accounting" / (Total business entity
revenue * 0.0010)
Total cost of the process "perform capital project
accounting" per approved capital project
Total cost to perform the process "perform capital dollars

project accounting" / Number of capital projects
approved in the past 12 months
Total cost to perform the process "perform capital (Total cost to perform the process "perform capital dollars
project accounting" per process FTE
project accounting"/Number of FTEs who perform
the process "perform capital project accounting")
Number of capital projects not budgeted as a
percentage of approved projects
(Approved and non-budgeted capital projects /

percent
Number of capital projects approved in the past 12
months) * 100.0
capital project accounting" per $1 billion revenue capital project accounting" / (Total business entity
revenue * 0.000000001)
to the process "perform capital project accounting" "perform capital project accounting" / Number of
resources") * 100
percent
Outsourced cost to perform the process "report

time" per $1,000 revenue
Personnel cost to perform the process "report
time" per $1,000 revenue
dollars
Copyright 2016 APQC
Outsourced cost to perform the process "report

time" / (Total business entity revenue *.0010)
time" / (Total business entity revenue *.0010)
dollars
747 of 777
Metric name
time" per employee paid
Formula
Units
(Percentage of internal costs of the process "report dollars
time" allocated to personnel costs * Percentage of
total cost of the process "report time" allocated to
process "report time") / Total number of
employees paid
Systems cost to perform the process "report time" (Percentage of internal cost of the process "Report dollars
per employee paid
time" allocated to systems costs * Percentage of
total cost of the process "report time" allocated to
process "report time") / Total number of
employees paid
Total cost to perform the process "report time" per
$1,000 revenue
employee paid
time record processed
Cycle time in business days to process time record
data and enter into payroll system
Total cost to perform the process "report time" /

Total number of employees paid
Number of time records processed
Cycle time in business days from receiving the
time record from the employee and entering the
data into the payroll system
dollars
Number of FTEs for the process "report time" per

$1 billion revenue

time" / (Total business entity revenue * .
000000001)
FTEs
Number of FTEs for the process "report time" per

1,000 employees paid

time" / (Total number of employees paid * 0.001)
FTEs
Percentage of time records that are submitted

electronically
Percentage of time records that are entered
manually into the payroll system
Percentage of time records submitted

electronically
Percentage of time records entered manually
percent
Copyright 2016 APQC
dollars
dollars
days
percent
748 of 777
Metric name
Formula
Units
Percentage of time records that are processed first (Number of total time records processed error-free percent
time error free
the first time / Number of time records processed)
* 100.0
Percentage of time records that are returned to
(Number of total time records returned to
the employee/field for validation and/or correction field/employee for validation and/or correction /
Number of time records processed) * 100
percent
Number of time records processed per "report

time" FTE
to the process "report time"
Number of time records processed / Number of

time records
FTEs who perform the process "report time"
(Number of FTEs who perform the process "report percent
time" / Number of FTEs who perform the function
Percentage of total payroll FTEs performing the

"report time" process

time" /(Number of FTEs who perform the process
"report time"+Number of FTEs who perform the
process "manage pay"+Number of FTEs who
perform the process "process payroll taxes") ) *
100

pay" per $1,000 revenue

pay" / (Total business entity revenue *.0010)

pay" per employee paid

dollars
"manage pay" allocated to personnel costs *
Percentage of total cost of the process "manage
pay" allocated to internal costs * 0.0001 * Total
cost to perform the process "manage pay" ) / Total
number of employees paid

pay" per employee paid
Total cost to perform the process "manage pay"
per $1,000 revenue
per employee paid

pay" / Total number of employees paid
Total cost to perform the process "manage pay" /
Total number of employees paid
Copyright 2016 APQC
dollars
dollars
dollars
dollars
749 of 777
Metric name
per payroll disbursement
pay" per $1,000 revenue
Formula
Number of payroll disbursements
pay" / (Total business entity revenue *.0010)
Units
Cycle time in business days between the time

period cut-off for employees and the payroll
transmit date
Cycle time in business days between the time

period cut-off for employees and the payroll
transmit date
days
Cycle time in business days from HR/benefits

system cut-off until payroll system cut-off date
Cycle time in business days from the payroll
system cut-off date until payroll transmit date
Cycle time in business days to reflect a new
employee in the payroll system
Cycle time in business days from HR/benefits

system cut-off until payroll system cut-off date
Cycle time in business days from the payroll
system cut-off date until payroll transmit date
Cycle time in business days from the effective
date of hire for a new employee until they are
included in the payroll system
days
Cycle time in business days to remove a

terminated employee from the payroll system
Cycle time in business days from the effective

days
date that an employee is terminated until they are
removed from the payroll system
Cycle time in business days to resolve a payroll

error
Cycle time in business days from when an error is days

identified/reported to when it is fully resolved and
reflected in the accounting records
dollars
dollars
days
days
Number of FTEs for the process "manage pay" per Number of FTEs who perform the process "manage FTEs
$1 billion revenue
pay" / (Total business entity revenue * .
000000001)
Number of FTEs for the process "manage pay" per Number of FTEs who perform the process "manage FTEs
1,000 employees paid
pay" / (Total number of employees paid * 0.001)
Number of payroll-related inquiries as a
percentage of payroll disbursements
Number of voided checks/payments as a
percentage of payroll disbursements
Copyright 2016 APQC
(Number of payroll inquiries received / Number of percent

payroll disbursements) * 100
(Number of checks/payments voided during the
percent
year / Number of payroll disbursements) * 100.0
750 of 777
Metric name
Payment errors as a percentage of total payroll
disbursements
Formula
Units
(Number of payroll disbursements that have errors percent
identified after distribution / Number of payroll
disbursements) * 100.0
Percentage of employees receiving payroll

disbursements via direct deposit
Percentage of payroll disbursements that are
manual checks/payments
Percentage of employees receiving payroll

percent
disbursements via direct deposit
(Number of payroll disbursements that are manual percent
checks / Number of payroll disbursements) * 100.0
Percentage of payroll disbursements that include

retroactive pay adjustments
(Number of payroll disbursements for retroactive percent

pay adjustments or included retroactive pay
adjustments / Number of payroll disbursements) *
100
Number of manual checks/payments per "process Number of payroll disbursements that are manual manual checks
payroll" FTE
checks / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")
Number of payroll disbursements processed per
"manage pay" FTE
Business days the HR/Benefits system is open for
employee data changes, new hires and
termination during payroll period
Number of payroll disbursements / Number of FTEs disbursements

who perform the process "manage pay"
Number of business days HR/Benefit system is
days
open for employee data changes, new hires, and
terminations during payroll period

"manage pay" process

percent
"manage pay" / (Number of FTEs who perform the
process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
FTEs who perform the process "process payroll
taxes")) * 100
to the process "manage pay"
"manage pay" / Number of FTEs who perform the
Copyright 2016 APQC
percent
751 of 777
Metric name
payroll taxes" per $1,000 revenue
Formula
payroll taxes" / (Total business entity revenue
*.0010)

payroll taxes" per $1,000 revenue

payroll taxes" / (Total business entity revenue
*.0010)

payroll taxes" per employee paid
(Percentage of internal costs of the process "report dollars

payroll taxes" allocated to personnel costs *
Percentage of total cost of the process "report
payroll taxes" allocated to internal costs * 0.0001 *
taxes") / Total number of employees paid

payroll taxes" per employee paid
taxes" per $1,000 revenue

payroll taxes" / Total number of employees paid
taxes" / (Total business entity revenue * 0.0010)

taxes" per employee paid
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
Total cost to perform the process "process payroll dollars

taxes" / Total number of employees paid
Cycle time in business days from notification of
days
required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding
Number of FTEs for the process "process payroll

taxes" per $1 billion revenue

payroll taxes" / (Total business entity revenue * .
000000001)
Number of FTEs for the process "process payroll

taxes" per 1,000 employees paid

payroll taxes" / (Total number of employees paid *
0.001)
Copyright 2016 APQC
Units
dollars
dollars
dollars
dollars
752 of 777
Metric name
Formula
to the process "process payroll taxes"
"process payroll taxes" / Number of FTEs who
resources") * 100
Units
percent

"process payroll taxes" process

"process payroll taxes" / (Number of FTEs who
perform the process "report time"+Number of
FTEs who perform the process "manage
pay"+Number of FTEs who perform the process
"process payroll taxes")) * 100
percent
Total cost to perform the process "Process

accounts payable" per invoice processed

dollars
accounts payable" / Number of invoices processed

accounts payable" per thousand barrel of oil
equivalent (BOE)

accounts payable" / (Average oil and gas net
production (BOE/day) * .001)

accounts payable" per gross operated producing
well

Dollars
accounts payable" / Total operated producing well
count

accounts payable" per mile of pipe

accounts payable" / Total number of miles of
pipeline in service

accounts payable" per thousand barrels
throughput

Dollars
accounts payable" / (Average refining throughput *
.001)

accounts payable" per $1,000 revenue
(Percentage of total cost of the process "Process

accounts payable" allocated to external cost *
accounts payable" / 100) / (Total business entity
revenue * 0.001)
Copyright 2016 APQC
Dollars
Dollars
dollars
753 of 777
Metric name
accounts payable" per process FTE
Formula
Units
dollars
personnel cost) *.0001) / Number of FTEs who
perform the process "process accounts payable"
Personnel cost to perform the process "Process

accounts payable" per $1,000 purchases

dollars
personnel cost) *.0001) / (Value of all materials
and services purchased * 0.001)


dollars
personnel cost) *.0001) / (Total business entity
revenue * 0.001)
Systems cost to perform the process "Process


dollars
systems cost) *.0001) / (Value of all materials and
Copyright 2016 APQC
754 of 777
Metric name
Formula
Units
dollars
systems cost) *.0001) / (Total business entity
revenue * 0.00001)

accounts payable" as a percentage of revenue

percent
accounts payable" / Total business entity revenue )
* 100

accounts payable" per process FTE

accounts payable" / Number of FTEs who perform
the process "process accounts payable"

accounts payable" per $1 billion revenue

dollars
accounts payable" / (Total business entity revenue
* 0.000000001)


accounts payable" / (Value of all materials and


dollars
* 0.001)

accounts payable" per disbursement/payment

accounts payable" / Total number of
disbursements excluding T&E disbursements
dollars
dollars
dollars

accounts payable" per invoice line item processed accounts payable" / Number of invoice line items
processed
dollars
Value of purchases (in millions) per "process

accounts payable" FTE
dollars
Copyright 2016 APQC
Value of all materials and services purchased /

"process accounts payable" * 1000000)
755 of 777
Metric name
Average cycle time (in calendar days) from the
first time an invoice is blocked/parked to the final
time the invoice in unblocked/unparked
Formula
Average cycle time from the first time an invoice is Days
blocked/parked until it is unblocked/unparked
Cycle time in days from receipt of invoice until

payment is transmitted
Cycle time in days to resolve an invoice error
Cycle time in calendar days from receipt of an

invoice until payment is transmitted
Cycle time in calendar days from discovering an
invoice error to its resolution
Cycle time in hours from the receipt of an invoice
to its entry into the accounts payable/invoicing
system
Cycle time in hours to enter invoice data into the

system
Units
days
days
hours
Cycle time in days from receipt of invoice until

approved and scheduled for payment
Percentage of invoice line items matched with a
purchase order
Percentage of invoice line items paid on time
Cycle time in calendar days from the receipt of an days

invoice to its approval and scheduling
Percentage of invoice line items that is matched
percent
with a purchase order
Percentage of invoice line items paid on time
percent
Percentage of invoice line items received

electronically
Number of FTEs who perform the process "Process
accounts payable" per $1 billion purchases
Percentage of invoice line items received

percent
electronically
accounts payable" / (Value of all materials and
Percentage of invoice line items that are matched

the first time
Percentage of invoices paid within the discount
period
Percentage of invoices which are manually keyed
into the financial system
Payables outstanding per $1,000 revenue
Percentage of invoice line items that is matched

the first time
(Number of invoices paid within discount period /
Number of invoices processed) * 100.0
Percentage of invoice line items that is entered
into the financial system by manual keying
Value of accounts payable / (Total business entity
revenue * 0.0010)
Percentage of disbursements that is processed
error-free the first time
Percentage of disbursements that are first time

error free
Copyright 2016 APQC
percent
percent
percent
dollars
percent
756 of 777
Metric name
Percentage of discounts available that are taken
Formula
Units
(Number of invoice line items that are paid within percent
the discount period / Number of invoice line items
received that offer a discount) * 100
Number of FTEs that perform the process "Process Number of FTEs who perform the process "process FTEs
accounts payable (AP)" per $1 billion revenue
* .000000001)
Number of invoice line items processed per
"process accounts payable" FTE
Number of invoice line items processed / Number

of FTEs who perform the process "process
accounts payable"
invoice line items
Number of invoices processed per "process

accounts payable" FTE
Number of invoices processed / Number of FTEs

who perform the process "process accounts
payable"
invoices
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable" per million barrel of oil
accounts payable" / (Average oil and gas net
equivalent (BOE) net production
production (BOE/day) * .000001)
accounts payable" per thousand gross operated
accounts payable" / (Total operated producing well
producing wells
count * .001)
accounts payable" per thousand miles of pipe
accounts payable" / (Total number of miles of
pipeline in service * .001)
accounts payable" per thousand barrels
accounts payable" / (Average refining throughput *
throughput
.001)
Number of disbursements per "process accounts
payable" FTE
Total number of disbursements excluding T&E

disbursements
disbursements / Number of FTEs who perform the
process "process accounts payable"
Percentage of invoices processed through selfPercentage of invoices processed through selfPercent

invoicing
invoicing
Payments sent to vendors through electronic funds Number of payments sent through electronic funds Percent
transfer (EFT) as a percentage of the total number transfer (EFT) as a percentage of total payments
of payments sent
sent
Copyright 2016 APQC
757 of 777
Metric name
Payments sent to vendors through automated
clearing house (ACH) as a percentage of the total
number of payments sent
Formula
Number of payments sent through automated
clearing house (ACH) as a percentage of total
payments sent
Units
Percent
Payments sent to vendors through paper check as Number of payments sent through paper check as Percent
a percentage of the total number of payments
a percentage of total payments sent
sent
Payments sent to vendors through e-Payable as a
percentage of the total number of payments sent
Number of payments sent through ePayable as a

percentage of total payments sent
Percent
Payments sent to vendors through other methods Number of payments sent through electronic funds Percent
as a percentage of the total number of payments transfer (EFT) as a percentage of total payments
sent
sent
percent
"Process accounts payable" as a percentage of the accounts payable" allocated to internal cost *
total cost of the process
accounts payable" allocated to overhead and
other costs) *.01
Outsourced cost to perform the process "Process
accounts payable" as a percentage of the total
cost of the process

accounts payable" allocated to external cost
percent
Percentage of invoices paid on time
Percentage of invoices paid on time
Percent
Number of invoiced line items per $1,000

purchases
to the process "process accounts payable"
Number of invoice line items processed / (Value of invoice line items

all materials and services purchased * 0.001)
percent
"process accounts payable" / Number of FTEs who
resources") * 100

percent
accounts payable" as a percentage of total process accounts payable" allocated to internal cost *
cost
accounts payable" allocated to personnel cost)
*.01
Copyright 2016 APQC
758 of 777
Metric name
accounts payable" as a percentage of the total
cost of the process
Formula
Units
percent
accounts payable" allocated to internal cost *
accounts payable" allocated to systems cost) *.01

expense reimbursements" per process FTE

dollars
expense reimbursements" * Percentage of total
reimbursements" allocated to internal cost *
expense reimbursements" allocated to personnel
cost * .0001) / Number of FTEs who perform the
process "process expense reimbursements"
Personnel cost to perform process "Process

expense reimbursements" per $1,000 revenue

dollars
cost * .0001) / (Total business entity revenue *
0.001)


dollars
expense reimbursements" allocated to systems
cost * .0001) / (Total business entity revenue *
0.00001)
Total cost to perform the process "process expense (Total cost to perform the process "process
reimbursements" as a percentage of revenue
expense reimbursements" / Total business entity
revenue ) * 100
Copyright 2016 APQC
percent
759 of 777
Metric name
Formula
Units
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per process FTE
reimbursements" / Number of FTEs who perform
the process "process expense reimbursements"
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per $1 billion revenue
reimbursements" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per $1,000 of T&E expenditures reimbursements" / (Total value of T&E
expenditures * 0.001)
reimbursements" / (Total business entity revenue *
0.001)
reimbursements" per T&E disbursement
reimbursements" / Number of T&E disbursements
Personnel cost of the process "Process expense
reimbursements" per $100,000 of T&E
expenditures

dollars
cost * .0001) / (Total value of T&E expenditures *
0.00001)
Systems cost of the process "Process expense

reimbursements" per $100,000 of T&E
expenditures

dollars
expense reimbursements" allocated to systems
cost * .0001) / (Total value of T&E expenditures *
0.00001)
Copyright 2016 APQC
760 of 777
Metric name
Formula
cost * Total cost to perform the process "process
expense reimbursements" / 100) / (Total business
Units
Cycle time in days to approve and schedule T&E

reimbursements
Cycle time in calendar days from the receipt of an days

expense report to its approval and scheduling for
payment
dollars
Number of FTEs who perform the process "Process Number of FTEs who perform the process "process FTEs
expense reimbursements" per $1 billion revenue expense reimbursements" / (Total business entity
revenue * .000000001)
Number of FTEs who perform the process "Process Number of FTEs who perform the process "process FTEs
expense reimbursements" per $1 million T&E
expense reimbursements" / (Total value of T&E
expenditures
Percentage of expense report exception line items (Number of expense report line items with
exceptions / Expense report line items) * 100
Percentage of total T&E expenditures made using (Total value of cash advances / Total value of T&E
cash advances
expenditures) * 100.0
Number of T&E disbursements per "process
Number of T&E disbursements / Number of FTEs
expense reimbursements" FTE
who perform the process "process expense
reimbursements"
percent
Number of expense report line items per FTE who Expense report line items / Number of FTEs who
performs the process "Process expense
reimbursements"
reimbursements"
expense report line

items
Number of expense report line items per $1,000

T&E expenditure
Personnel cost of the process "Process expense
reimbursements" as a percentage of total cost for
the process
expense report line

items
percent
Copyright 2016 APQC
Expense report line items / (Total value of T&E

personnel cost) * .01
percent
disbursements
761 of 777
Metric name
expense reimbursements" as a percentage of the
Formula
systems cost) *.01
Units
percent

"Process expense reimbursements" as a
percentage of the total cost of the process

overhead and other costs) *.01
percent
Outsourced cost to perform the process "Process

expense reimbursements" as a percentage of the

cost
percent
to the process "process expense reimbursements" "process expense reimbursements" / Number of
resources") * 100
percent

operations" per bank used in cash collection
network

treasury operations" / Number of banks used in
organization's cash collection network
dollars

operations" per bank used in cash disbursement
network

treasury operations" / Number of banks used in
organization's cash disbursement network
dollars
Cycle time in hours to initiate, approve, and

dispatch a wire transfer
Cycle time in hours to reconcile a single bank
account
Cycle time in hours to initiate, approve, and

dispatch a wire transfer
Cycle time in days to reconcile a single bank
account from bank account statement receipt
through ending book balance reconciliation
hours
Copyright 2016 APQC
hours
762 of 777
Metric name
Cycle time in days to refresh the cash flow
forecast
Number of banks used in cash collection network
per FTE that performs the process group "Manage
treasury operations"
Formula
Cycle time in calendar days to refresh cash flow
forecast
Number of banks used in organization's cash
collection network / Number of FTEs who perform
the process group "manage treasury operations"
Number of banks used in cash disbursement

network per FTE that performs the process group
"Manage treasury operations"

disbursement network / Number of FTEs who
perform the process group "manage treasury
operations"
Number of banks used in cash collection network


banks
collection network / (Total business entity revenue
* .000000001)
Number of banks used in cash disbursement

network per $1 billion revenue

disbursement network / (Total business entity
revenue * .000000001)
Personnel cost to perform the process "establish

internal controls, policies, and procedures" per
$1,000 revenue
Personnel cost to perform the process "establish

dollars
internal controls, policies, and procedures" / (Total
Risk assessment cost as a percentage of total cost Percentage of cost to perform the process
to perform the process "establish internal controls, "establish internal controls, policies, and
policies, and procedures"
procedures" allocated to risk assessment
Units
days
banks
banks
banks
percent
Systems cost to perform the process "establish

$100,000 revenue
Systems cost to perform the process "establish

dollars
Total cost to perform the process "establish

$1,000 revenue
Total cost to perform the process "establish

dollars
Outsourced cost to perform the process "establish Outsourced cost to perform the process "establish dollars
$1,000 revenue
Copyright 2016 APQC
763 of 777
Metric name
Formula
Number of FTEs for the process "establish internal Number of FTEs who perform the process
controls, policies, and procedures" per $1 billion
revenue
procedures" / (Total business entity revenue *
0.000000001)
Units
FTEs
to the process "establish internal controls, policies, "establish internal controls, policies, and
and procedures"
procedures" / Number of FTEs who perform the
percent
Percentage of independent members on the audit (Number of audit committee independent

committee
members / (Number of audit committee
officers/employees + Number of other nonindependent members on the audit committee +
Number of audit committee independent
members)) * 100.0
percent
Percentage of independent members on the

compensation committee
(Number of compensation committee independent percent

members / (Number of compensation committee
officers/employees + Number of other nonindependent members on the compensation
committee + Number of compensation committee
independent members)) * 100.0
Percentage of independent members on the

governance committee
(Number of governance committee independent

members / (Number of governance committee
officers/employees + Number of other nonindependent members on the governance
committee + Number of governance committee
percent
Percentage of independent, outside directors on

the board
(Number of independent or outside directors on

the board / Number of directors on the board) *
100.0
percent
Copyright 2016 APQC
764 of 777
Metric name
Percentage of officers/employees on the audit
committee
Formula
Units
(Number of audit committee officers/employees / percent
(Number of audit committee officers/employees +
Number of other non-independent members on
the audit committee + Number of audit committee
Percentage of officers/employees on the

compensation committee
(Number of compensation committee

percent
officers/employees / (Number of compensation
committee officers/employees + Number of other
non-independent members on the compensation
committee + Number of compensation committee
Percentage of officers/employees on the

governance committee
(Number of governance committee

percent
officers/employees / (Number of governance
committee officers/employees + Number of other
non-independent members on the governance
committee + Number of governance committee
Percentage of other non-independent members on (Number of other non-independent members on

percent
the audit committee
the audit committee / (Number of audit committee
officers/employees + Number of other nonindependent members on the audit committee +
Number of audit committee independent
members)) * 100.0
percent
the compensation committee
the compensation committee / (Number of
compensation committee officers/employees +
the compensation committee + Number of
compensation committee independent members))
* 100.0
Copyright 2016 APQC
765 of 777
Metric name
Formula
Units
percent
the governance committee
the governance committee / (Number of
governance committee officers/employees +
the governance committee + Number of
governance committee independent members)) *
100.0
controls policies and procedures" per $1,000
revenue
Outsourced cost to perform the process "operate dollars

controls policies and procedures" / (Total business
entity revenue *.0010)

revenue

dollars

revenue

dollars
Total cost to perform the process "operate controls Total cost to perform the process "operate controls dollars
and monitor compliance with internal controls
policies and procedures" per $1,000 revenue
policies and procedures" / (Total business entity
revenue * 0.0010)
Cycle time in calendar days (including weekends)
from identification of change in risk until changes
to risk management policies and procedures are
completed and ready for
deployment/communication/implementation by
the business entity
Copyright 2016 APQC

from identification of change in risk until changes
to risk management policies and procedures are
completed and ready for
deployment/communication/implementation by
the business entity
days
766 of 777
Metric name
from the identification of a control violation until
the violation is reported/communicated to the
control or process owner
Formula
from the identification of a control violation until
the violation is reported/communicated to the
control or process owner
Cycle time in days from reporting of a control

violation until investigation is completed and
remediation steps/control changes are developed
Cycle time in days from reporting of a control

violation until investigation is completed and
remediation steps/control changes are developed
Cycle time in days to deploy change in enabling

technology
Number of control violations per 1,000 business
entity employees
Cycle time in days to deploy change in enabling

days
technology
Number of control violations in last twelve months control violations
pertaining to financial reporting/accounting and/or
security/access to financial records / (Number of
business entity employees * 0.0010)
Number of FTEs for the process "operate controls

policies and procedures" per $1 billion revenue
Number of FTEs who perform the process "operate FTEs

Number of primary controls per 1,000 employees
Number of identified primary controls / (Number of controls

Number of times employees used existing
times
communication channels to report suspected
improprieties in past 12 months / (Number of
Number of times last year employees used

existing communication channels to report
suspected improprieties per 1,000 employees
Units
days
days
Percentage of primary controls that are automated (Number of automated primary controls / Number percent
of identified primary controls) * 100.0
Percentage of primary controls that are detective (Number of detective primary controls / Number of percent
in nature
identified primary controls) * 100.0
Percentage of primary controls that are preventive (Number of preventative primary controls /
percent
in nature
Number of identified primary controls) * 100.0
Copyright 2016 APQC
767 of 777
Metric name
Formula
Self assessments as a percentage of risk
Percentage of conducting risk assessment cost
assessment cost
toward self assessments
Percentage of total control violations that are new (Number of new control violations in last twelve
months / Number of control violations in last
twelve months pertaining to financial
reporting/accounting and/or security/access to
financial records) * 100.0
Units
percent

to the process "operate controls and monitor
compliance with internal controls policies and
procedures"
percent

"operate controls and monitor compliance with
internal controls policies and procedures" /
percent
Outsourced cost to perform the process "report on Outsourced cost to perform the process "report on dollars
internal controls compliance" per $1,000 revenue internal controls compliance" / (Total business
entity revenue *.0010)
Personnel cost to perform the process "report on
internal controls compliance" per $1,000 revenue
Personnel cost to perform the process "report on

internal controls compliance" / (Total business
dollars
Systems cost to perform the process "report on

internal controls compliance" per $100,000
revenue
Systems cost to perform the process "report on

dollars
Total cost to perform the process "report on

internal controls compliance" per $1,000 revenue
Total cost to perform the process "report on

dollars
Previously identified control violations as a

percentage of total control violations
(Number of previously identified control violations percent

in last twelve months / Number of control
violations in last twelve months) * 100.0
Number of FTEs for the process "report on internal Number of FTEs who perform the process "report
controls compliance" per $1 billion revenue
on internal controls compliance" / (Total business
Copyright 2016 APQC
FTEs
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Metric name
Other as a percentage of risk assessment cost
Formula
Units
Percentage of the total cost of conducting risk
percent
assessments for costs other than self
assessments, independent internal resources, and
outside consultants
Outside consultants as a percentage of risk

assessment cost
Independent internal resources as a percentage of
risk assessment cost
to the process "report on internal controls
compliance"

percent
toward outside consultants
percent
toward independent internal resources
on internal controls compliance" / Number of FTEs
resources") * 100
Percentage of disbursements submitted

electronically
operations" per foreign currency involved in
foreign exchange hedging program
Percentage of disbursements processed that are

submitted electronically
treasury operations" / Number of foreign
currencies involved in foreign exchange hedging
program
percent
dollars
Number of foreign currencies involved in foreign

foreign currencies
exchange hedging program per $1 billion revenue exchange hedging program / (Total business entity
revenue * .000000001)
foreign currencies
exchange hedging program per FTE that performs exchange hedging program / Number of FTEs who
the process group "Manage treasury operations"
perform the process group "manage treasury
operations"
Time in weeks to complete projects that address
an identified business exposure or opportunity
(less than 20 percent of total annual revenue)

(less than 20 percent of total revenue)
weeks

(between 20 and 40 percent of total annual
revenue)

(between 20 and 40 percent of total revenue)
weeks
Copyright 2016 APQC
769 of 777
Metric name
revenue)
Formula
Units

revenue)

weeks

(greater than 80 percent of total annual revenue)

(greater than 80 percent of total revenue)
weeks
weeks
Number of IT FTEs for the process group "manage Number of FTEs who perform the process group
business resiliency" per $1 billion revenue
FTEs
Percentage of business entity IT FTEs who perform (Number of FTEs who perform the process group
the process group "manage business resiliency"
"manage business resiliency and risk"/Number of
FTEs who perform the function "manage
information technology") * 100.0
percent

controls", excluding depreciation/amortization, per
$1,000 revenue

Dollars
area "Develop and implement security, privacy,
and data protection controls" *.0001) / (Total
FTEs
and implement security, privacy, and data
protection controls" per $1 billion revenue
controls" *.01) / (Total business entity revenue *
0.0000000010)
Copyright 2016 APQC
770 of 777
Metric name
Formula
Units
the process group "develop and implement
"Develop and implement security, privacy, and
security, privacy, and data protection controls"
data protection controls"
group "develop and implement security, privacy,
and data protection controls"

dedicated to the process area "Develop and
controls"
Percent
Total warranty costs as a percentage of sales
Warranty costs as a percentage of sales
Percent
Average cycle time from detection-to-correction of Cycle time in calendar days to complete the
issues
detection to correction cycle
Warranty accrual rate
Warranty accrual rate
Days
Warranty claims rate
Warranty claims rate
Percent
Warranty cost forecast accuracy
Warranty forecast accuracy
Percent
Average annual product return rate
Average product return rate
Percent
Average annual recall rate per product family
Average recall rate per product family
Percent
Supplier recovery rate
Supplier recovery rate
Percent
Business entity's customer retention rate over the

last three years
warranty claims" per $1,000 revenue
warranty claims" per $1,000 cost of continuing
operations
Customer retention rate for all customers
Percent
Annual cost of the process "process warranty

claims" / (Total business entity revenue * 0.001)
claims" / (Total costs of continuing operations *
0.001)
Dollars
Copyright 2016 APQC
Percent
Dollars
771 of 777
Metric name
Formula
Units
Dollars
warranty claims" allocated to internal costs *
Percentage of internal cost to perform the process
"process warranty claims" allocated to personnel
cost * Annual cost of the process "process
warranty claims" / 10000) / (Total business entity
revenue * 0.001)

operations

Dollars
"process warranty claims" allocated to personnel
warranty claims" / 10000) / (Total costs of
continuing operations * 0.001)


Dollars
"process warranty claims" allocated to systems
warranty claims" / 10000) / (Total business entity
revenue * 0.001)

operations

Dollars
"process warranty claims" allocated to systems
warranty claims" / 10000) / (Total costs of
Average cost to process a warranty claim

claims" / Total number of warranty claims
processed
Copyright 2016 APQC
Dollars
772 of 777
Metric name
Goodwill cost as a percentage of total approved
claims
Formula
[Total cost of goodwill warranty claims /
(Percentage of warranty claims approved * Total
number of warranty claims processed / 1000)] *
100
Units
Percent
Goodwill cost as a percentage of revenue
(Total cost of goodwill warranty claims / Total

business entity revenue) * 100
Percentage of total cost of the process "process
warranty claims" allocated to internal costs
Percent
External (e.g. outsourced) cost percentage of the Percentage of total cost of the process "process
total annual cost of the process "process warranty warranty claims" allocated to external costs
claims"
Percent
Internal cost of the process "process warranty

claims" as a percentage of the total cost to
perform the process
Overhead cost to perform the process "process

Percent

Dollars
"process warranty claims" allocated to overhead
and other costs * Annual cost of the process
"process warranty claims" / 10000) / (Total
Average cycle time for warranty claim processing
Cycle time in calendar days to process a warranty Days

claim
Number of FTEs for the process "Process warranty Number of FTEs who to perform the process
FTEs
claims" per $1 billion revenue
"process warranty claims" / (Total business entity
revenue * 0.000000001)
Number of FTEs for the process "Process warranty Number of FTEs who to perform the process
claims" per $1 billion cost of continuing operations "process warranty claims" / (Total costs of
FTEs
Number of claims processed per "process warranty Total number of warranty claims processed
claims" FTE
/Number of FTEs who to perform the process
"process warranty claims"
Claims
Number of claims rejected for being fraudulent as Percentage of rejected warranty claims rejected
a percentage of total rejected claims
for reasons of fraud
Percent
Copyright 2016 APQC
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Metric name
Number of claims rejected for policy reasons as a
percentage of total rejected claims
Number of fraudulent claims processed as a
percentage of total claims processed
Formula
Units
Percentage of rejected warranty claims rejected
Percent
for reasons of policy
[(Percentage of rejected warranty claims rejected Percent
for reasons of fraud * Percentage of warranty
claims rejected * Total number of warranty claims
processed / 10000) + (Percentage of warranty
claims approved that were invalid or fraudulent *
Percentage of warranty claims approved * Total
number of warranty claims processed) / 10000)] /
Total number of warranty claims processed
Number of fraudulent claims approved as a

percentage of total claims approved
Number of goodwill claims approved as a
Percentage of warranty claims approved that were Percent

invalid or fraudulent
[(Percentage of approved warranty claims that are Percent
goodwill claims * Percentage of warranty claims
approved * Total number of warranty claims
processed) / 10000] / Total number of warranty
claims processed
Number of recall claims approved as a percentage [(Percentage of approved warranty claims that are Percent
of total claims processed
recall claims * Percentage of warranty claims
approved * Total number of warranty claims
claims processed
Number of repeat repair claims approved as a
[(Percentage of approved warranty claims that are Percent

repeat repair claims * Percentage of warranty
claims approved * Total number of warranty claims
claims processed
Number of claims approved as a percentage of

Percentage of warranty claims approved
total claims processed
Number of claims rejected as a percentage of total Percentage of warranty claims rejected
claims processed
Copyright 2016 APQC
Percent
Percent
774 of 777
Metric name
Number of claims automatically processed as a
Number of claims processed for which the system
was not configured for new models, rules, etc.
(suspense routed claims) as a percentage of total
claims processed
Formula
Percentage of warranty claims that are
automatically processed claims
Percentage of warranty claims that are Suspense
Routed claims
Units
Percent
Percent
Number of claims processed that required human Percentage of warranty claims that are Help
intervention as a percentage of total claims
Routed claims
processed
Percent
Claims
Percentage of customers satisfied with warranty

process / experience
Non-interest expense as a percentage of total
assets
Net income plus interest as a percentage of total
assets
New transaction account income as a percentage
of fee income
Percentage of customers satisfied with warranty

process
Annual non-interest expense per total assets for
the overall bank
Annual net income plus interest expense per total
assets for the overall bank
Percentage of annual fee income for banking
operation attributed to new transaction accounts
opened in the last year
Percent
Total annual non-interest expense per $1,000

revenue
Total non-interest expense for retail banking

dollars
operation / (Total annual revenue for retail banking
operation * .001)
Total annual fee income per $1,000 revenue
Total annual fee income for retail banking

dollars
operation * .001)
Total annual operating expense per $1,000

revenue
Total operating expense for retail banking

dollars
operation * .001)
Copyright 2016 APQC
percent
percent
percent
775 of 777
ABOUT APQC
An internationally recognized resource for process
and performance improvement, APQC helps
organizations adapt to rapidly changing
environments, build new and better ways to work,
and succeed in a competitive marketplace. With a
focus on productivity, knowledge management,
benchmarking, and quality improvement initiatives,
APQC works with its member organizations to
identify best practices; discover effective methods
of improvement; broadly disseminate findings; and
connect individuals with one another and the
knowledge, training,
and tools they need to
COPYRIGHT
AND ATTRIBUTION
succeed.
Founded
1977,RESERVED.
APQC is a member-based
2016
APQC.
ALL in
RIGHTS
APQC
nonprofit serving
organizations
around
the world
encourages
the wide
distribution,
discussion,
andin
all sectors
of business,
education,
and government.
use
of the PCF
for classifying
and defining
APQC is also
a proud
winner
of the 2003,
2004,
processes.
APQC
grants
permission
for use
and
2008, 2012,ofand
North
American
Most
Admired
adaptation
the2013
PCF for
internal
use. For
external
Knowledge
Enterprises
(MAKE)
This award is
use, APQC grants
permission
forawards.
publication,
based on a study
by Teleos,
a European
based
distribution,
and use,
provided
that proper
copyright
research firm, andisthe
KNOW
network.
acknowledgment
made
to APQC.
No modifications
to the look or content should be made in external
venues. Please use the following text when reusing
the PCF in external print or electronic content:
THE APQC PROCESS CLASSIFICATION FRAMEWORK (PCF)
The PCF was developed by non-profit APQC and its member companies. APQC is a
global resource for benchmarking and best practices. The PCF is an open standard
intended to facilitate improvement through process management and benchmarking,
regardless of industry, size, or geography. The PCF organizes operating and
management processes into a number of enterprise level categories, including over
1,000 processes and associated activities. To download the full PCF or industryspecific versions of the PCF as well as associated measures and benchmarking, visit
www.apqc.org/pcf.
Copyright 2016 APQC
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s
d
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n
nt.
red
l
d is
ght
ons
a
d
ing,
er
sit
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