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Documenti di Professioni
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FRAMEWORK
VERSION NUMBER 7.0.5
GENERATED ON 11/8/2016
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RK VERSION 6.1.1
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on pcf_feedback@apqc.org or +1-713-681-4020.
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hierarchy ID among a set of releases.
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score is only computed when a specific release is compared to another specific release. The difference ind
encapsulates the changes among all of the process element's descendents, not just the immediate childr
The greater the number, the more significant the changes between the two releases.
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specific process element. A "plus" symbol ("+") before a number indicates that the specific process elem
was added since the last release. A "minus" symbol ("-") before a number indicates that the specific proce
element was removed since the last release. If the process element was renamed, the sentence will inclu
phrase "RENAME, WAS:" followed by the name previously used by the process element. A new element is
identified by the word "NEW". A "c" before a number indicates that the specific process element changed
the compared release; it saw elements added, removed, the name changed, or some combination of thos
three operations.
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used throughout
aterials back to
identified by the
es not change.
lement on each
ay have a different
ndents of the
process element
specific process
ence will include the
ew element is
ment changed since
nation of those
s Benchmarking
org/osb
Y
+19208, +19238, c10937, c10940, NEW N
RENAME, WAS:Manage Enterprise Risk, N
Compliance, Remediation and Resiliency
N
Y
NEW N
+16801, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
NEW N
NEW N
N
NEW N
N
N
N
N
N
N
N
+19953, +19954, +19955 N
NEW N
NEW N
NEW N
+19956, +19957, +19958 N
NEW N
NEW N
NEW N
NEW N
+19972, +19973, NEW N
NEW N
NEW N
NEW N
NEW N
+19507, RENAME, WAS:Manage strategic N
initiatives
+19975, +19976, +19977 N
NEW N
NEW N
NEW N
+19978, +19979 N
NEW N
NEW N
+19980, +19981 N
NEW N
NEW N
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability 1
in the market
11424 2.1.2.5.2 Review market performance 1
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution 1
network
19647 2.1.2.5.4 Apply data and analytics to review supply chain 1
methodologies
11426 2.1.2.5.5 Review quality and performance of the product/service 1
11427 2.1.2.5.6 Conduct financial review 1
11428 2.1.2.5.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9
19996 2.3.2 Test market for new or revised products and services 1
10093 2.3.2.1 Prepare detailed market study 0
10094 2.3.2.2 Conduct customer tests and interviews 0
10095 2.3.2.3 Finalize product/service characteristics and business cases 0
10096 2.3.2.4 Finalize technical requirements 0
19997 2.3.3 Prepare for production/service delivery 6
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1
equipment
10097 2.3.3.2 Identify requirements for changes to manufacturing/delivery 0
processes
11418 2.3.3.3 Request engineering/process change 1
10100 2.3.3.4 Install and validate production/service delivery process 2
N
N
N
N
+16824, +11423 Y
NEW N
N
N
N
+19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19941, +16826, +16827, +19697, +12771, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19669, +19990, NEW Y
Y
N
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19993, +19996, +19997, -10080, -10081, -10082 Y
N
N
NEW N
NEW N
N
RENAME, WAS:Conduct mandatory and elective N
external reviews (legal, regulatory, standards,
internal)
+16819, +16820, +16821, +16822, +16818, N
+16823, NEW
NEW N
RENAME, WAS:Build prototypes N
N
N
N
N
RENAME, WAS:Collaborate on design with suppliers N
and contract manufacturers
NEW Y
N
N
N
N
+19998, c10099, c10100, c11418, NEW Y
RENAME, WAS:Design and obtain necessary N
materials and equipment
N
11781 3.5.3.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) 1
N
Y
N
+18941 N
NEW N
N
N
+20000, +20006, +16848, +18924, -10122, Y
c10123
N
N
N
N
N
+13169, +19999, c10124, c10125, RENAME, N
WAS:Define pricing strategy to align to value
proposition
NEW N
RENAME, WAS:Establish guidelines for applying N
pricing of products/services
NEW N
NEW N
NEW N
NEW N
+16573, +16574, +16575, +16500, +16501, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+16849, +16850, +16851, +16852, +16853, N
+16854, +16855, +18627, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N
NEW N
NEW N
NEW N
c10173 Y
RENAME, WAS:Determine customer loyalty/lifetime N
value
N
N
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
N
NEW N
NEW N
NEW N
N
N
NEW N
NEW N
NEW N
NEW N
+17682 Y
NEW N
N
N
N
N
N
N
N
+20594, +11779, -10182, -10186 Y
+18115, +11773, +18116, +20011, c10184, N
c10189, NEW
N
N
N
NEW N
N
N
+20013, +20014 Y
NEW N
N
NEW N
N
+16598, +16599 N
NEW N
NEW N
+11781, +11780, +11782, +11783, +11784, N
+11785, +20015, +11787, +11788, +11789,
+20016, +20017, +11790, +20018, +11793, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
RENAME, WAS:Enter orders into system and Y
identify/perform cross-sell/up-sell activity
NEW N
N
N
NEW N
RENAME, WAS:Monitor master production schedule N
and plan
+19555, -10257, c10258, c10260 N
N
N
NEW N
N
N
N
RENAME, WAS:Calculate destination dispatch plan N
N
RENAME, WAS:Calculate destination load plans N
N
N
N
+19558 N
N
N
N
NEW N
N
N
N
N
N
N
N
Y
N
N
N
N
c10298 Y
N
N
N
N
N
Y
RENAME, WAS:Research/Resolve exceptions N
Y
N
N
N
N
Y
+19563 N
N
+19566 Y
N
N
N
N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW N
N
+12045, +12046 N
N
Y
N
NEW N
NEW N
N
N
N
-10342, c10338 Y
+16905, RENAME, WAS:Define logistics strategy Y
N
N
N
N
N
NEW N
+12708 Y
N
N
N
N
NEW N
Y
N
N
N
N
N
N
N
Y
N
N
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20051, +20052, +20053, +20054, +20055, N
+20056, NEW
NEW N
NEW N
NEW N
+12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, N
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, N
+20075, +20076, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20094, +12840, c10388, RENAME, WAS:Plan and Y
manage customer service operations
Y
N
N
N
N
NEW N
NEW N
NEW N
+20098, +20099, +20100, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
-10329 N
N
N
-10333, c10331, c10332 N
N
RENAME, WAS:Dispatch resources N
RENAME, WAS:Manage order fulfillment progress N
c10334, c10335 N
RENAME, WAS:Identify completed orders for N
feedback
RENAME, WAS:Identify incomplete orders and Y
service failures
N
N
NEW N
N
N
+20111, +20112, +20113, +20114, +20115, N
+20116, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20117, c11241 Y
N
N
NEW N
N
NEW N
N
N
N
N
N
N
N
+16938, +11622, +11623, +20122, c10424, N
c10433
N
N
NEW N
N
NEW N
NEW N
N
N
N
N
RENAME, WAS:Develop work force strategy models N
NEW N
N
N
N
N
N
N
N
N
N
N
N
+10509, +10511, NEW N
N
NEW N
N
NEW N
Y
+20132, c17055 Y
N
Y
N
N
+16944 N
N
NEW N
N
Y
c10609 Y
N
N
N
N
N
N
RENAME, WAS:Build strategic plan to support N
business objectives
c10611 N
RENAME, WAS:Establish the enterprise architecture N
definition
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
Y
Y
Y
N
Y
N
N
N
N
Y
N
N
Y
N
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
N
Y
N
N
N
N
N
N
N
N
+14074 Y
N
N
N
N
N
NEW N
Y
Y
N
N
N
N
Y
N
N
N
N
N
c10755 Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
+16958 Y
N
N
N
N
N
N
N
N
N
N
N
N
+14079 N
NEW N
N
N
N
N
N
NEW N
+19579, +19580, +19581, +19582, +19583, N
RENAME, WAS:Manage foreign-exchange risk
NEW N
NEW N
NEW N
NEW N
NEW N
+19584, +19585, +19586, +19587 N
NEW N
NEW N
NEW N
NEW N
+19588, +19589, +19590, NEW N
NEW N
NEW N
NEW N
N
N
N
NEW N
N
N
N
N
N
N
c10925 Y
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
+19225, +19226, +19227, +19228, NEW N
NEW N
NEW N
NEW N
NEW N
+19239, +19245, +19253, NEW N
+19240, +19241, +19242, +19243, +19244, N
c10967, c10968, NEW
NEW N
RENAME, WAS:Analyze assets, and predict N
maintenance requirements
NEW N
RENAME, WAS:Develop approach to integrate N
preventive maintenance into production schedule
NEW N
NEW N
NEW N
+19246, +19247, +19248, +19249, +19250, N
+19251, +19252, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19258, +16970, RENAME, WAS:Dispose of N
productive and nonproductive assets
N
NEW N
N
N
NEW N
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are 0
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored 0
16451 11.1.2.6 Report on enterprise risk activities 1
16452 11.1.2.7 Coordinate business unit and functional risk management 0
activities
16453 11.1.2.8 Ensure that each business unit/function follows the 0
enterprise risk management process
16454 11.1.2.9 Ensure that each business unit/function follows the 0
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 0
16456 11.1.3.1 Identify risks 0
16457 11.1.3.2 Assess risks using enterprise risk framework policies and 0
procedures
N
N
c16448, c16451 N
N
N
RENAME, WAS:Develop risk mitigation and N
management strategy, and integrate with existing
performance management processes
N
N
RENAME, WAS:Report on risk activities N
N
N
N
N
NEW N
NEW N
N
N
N
N
N
N
c11062 N
RENAME, WAS:Manage copyrights and patents N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20142 N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20143, +20144, c11141 N
N
N
N
RENAME, WAS:Engage/Identify champion N
N
N
N
N
N
N
NEW N
NEW N
N
N
N
N
+20145 N
N
N
N
N
N
NEW 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
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability 1
in the market
11424 2.1.2.5.2 Review market performance 1
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution 1
network
19647 2.1.2.5.4 Apply data and analytics to review supply chain 1
methodologies
11426 2.1.2.5.5 Review quality and performance of the product/service 1
11427 2.1.2.5.6 Conduct financial review 1
11428 2.1.2.5.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9
19996 2.3.2 Test market for new or revised products and services 1
10093 2.3.2.1 Prepare detailed market study 0
10094 2.3.2.2 Conduct customer tests and interviews 0
10095 2.3.2.3 Finalize product/service characteristics and business cases 0
10096 2.3.2.4 Finalize technical requirements 0
19997 2.3.3 Prepare for production/service delivery 6
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1
equipment
10097 2.3.3.2 Identify requirements for changes to manufacturing/delivery 0
processes
11418 2.3.3.3 Request engineering/process change 1
10100 2.3.3.4 Install and validate production/service delivery process 2
11781 3.5.3.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) 1
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are 0
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored 0
16451 11.1.2.6 Report on enterprise risk activities 1
16452 11.1.2.7 Coordinate business unit and functional risk management 0
activities
16453 11.1.2.8 Ensure that each business unit/function follows the 0
enterprise risk management process
16454 11.1.2.9 Ensure that each business unit/function follows the 0
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 0
16456 11.1.3.1 Identify risks 0
16457 11.1.3.2 Assess risks using enterprise risk framework policies and 0
procedures
NEW N
+16801, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
NEW N
NEW N
N
NEW N
N
N
N
N
N
N
N
+19953, +19954, +19955 N
NEW N
NEW N
NEW N
+19956, +19957, +19958 N
NEW N
NEW N
NEW N
NEW N
+19972, +19973, NEW N
NEW N
NEW N
NEW N
NEW N
+19507, RENAME, WAS:Manage strategic N
initiatives
+19975, +19976, +19977 N
NEW N
NEW N
NEW N
+19978, +19979 N
NEW N
NEW N
+19980, +19981 N
NEW N
NEW N
N
N
N
N
+16824, +11423 Y
NEW N
N
N
N
+19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19941, +16826, +16827, +19697, +12771, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19669, +19990, NEW Y
Y
N
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19993, +19996, +19997, -10080, -10081, -10082 Y
N
N
NEW N
NEW N
N
RENAME, WAS:Conduct mandatory and elective N
external reviews (legal, regulatory, standards,
internal)
+16819, +16820, +16821, +16822, +16818, N
+16823, NEW
NEW N
RENAME, WAS:Build prototypes N
N
N
N
N
RENAME, WAS:Collaborate on design with suppliers N
and contract manufacturers
NEW Y
N
N
N
N
+19998, c10099, c10100, c11418, NEW Y
RENAME, WAS:Design and obtain necessary N
materials and equipment
N
N
Y
N
+18941 N
NEW N
N
N
+20000, +20006, +16848, +18924, -10122, Y
c10123
N
N
N
N
N
+13169, +19999, c10124, c10125, RENAME, N
WAS:Define pricing strategy to align to value
proposition
NEW N
RENAME, WAS:Establish guidelines for applying N
pricing of products/services
NEW N
NEW N
NEW N
NEW N
+16573, +16574, +16575, +16500, +16501, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+16849, +16850, +16851, +16852, +16853, N
+16854, +16855, +18627, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N
NEW N
NEW N
NEW N
c10173 Y
RENAME, WAS:Determine customer loyalty/lifetime N
value
N
N
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
N
NEW N
NEW N
NEW N
N
N
NEW N
NEW N
NEW N
NEW N
+17682 Y
NEW N
N
N
N
N
N
N
N
+20594, +11779, -10182, -10186 Y
+18115, +11773, +18116, +20011, c10184, N
c10189, NEW
N
N
N
NEW N
N
N
+20013, +20014 Y
NEW N
N
NEW N
N
+16598, +16599 N
NEW N
NEW N
+11781, +11780, +11782, +11783, +11784, N
+11785, +20015, +11787, +11788, +11789,
+20016, +20017, +11790, +20018, +11793, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
RENAME, WAS:Enter orders into system and Y
identify/perform cross-sell/up-sell activity
NEW N
N
N
NEW N
RENAME, WAS:Monitor master production schedule N
and plan
+19555, -10257, c10258, c10260 N
N
N
NEW N
N
N
N
RENAME, WAS:Calculate destination dispatch plan N
N
RENAME, WAS:Calculate destination load plans N
N
N
N
+19558 N
N
N
N
NEW N
N
N
N
N
N
N
N
Y
N
N
N
N
c10298 Y
N
N
N
N
N
Y
RENAME, WAS:Research/Resolve exceptions N
Y
N
N
N
N
Y
+19563 N
N
+19566 Y
N
N
N
N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW N
N
+12045, +12046 N
N
Y
N
NEW N
NEW N
N
N
N
-10342, c10338 Y
+16905, RENAME, WAS:Define logistics strategy Y
N
N
N
N
N
NEW N
+12708 Y
N
N
N
N
NEW N
Y
N
N
N
N
N
N
N
Y
N
N
N
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20051, +20052, +20053, +20054, +20055, N
+20056, NEW
NEW N
NEW N
NEW N
+12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, N
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, N
+20075, +20076, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20094, +12840, c10388, RENAME, WAS:Plan and Y
manage customer service operations
Y
N
N
N
N
NEW N
NEW N
NEW N
+20098, +20099, +20100, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
-10329 N
N
N
-10333, c10331, c10332 N
N
RENAME, WAS:Dispatch resources N
RENAME, WAS:Manage order fulfillment progress N
c10334, c10335 N
RENAME, WAS:Identify completed orders for N
feedback
RENAME, WAS:Identify incomplete orders and Y
service failures
N
N
NEW N
N
N
+20111, +20112, +20113, +20114, +20115, N
+20116, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20117, c11241 Y
N
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NEW N
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NEW N
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+16938, +11622, +11623, +20122, c10424, N
c10433
N
N
NEW N
N
NEW N
NEW N
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RENAME, WAS:Develop work force strategy models N
NEW N
N
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N
+10509, +10511, NEW N
N
NEW N
N
NEW N
Y
+20132, c17055 Y
N
Y
N
N
+16944 N
N
NEW N
N
Y
c10609 Y
N
N
N
N
N
N
RENAME, WAS:Build strategic plan to support N
business objectives
c10611 N
RENAME, WAS:Establish the enterprise architecture N
definition
N
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Y
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+14074 Y
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NEW N
Y
Y
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Y
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c10755 Y
Y
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+16958 Y
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+14079 N
NEW N
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NEW N
+19579, +19580, +19581, +19582, +19583, N
RENAME, WAS:Manage foreign-exchange risk
NEW N
NEW N
NEW N
NEW N
NEW N
+19584, +19585, +19586, +19587 N
NEW N
NEW N
NEW N
NEW N
+19588, +19589, +19590, NEW N
NEW N
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c10925 Y
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+19225, +19226, +19227, +19228, NEW N
NEW N
NEW N
NEW N
NEW N
+19239, +19245, +19253, NEW N
+19240, +19241, +19242, +19243, +19244, N
c10967, c10968, NEW
NEW N
RENAME, WAS:Analyze assets, and predict N
maintenance requirements
NEW N
RENAME, WAS:Develop approach to integrate N
preventive maintenance into production schedule
NEW N
NEW N
NEW N
+19246, +19247, +19248, +19249, +19250, N
+19251, +19252, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19258, +16970, RENAME, WAS:Dispose of N
productive and nonproductive assets
N
NEW N
N
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NEW N
N
N
c16448, c16451 N
N
N
RENAME, WAS:Develop risk mitigation and N
management strategy, and integrate with existing
performance management processes
N
N
RENAME, WAS:Report on risk activities N
N
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NEW N
NEW N
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c11062 N
RENAME, WAS:Manage copyrights and patents N
N
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+20142 N
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+20143, +20144, c11141 N
N
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RENAME, WAS:Engage/Identify champion N
N
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NEW N
NEW N
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+20145 N
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10018 1.1.2 Survey market and determine customer needs and wants
10054 1.2.5.6 Develop role analysis and activity diagrams for key processes
19966 1.2.8.2.3 Define single view of the customer for the organization
19969 1.2.8.2.6 Align experience with brand values and business strategies
19979 1.3.2.2 Determine the customer value for each strategic priority
16818 2.3.1.8.5 Design and manage product data, design, and bill of materials
10139 3.4.2.2 Design alliance programs and methods for selecting and
managing relationships
11779 3.5.3 Develop and manage sales proposals, bids, and quotes
10239 4.1.2.5 Monitor activity against demand forecast and revise forecast
20053 5.2.2.3 Match resource demand with capacity, skills, and capabilities
10383 6.1.5 Establish target service level for each customer segment
16890 6.1.6.2 Create and manage warranty rules/claim codes for products
11240 6.5.3.4 Analyze product and service satisfaction data and identify
improvement opportunities
17043 7.1 Develop and manage human resources planning, policies, and
strategies
10445 7.2.1.1 Align staffing plan to work force plan and business unit
strategies/resource needs
10617 8.1.3.2 Analyze and evaluate the value of the IT portfolio for the
enterprise
11245 8.2.1.2 Translate business and user requirements into IT services and
solutions requirements
10640 8.2.2.1 Create and maintain the IT services and solutions catalog
11220 8.3 Develop and implement security, privacy, and data protection
controls
10671 8.5.2.3 Develop life cycle plan for IT services and solutions
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets
10850 9.4.2.3 Monitor and track capital projects and budget spending
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy
16441 11.1.1.2 Develop and maintain enterprise risk policies and procedures
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored
16453 11.1.2.8 Ensure that each business unit/function follows the enterprise
risk management process
16454 11.1.2.9 Ensure that each business unit/function follows the enterprise
risk reporting process
17462 11.1.3 Manage business unit and function risk
16457 11.1.3.2 Assess risks using enterprise risk framework policies and
procedures
16469 11.2.2.6 Monitor and test regulatory compliance position and existing
controls
16471 11.4.5 Share knowledge of specific risks across other parts of the
organization
11059 12.4.5.4 Receive work product and manage/monitor case and work
performed
17476 13.3.1.3.1 Define process steps for controls (or integration points)
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals
11165 13.4.4.2 Capture and reuse lessons learned from change process
11102 13.5.1.3 Define roles and accountability of core group versus operating
units
Defining the status quo relating to the de facto core of what the
business is. Reflect over the fundamental essence of what the
business accomplishes and the manner in which it operates. Look
beyond the obvious solution capabilities to delineate capacities that
form the basis of the business engine. Involve senior executives and
management personnel and possibly professional services providers.
Controlling the details of the product and the input materials. Manage
classification throughout the production process, and for future
accessibility to new product development or product enrichment.
Defining SLAs (Service Level Agreement) and service level KPIs (Key
Performance Indicator).
Establishing areas of growth and further development of
product/service mix, customization, market based changes, etc., to
further demonstrate value to the customer in the competition.
Developing new products/services from scratch, including all activities
associated with the design, prototyping, evaluation, and market
testing of these planned offerings.
Sketching and standardizing product and service based on the market.
Analyze the data market competitiveness and innovation attained for
the product and service development.
Allocating resources to the design, development, and evaluation of
product/service concepts. Allocate funds, personnel, and time for
developing the new and/or revised products/services. Begin to design
the potential new product/service concepts that have been prioritized
and selected for further development.
Developing a plan for raw materials and other inventory items in order
to meet market demand. Ensure the availability of all inventory items
such as raw materials and spares. Create a blueprint in line with
Define labor and materials policies [10230].
Collaborating with vendors and contractual manufacturers with the
objective of ensuring a continual supply of raw materials and spares.
Leverage long-term connections/relationships with various suppliers,
and cultivate new ones. Track the activities of all vendors. Receive
regular updates to prepare for any fluctuations in supply.
Observing and surveying all inventory items in order to check for the
veracity of their specifications. Monitor various attributes and
characteristics for respective inventory items such as density, volume,
and size, as well as contextualized specifications particular to the
respective materials.
Generating a bounded plan that takes stock of the actual supply chain
scenario. Take stock of all information collected while creating an
inventory supply plan.
Raising a supplier recovery claim. This is based off the decision made
in Receive investigation result/recommendation for corrective action
[20100].
Validating specific service requirements for individual customers.
Determine and schedule resource to fulfill these requirements. Provide
service to specific individual customers. Ensure the quality of service
delivery.
Determining and scheduling the resources required to fulfill customer
service requirements. Create a detailed schedule about the service
orders and development of these service orders.
Handling the requirements for new employees. Create and open job
requisitions by clearly defining the job descriptions. Post these
requirements internally and externally, and modify them as
appropriate. Manage the dates of the whole requisition process.
Creating a correspondence between the plan for hiring new
employees and the desired employee requirements. Staff an adequate
amount of people with the appropriate skills to effectively accomplish
its legislative, regulatory, service, and production requirements.
Retaining and storing the records of the candidates who were rejected
and not hired to ensure future availability in case the need arises.
Create a centralized repository of profiles. Label these records in order
to readily identify them. Add remarks for any future consideration.
Acquiring and creating the components needed for the provision and
development of IT services and solutions. Design or acquire software,
hardware, interfaces, servers, etc.
Preparing resources for the provision of IT services and solutions.
Teach the skill or type of behavior through sustained practice and
instruction to the employees who will provide the IT solutions and
services.
Examining the developed IT services and solutions. Test the IT
services and solutions in focus groups, etc.
Analyzing the adoption of the IT services and solutions by customers,
and confirming the customers' experiences met expectations. Use
customer feedback, customer surveys, and customer reviews to
effectively communicate and comprehend the experiences of the
customers.
Updating and maintaining the requirements for IT services and
solutions. Perform defect analysis, and design changes accordingly.
Acquire or develop the components for changed IT services and
solutions. Test changes. Retire the outdated and inefficient IT solutions
and services.
Taking into account the updated requirements and design changes for
the IT services and solutions.
Acquiring or creating components for changing IT services and
solutions. Design or acquire updated software, hardware, interfaces,
servers, etc.
Performing tests on a changed or updated IT services and solutions.
Test the IT services and solutions by piloting solutions, creating trial
runs, etc. to validate the impact of change. Ensure the IT function
facilitates the required amount of support.
Withdrawing inefficient and outdated IT solutions and services.
Executing IT solutions by creating a strategy for deployment. Plan and
execute the changes. Plan and administer the release of its IT services
and solutions.
Creating and implementing a strategy for the deployment of IT
solutions. Define all of the activities that make the IT function
available for use. Establish the change policies for IT services and
solutions. Define the deployment process, procedures, and tools.
Select the most feasible and practical methodologies for the
deployment process.
Defining policies regarding changes in IT services and solutions.
Manage changes in a rational and predictable manner so that
employees can plan accordingly. Reduce the negative impact to the
user community. Increase the value of IT services and solutions.
Creating the best fit between a product and the end user. Maximize
the customer base by providing different products in the market.
Showing market value and related expenses on fixed assets data for
taxation. Provide complete information recorded in the books of fixed
assets about purchase price, depreciation, installation charges, resale
market value etc. for tax and regulatory purposes.
Performing the sale of assets. Achieve and complete the sale process.
Deliver the end product to the customers.
Abandoning assets. Manage the act of deliberately and permanently
giving up, granting, leaving, or surrendering property or buildings and
allowing others to use the intellectual property without protest.
Designing a plan for equipping the project team with the necessary
skills and abilities to fulfill their roles and responsibilities in the project
effectively and efficiently. Offer formal training, mentoring, or
coaching. Initiate informal conversations. Communicate messages
during the project.
Creating a plan for recognizing and rewarding extraordinary
performances within the business projects. Use incentives, bonuses,
and certificates for recognition and rewarding purposes.
Creating a plan specifying when to initiate the project, and introducing
it to the target audience. Clearly define the project team, objectives,
timelines, and milestone.
Putting the project into position by effectively bringing it into action.
Maintaining and recording the results of Test against the quality plan
[17483] electronically and in standard formats. Assign ownership to a
designated function or role.
Deciding whether to take any additional actions based on the results
of quality tests. Initiate a quarantine disposition and relocated
inventory, scrap workflow item and scrap transaction, rework
operation, net-able and nonnet-able items, and the activity list.
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105229
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105230
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105231
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105232
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105233
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105234
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105235
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105236
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105238
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105239
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105461
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105511
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105512
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105513
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105514
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105516
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105517
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105518
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105519
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105520
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105527
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100026
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100253
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100256
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100259
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100262
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100273
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100425
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100427
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100429
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100431
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100447
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100449
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100694
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101558
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101491
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101694
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101764
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102929
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103286
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103115
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103139
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103143
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103368
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103687
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103689
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104006
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104142
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104146
10003 2.0 Develop and Manage Products and Services Cycle Time 100379
10003 2.0 Develop and Manage Products and Services Cycle Time 100381
10003 2.0 Develop and Manage Products and Services Cycle Time 100383
10003 2.0 Develop and Manage Products and Services Cycle Time 100193
10003 2.0 Develop and Manage Products and Services Cycle Time 100656
10003 2.0 Develop and Manage Products and Services Cycle Time 100664
10003 2.0 Develop and Manage Products and Services Cycle Time 100665
10003 2.0 Develop and Manage Products and Services Cycle Time 103466
10003 2.0 Develop and Manage Products and Services Cycle Time 103468
10003 2.0 Develop and Manage Products and Services Cycle Time 103476
10003 2.0 Develop and Manage Products and Services Process Efficiency 100184
10003 2.0 Develop and Manage Products and Services Process Efficiency 100187
10003 2.0 Develop and Manage Products and Services Process Efficiency 100190
10003 2.0 Develop and Manage Products and Services Process Efficiency 100236
10003 2.0 Develop and Manage Products and Services Process Efficiency 100239
10003 2.0 Develop and Manage Products and Services Process Efficiency 100242
10003 2.0 Develop and Manage Products and Services Process Efficiency 100275
10003 2.0 Develop and Manage Products and Services Process Efficiency 100281
10003 2.0 Develop and Manage Products and Services Process Efficiency 100284
10003 2.0 Develop and Manage Products and Services Process Efficiency 100287
10003 2.0 Develop and Manage Products and Services Process Efficiency 100290
10003 2.0 Develop and Manage Products and Services Process Efficiency 100198
10003 2.0 Develop and Manage Products and Services Process Efficiency 100201
10003 2.0 Develop and Manage Products and Services Process Efficiency 100204
10003 2.0 Develop and Manage Products and Services Process Efficiency 105466
10003 2.0 Develop and Manage Products and Services Process Efficiency 103123
10003 2.0 Develop and Manage Products and Services Process Efficiency 103124
10003 2.0 Develop and Manage Products and Services Process Efficiency 101353
10003 2.0 Develop and Manage Products and Services Process Efficiency 101357
10003 2.0 Develop and Manage Products and Services Process Efficiency 101359
10003 2.0 Develop and Manage Products and Services Process Efficiency 101387
10003 2.0 Develop and Manage Products and Services Process Efficiency 101381
10003 2.0 Develop and Manage Products and Services Process Efficiency 100950
10003 2.0 Develop and Manage Products and Services Process Efficiency 101238
10003 2.0 Develop and Manage Products and Services Process Efficiency 100946
10003 2.0 Develop and Manage Products and Services Process Efficiency 102407
10003 2.0 Develop and Manage Products and Services Process Efficiency 102308
10003 2.0 Develop and Manage Products and Services Process Efficiency 102462
10003 2.0 Develop and Manage Products and Services Process Efficiency 102526
10003 2.0 Develop and Manage Products and Services Process Efficiency 101979
10003 2.0 Develop and Manage Products and Services Process Efficiency 101982
10003 2.0 Develop and Manage Products and Services Process Efficiency 101985
10003 2.0 Develop and Manage Products and Services Process Efficiency 101987
10003 2.0 Develop and Manage Products and Services Process Efficiency 101754
10003 2.0 Develop and Manage Products and Services Staff Productivity 105510
10003 2.0 Develop and Manage Products and Services Staff Productivity 104463
10003 2.0 Develop and Manage Products and Services Staff Productivity 102644
10003 2.0 Develop and Manage Products and Services Staff Productivity 100948
10003 2.0 Develop and Manage Products and Services Staff Productivity 101384
10003 2.0 Develop and Manage Products and Services Staff Productivity 101378
10003 2.0 Develop and Manage Products and Services Staff Productivity 101350
10003 2.0 Develop and Manage Products and Services Supplemental 102458
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102460
Information
10003 2.0 Develop and Manage Products and Services Supplemental 101998
Information
10003 2.0 Develop and Manage Products and Services Supplemental 101999
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102000
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102001
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102002
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102003
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102126
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102127
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102128
Information
10003 2.0 Develop and Manage Products and Services Supplemental 104141
Information
10003 2.0 Develop and Manage Products and Services Supplemental 104401
Information
10004 3.0 Market and Sell Products and Services Process Efficiency 101833
10004 3.0 Market and Sell Products and Services Process Efficiency 102289
10004 3.0 Market and Sell Products and Services Process Efficiency 101918
10004 3.0 Market and Sell Products and Services Process Efficiency 100511
10004 3.0 Market and Sell Products and Services Process Efficiency 104485
10004 3.0 Market and Sell Products and Services Process Efficiency 104210
10004 3.0 Market and Sell Products and Services Process Efficiency 104725
10004 3.0 Market and Sell Products and Services Supplemental 104733
Information
10004 3.0 Market and Sell Products and Services Supplemental 104734
Information
10004 3.0 Market and Sell Products and Services Supplemental 104735
Information
10004 3.0 Market and Sell Products and Services Supplemental 104736
Information
10004 3.0 Market and Sell Products and Services Supplemental 104737
Information
10004 3.0 Market and Sell Products and Services Supplemental 104738
Information
10004 3.0 Market and Sell Products and Services Supplemental 104739
Information
10004 3.0 Market and Sell Products and Services Supplemental 102288
Information
10004 3.0 Market and Sell Products and Services Supplemental 101926
Information
10004 3.0 Market and Sell Products and Services Supplemental 102343
Information
10004 3.0 Market and Sell Products and Services Supplemental 102345
Information
10004 3.0 Market and Sell Products and Services Supplemental 102347
Information
10004 3.0 Market and Sell Products and Services Supplemental 102349
Information
10004 3.0 Market and Sell Products and Services Supplemental 102351
Information
10004 3.0 Market and Sell Products and Services Supplemental 102353
Information
10004 3.0 Market and Sell Products and Services Supplemental 102355
Information
10004 3.0 Market and Sell Products and Services Supplemental 101831
Information
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105357
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105358
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105399
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105400
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104132
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104133
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104135
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104136
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103486
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103488
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104041
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104042
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104043
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103487
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104164
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104165
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104721
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103558
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103559
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103560
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103561
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103562
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103563
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103564
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100195
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100196
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100197
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100132
10007 7.0 Develop and Manage Human Capital Process Efficiency 105354
10007 7.0 Develop and Manage Human Capital Process Efficiency 105355
10007 7.0 Develop and Manage Human Capital Process Efficiency 101272
10007 7.0 Develop and Manage Human Capital Process Efficiency 101031
10007 7.0 Develop and Manage Human Capital Staff Productivity 101368
10007 7.0 Develop and Manage Human Capital Staff Productivity 101416
10007 7.0 Develop and Manage Human Capital Staff Productivity 100487
10007 7.0 Develop and Manage Human Capital Staff Productivity 100943
10007 7.0 Develop and Manage Human Capital Staff Productivity 105390
10007 7.0 Develop and Manage Human Capital Staff Productivity 105391
10007 7.0 Develop and Manage Human Capital Staff Productivity 105392
10007 7.0 Develop and Manage Human Capital Staff Productivity 105393
10007 7.0 Develop and Manage Human Capital Staff Productivity 105394
10007 7.0 Develop and Manage Human Capital Staff Productivity 105395
10007 7.0 Develop and Manage Human Capital Staff Productivity 105396
10007 7.0 Develop and Manage Human Capital Staff Productivity 105397
10007 7.0 Develop and Manage Human Capital Staff Productivity 105359
10007 7.0 Develop and Manage Human Capital Staff Productivity 105360
10007 7.0 Develop and Manage Human Capital Staff Productivity 105361
10007 7.0 Develop and Manage Human Capital Staff Productivity 105363
10007 7.0 Develop and Manage Human Capital Staff Productivity 105364
10007 7.0 Develop and Manage Human Capital Staff Productivity 105365
10007 7.0 Develop and Manage Human Capital Staff Productivity 105366
10007 7.0 Develop and Manage Human Capital Staff Productivity 105367
10007 7.0 Develop and Manage Human Capital Staff Productivity 105368
10007 7.0 Develop and Manage Human Capital Staff Productivity 105369
10007 7.0 Develop and Manage Human Capital Staff Productivity 105370
10007 7.0 Develop and Manage Human Capital Staff Productivity 105371
10007 7.0 Develop and Manage Human Capital Staff Productivity 105372
10007 7.0 Develop and Manage Human Capital Staff Productivity 105373
10007 7.0 Develop and Manage Human Capital Staff Productivity 105375
10007 7.0 Develop and Manage Human Capital Staff Productivity 105376
10007 7.0 Develop and Manage Human Capital Staff Productivity 105377
10007 7.0 Develop and Manage Human Capital Staff Productivity 105378
10007 7.0 Develop and Manage Human Capital Staff Productivity 105379
10007 7.0 Develop and Manage Human Capital Staff Productivity 105380
10007 7.0 Develop and Manage Human Capital Staff Productivity 105381
10007 7.0 Develop and Manage Human Capital Staff Productivity 105382
10007 7.0 Develop and Manage Human Capital Staff Productivity 105383
10007 7.0 Develop and Manage Human Capital Staff Productivity 105384
10007 7.0 Develop and Manage Human Capital Staff Productivity 105385
10007 7.0 Develop and Manage Human Capital Staff Productivity 105386
10007 7.0 Develop and Manage Human Capital Staff Productivity 105387
10007 7.0 Develop and Manage Human Capital Staff Productivity 105274
10007 7.0 Develop and Manage Human Capital Staff Productivity 105275
10007 7.0 Develop and Manage Human Capital Staff Productivity 105276
10007 7.0 Develop and Manage Human Capital Staff Productivity 105277
10007 7.0 Develop and Manage Human Capital Staff Productivity 105278
10007 7.0 Develop and Manage Human Capital Staff Productivity 105279
10007 7.0 Develop and Manage Human Capital Staff Productivity 105280
10007 7.0 Develop and Manage Human Capital Staff Productivity 105281
10007 7.0 Develop and Manage Human Capital Staff Productivity 105282
10007 7.0 Develop and Manage Human Capital Staff Productivity 105283
10007 7.0 Develop and Manage Human Capital Staff Productivity 105284
10007 7.0 Develop and Manage Human Capital Staff Productivity 105285
10007 7.0 Develop and Manage Human Capital Staff Productivity 105286
10007 7.0 Develop and Manage Human Capital Staff Productivity 105287
10007 7.0 Develop and Manage Human Capital Staff Productivity 105288
10007 7.0 Develop and Manage Human Capital Staff Productivity 105290
10007 7.0 Develop and Manage Human Capital Staff Productivity 105291
10007 7.0 Develop and Manage Human Capital Staff Productivity 105292
10007 7.0 Develop and Manage Human Capital Staff Productivity 105293
10007 7.0 Develop and Manage Human Capital Staff Productivity 105294
10007 7.0 Develop and Manage Human Capital Staff Productivity 105295
10007 7.0 Develop and Manage Human Capital Staff Productivity 105296
10007 7.0 Develop and Manage Human Capital Staff Productivity 105297
10007 7.0 Develop and Manage Human Capital Staff Productivity 105298
10007 7.0 Develop and Manage Human Capital Staff Productivity 105299
10007 7.0 Develop and Manage Human Capital Staff Productivity 105300
10007 7.0 Develop and Manage Human Capital Staff Productivity 105301
10007 7.0 Develop and Manage Human Capital Staff Productivity 105303
10007 7.0 Develop and Manage Human Capital Staff Productivity 105304
10007 7.0 Develop and Manage Human Capital Staff Productivity 105305
10007 7.0 Develop and Manage Human Capital Staff Productivity 105306
10007 7.0 Develop and Manage Human Capital Staff Productivity 105307
10007 7.0 Develop and Manage Human Capital Staff Productivity 105308
10007 7.0 Develop and Manage Human Capital Staff Productivity 105309
10007 7.0 Develop and Manage Human Capital Staff Productivity 105311
10007 7.0 Develop and Manage Human Capital Staff Productivity 105312
10007 7.0 Develop and Manage Human Capital Staff Productivity 105313
10007 7.0 Develop and Manage Human Capital Staff Productivity 105314
10007 7.0 Develop and Manage Human Capital Staff Productivity 105315
10007 7.0 Develop and Manage Human Capital Staff Productivity 105316
10007 7.0 Develop and Manage Human Capital Staff Productivity 105317
10007 7.0 Develop and Manage Human Capital Staff Productivity 105318
10007 7.0 Develop and Manage Human Capital Staff Productivity 105319
10007 7.0 Develop and Manage Human Capital Staff Productivity 105320
10007 7.0 Develop and Manage Human Capital Staff Productivity 105321
10007 7.0 Develop and Manage Human Capital Staff Productivity 105322
10007 7.0 Develop and Manage Human Capital Staff Productivity 105323
10007 7.0 Develop and Manage Human Capital Staff Productivity 105324
10007 7.0 Develop and Manage Human Capital Staff Productivity 105326
10007 7.0 Develop and Manage Human Capital Staff Productivity 105327
10007 7.0 Develop and Manage Human Capital Staff Productivity 105328
10007 7.0 Develop and Manage Human Capital Staff Productivity 105329
10007 7.0 Develop and Manage Human Capital Staff Productivity 105330
10007 7.0 Develop and Manage Human Capital Staff Productivity 105331
10007 7.0 Develop and Manage Human Capital Staff Productivity 105332
10007 7.0 Develop and Manage Human Capital Staff Productivity 105333
10007 7.0 Develop and Manage Human Capital Staff Productivity 105334
10007 7.0 Develop and Manage Human Capital Staff Productivity 105335
10007 7.0 Develop and Manage Human Capital Staff Productivity 105336
10007 7.0 Develop and Manage Human Capital Staff Productivity 105337
10007 7.0 Develop and Manage Human Capital Staff Productivity 105338
10007 7.0 Develop and Manage Human Capital Staff Productivity 105339
10007 7.0 Develop and Manage Human Capital Staff Productivity 105340
10007 7.0 Develop and Manage Human Capital Staff Productivity 105342
10007 7.0 Develop and Manage Human Capital Staff Productivity 105343
10007 7.0 Develop and Manage Human Capital Staff Productivity 105344
10007 7.0 Develop and Manage Human Capital Staff Productivity 105345
10007 7.0 Develop and Manage Human Capital Staff Productivity 105346
10007 7.0 Develop and Manage Human Capital Staff Productivity 105347
10007 7.0 Develop and Manage Human Capital Staff Productivity 105348
10007 7.0 Develop and Manage Human Capital Staff Productivity 105349
10007 7.0 Develop and Manage Human Capital Staff Productivity 105350
10007 7.0 Develop and Manage Human Capital Staff Productivity 105351
10007 7.0 Develop and Manage Human Capital Staff Productivity 105352
10105 3.5 Develop and manage sales plans Process Efficiency 100213
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104752
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104753
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104754
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104755
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104756
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 103477
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104785
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104779
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104788
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104794
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104796
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104798
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104799
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 100654
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 100788
10215 4.1 Plan for and align supply chain resources Process Efficiency 104194
10215 4.1 Plan for and align supply chain resources Process Efficiency 104175
10215 4.1 Plan for and align supply chain resources Process Efficiency 100737
10215 4.1 Plan for and align supply chain resources Staff Productivity 101218
10215 4.1 Plan for and align supply chain resources Staff Productivity 104193
10215 4.1 Plan for and align supply chain resources Supplemental 100687
Information
10216 4.2 Procure materials and services Cost Effectiveness 100475
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103353
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103358
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103025
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103029
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104477
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104478
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104479
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103901
10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 103171
10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 104250
10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 101138
10335 6.3.3.3.2 Identify incomplete service orders and service Supplemental 105498
failures Information
10335 6.3.3.3.2 Identify incomplete service orders and service Supplemental 105499
failures Information
10335 6.3.3.3.2 Identify incomplete service orders and service Supplemental 105500
failures Information
10335 6.3.3.3.2 Identify incomplete service orders and service Supplemental 105501
failures Information
10339 4.4.2 Plan and manage inbound material flow Cost Effectiveness 105193
10339 4.4.2 Plan and manage inbound material flow Cost Effectiveness 103333
10339 4.4.2 Plan and manage inbound material flow Cost Effectiveness 101713
10339 4.4.2 Plan and manage inbound material flow Cost Effectiveness 102994
10339 4.4.2 Plan and manage inbound material flow Cost Effectiveness 101510
10339 4.4.2 Plan and manage inbound material flow Cost Effectiveness 101578
10339 4.4.2 Plan and manage inbound material flow Cost Effectiveness 103819
10339 4.4.2 Plan and manage inbound material flow Cost Effectiveness 103822
10339 4.4.2 Plan and manage inbound material flow Process Efficiency 101235
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105027
procedure
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105028
procedure
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105029
procedure
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105030
procedure
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105023
procedure
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105024
procedure
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105026
procedure
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103581
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103585
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103589
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103593
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101668
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101465
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 102873
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103234
10378 6.1 Develop customer care/customer service strategy Process Efficiency 100992
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101730
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101756
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101757
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103046
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103047
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103048
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103049
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103050
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 100403
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 100409
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 100410
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 100411
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101633
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101634
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101635
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101636
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101640
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101641
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101642
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101523
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 101526
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103727
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 103931
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 104152
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 104502
10379 6.2 Plan and manage customer service contacts Cycle Time 103463
10379 6.2 Plan and manage customer service contacts Cycle Time 104514
10379 6.2 Plan and manage customer service contacts Cycle Time 100124
10379 6.2 Plan and manage customer service contacts Cycle Time 100321
10379 6.2 Plan and manage customer service contacts Process Efficiency 100020
10379 6.2 Plan and manage customer service contacts Process Efficiency 100389
10379 6.2 Plan and manage customer service contacts Process Efficiency 100729
10379 6.2 Plan and manage customer service contacts Process Efficiency 100392
10379 6.2 Plan and manage customer service contacts Process Efficiency 100393
10379 6.2 Plan and manage customer service contacts Process Efficiency 100394
10379 6.2 Plan and manage customer service contacts Process Efficiency 100320
10379 6.2 Plan and manage customer service contacts Process Efficiency 101194
10379 6.2 Plan and manage customer service contacts Process Efficiency 100898
10379 6.2 Plan and manage customer service contacts Process Efficiency 102603
10379 6.2 Plan and manage customer service contacts Process Efficiency 102604
10379 6.2 Plan and manage customer service contacts Process Efficiency 102605
10379 6.2 Plan and manage customer service contacts Process Efficiency 102721
10379 6.2 Plan and manage customer service contacts Process Efficiency 102722
10379 6.2 Plan and manage customer service contacts Process Efficiency 101910
10379 6.2 Plan and manage customer service contacts Process Efficiency 101911
10379 6.2 Plan and manage customer service contacts Process Efficiency 101859
10379 6.2 Plan and manage customer service contacts Process Efficiency 101860
10379 6.2 Plan and manage customer service contacts Process Efficiency 101857
10379 6.2 Plan and manage customer service contacts Process Efficiency 102103
10379 6.2 Plan and manage customer service contacts Process Efficiency 102129
10379 6.2 Plan and manage customer service contacts Process Efficiency 102100
10379 6.2 Plan and manage customer service contacts Process Efficiency 102792
10379 6.2 Plan and manage customer service contacts Process Efficiency 103118
10379 6.2 Plan and manage customer service contacts Process Efficiency 104513
10379 6.2 Plan and manage customer service contacts Process Efficiency 104192
10379 6.2 Plan and manage customer service contacts Process Efficiency 104561
10379 6.2 Plan and manage customer service contacts Staff Productivity 104121
10379 6.2 Plan and manage customer service contacts Staff Productivity 104123
10379 6.2 Plan and manage customer service contacts Supplemental 101853
Information
10379 6.2 Plan and manage customer service contacts Supplemental 101854
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104543
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104544
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104546
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104532
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104533
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104534
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104535
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104537
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104520
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104522
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104523
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104525
Information
10379 6.2 Plan and manage customer service contacts Supplemental 104526
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102102
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102105
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102106
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102107
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102108
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102109
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102110
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102111
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102091
Information
10379 6.2 Plan and manage customer service contacts Supplemental 102099
Information
10379 6.2 Plan and manage customer service contacts Supplemental 105420
Information
10379 6.2 Plan and manage customer service contacts Supplemental 105421
Information
10383 6.1.5 Establish target service level for each customer Process Efficiency 103177
segment
10387 6.2.1 Plan and manage customer service work force Process Efficiency 100735
10387 6.2.1 Plan and manage customer service work force Process Efficiency 100736
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 103145
inquiries
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 103146
inquiries
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 104519
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104503
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104504
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104505
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104506
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104507
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104508
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104509
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104510
inquiries
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104529
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104530
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104531
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104539
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104540
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104618
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104619
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104620
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104621
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104622
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104623
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104624
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104757
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104758
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104759
inquiries Information
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104760
inquiries Information
10403 6.5.3 Measure customer satisfaction with products and Process Efficiency 102602
services
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104093
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104067
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104071
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103877
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103956
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103958
10410 7.2 Recruit, source, and select employees Cycle Time 100304
10410 7.2 Recruit, source, and select employees Cycle Time 100306
10410 7.2 Recruit, source, and select employees Cycle Time 100565
10410 7.2 Recruit, source, and select employees Cycle Time 100569
10410 7.2 Recruit, source, and select employees Process Efficiency 102613
10410 7.2 Recruit, source, and select employees Process Efficiency 100804
10410 7.2 Recruit, source, and select employees Process Efficiency 100807
10410 7.2 Recruit, source, and select employees Process Efficiency 100869
10410 7.2 Recruit, source, and select employees Process Efficiency 101123
10410 7.2 Recruit, source, and select employees Staff Productivity 105458
10410 7.2 Recruit, source, and select employees Staff Productivity 105459
10410 7.2 Recruit, source, and select employees Staff Productivity 105460
10410 7.2 Recruit, source, and select employees Staff Productivity 100493
10410 7.2 Recruit, source, and select employees Staff Productivity 101348
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104571
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102246
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102247
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102248
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102249
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102253
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102254
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102780
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102783
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102786
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102789
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 104597
management training programs Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 104598
management training programs Information
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102321
motivation programs
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102608
motivation programs
10563 8.1 Manage the business of information technology Cost Effectiveness 103759
10563 8.1 Manage the business of information technology Cost Effectiveness 103725
10563 8.1 Manage the business of information technology Cost Effectiveness 101503
10563 8.1 Manage the business of information technology Cost Effectiveness 101494
10563 8.1 Manage the business of information technology Cost Effectiveness 101627
10563 8.1 Manage the business of information technology Cost Effectiveness 101622
10563 8.1 Manage the business of information technology Cost Effectiveness 101706
10563 8.1 Manage the business of information technology Cost Effectiveness 101697
10563 8.1 Manage the business of information technology Cost Effectiveness 102943
10563 8.1 Manage the business of information technology Cost Effectiveness 103295
10563 8.1 Manage the business of information technology Cost Effectiveness 103310
10563 8.1 Manage the business of information technology Cycle Time 103433
10563 8.1 Manage the business of information technology Cycle Time 103437
10563 8.1 Manage the business of information technology Process Efficiency 104681
10563 8.1 Manage the business of information technology Process Efficiency 100831
10563 8.1 Manage the business of information technology Process Efficiency 100834
10564 8.2 Develop and manage IT customer relationships Cost Effectiveness 103260
10564 8.2 Develop and manage IT customer relationships Cost Effectiveness 102898
10564 8.2 Develop and manage IT customer relationships Cost Effectiveness 101618
10564 8.2 Develop and manage IT customer relationships Cost Effectiveness 101483
10564 8.2 Develop and manage IT customer relationships Cost Effectiveness 101686
10564 8.2 Develop and manage IT customer relationships Process Efficiency 100830
10564 8.2 Develop and manage IT customer relationships Process Efficiency 101310
10566 8.5 Develop and maintain information technology Cost Effectiveness 105005
solutions
10566 8.5 Develop and maintain information technology Cost Effectiveness 103636
solutions
10566 8.5 Develop and maintain information technology Cost Effectiveness 104353
solutions
10566 8.5 Develop and maintain information technology Cost Effectiveness 101685
solutions
10566 8.5 Develop and maintain information technology Cost Effectiveness 101482
solutions
10566 8.5 Develop and maintain information technology Cost Effectiveness 103257
solutions
10566 8.5 Develop and maintain information technology Cycle Time 100348
solutions
10566 8.5 Develop and maintain information technology Cycle Time 100353
solutions
10566 8.5 Develop and maintain information technology Cycle Time 100357
solutions
10566 8.5 Develop and maintain information technology Cycle Time 100335
solutions
10566 8.5 Develop and maintain information technology Cycle Time 100336
solutions
10566 8.5 Develop and maintain information technology Cycle Time 103409
solutions
10566 8.5 Develop and maintain information technology Cycle Time 103410
solutions
10566 8.5 Develop and maintain information technology Cycle Time 103412
solutions
10566 8.5 Develop and maintain information technology Cycle Time 103416
solutions
10566 8.5 Develop and maintain information technology Cycle Time 103417
solutions
10566 8.5 Develop and maintain information technology Cycle Time 103429
solutions
10566 8.5 Develop and maintain information technology Cycle Time 103431
solutions
10566 8.5 Develop and maintain information technology Cycle Time 103421
solutions
10566 8.5 Develop and maintain information technology Cycle Time 103424
solutions
10566 8.5 Develop and maintain information technology Cycle Time 105065
solutions
10566 8.5 Develop and maintain information technology Cycle Time 105066
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 100249
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 105063
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 102122
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 102409
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 102412
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 100891
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 100829
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 101307
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 101418
solutions
10568 8.7 Deliver and support information technology Cost Effectiveness 103612
services
10568 8.7 Deliver and support information technology Cost Effectiveness 104670
services
10568 8.7 Deliver and support information technology Cost Effectiveness 104682
services
10568 8.7 Deliver and support information technology Cost Effectiveness 104683
services
10568 8.7 Deliver and support information technology Cost Effectiveness 101678
services
10568 8.7 Deliver and support information technology Cost Effectiveness 101475
services
10568 8.7 Deliver and support information technology Cost Effectiveness 102885
services
10568 8.7 Deliver and support information technology Cost Effectiveness 103246
services
10568 8.7 Deliver and support information technology Cycle Time 100333
services
10568 8.7 Deliver and support information technology Process Efficiency 100827
services
10568 8.7 Deliver and support information technology Process Efficiency 101300
services
10568 8.7 Deliver and support information technology Process Efficiency 102674
services
10568 8.7 Deliver and support information technology Process Efficiency 102675
services
10568 8.7 Deliver and support information technology Process Efficiency 102677
services
10568 8.7 Deliver and support information technology Process Efficiency 102678
services
10568 8.7 Deliver and support information technology Process Efficiency 102679
services
10575 8.1.5 Evaluate and communicate IT business value and Cost Effectiveness 104653
performance
10575 8.1.5 Evaluate and communicate IT business value and Cost Effectiveness 104654
performance
10575 8.1.5 Evaluate and communicate IT business value and Process Efficiency 104647
performance
10575 8.1.5 Evaluate and communicate IT business value and Process Efficiency 104648
performance
10575 8.1.5 Evaluate and communicate IT business value and Staff Productivity 104677
performance
10578 8.2.1 Develop IT services and solutions strategy Cost Effectiveness 104672
10578 8.2.1 Develop IT services and solutions strategy Cycle Time 104643
10578 8.2.1 Develop IT services and solutions strategy Cycle Time 104644
10578 8.2.1 Develop IT services and solutions strategy Process Efficiency 104658
10578 8.2.1 Develop IT services and solutions strategy Process Efficiency 104651
10578 8.2.1 Develop IT services and solutions strategy Process Efficiency 104652
10578 8.2.1 Develop IT services and solutions strategy Staff Productivity 104678
10583 8.4.1 Develop information and content management Cost Effectiveness 103641
strategies
10583 8.4.1 Develop information and content management Cost Effectiveness 103263
strategies
10583 8.4.1 Develop information and content management Cost Effectiveness 101619
strategies
10583 8.4.1 Develop information and content management Cost Effectiveness 101484
strategies
10583 8.4.1 Develop information and content management Cost Effectiveness 101687
strategies
10583 8.4.1 Develop information and content management Process Efficiency 101304
strategies
10584 8.4.2 Define the enterprise information architecture Cost Effectiveness 101672
10584 8.4.2 Define the enterprise information architecture Cost Effectiveness 101612
10584 8.4.2 Define the enterprise information architecture Cost Effectiveness 102877
10584 8.4.2 Define the enterprise information architecture Cost Effectiveness 103238
10584 8.4.2 Define the enterprise information architecture Cost Effectiveness 103597
10584 8.4.2 Define the enterprise information architecture Process Efficiency 101297
10586 8.4.4 Perform enterprise data and content management Cost Effectiveness 101629
10586 8.4.4 Perform enterprise data and content management Cost Effectiveness 102983
10586 8.4.4 Perform enterprise data and content management Cost Effectiveness 101712
10586 8.4.4 Perform enterprise data and content management Cost Effectiveness 103326
10586 8.4.4 Perform enterprise data and content management Cost Effectiveness 103806
10586 8.4.4 Perform enterprise data and content management Process Efficiency 101326
10728 9.1 Perform planning and management accounting Cost Effectiveness 105145
10728 9.1 Perform planning and management accounting Cost Effectiveness 105135
10728 9.1 Perform planning and management accounting Cost Effectiveness 105150
10728 9.1 Perform planning and management accounting Cost Effectiveness 103385
10728 9.1 Perform planning and management accounting Cost Effectiveness 103989
10728 9.1 Perform planning and management accounting Cost Effectiveness 103802
10728 9.1 Perform planning and management accounting Cost Effectiveness 103067
10728 9.1 Perform planning and management accounting Cost Effectiveness 101606
10728 9.1 Perform planning and management accounting Process Efficiency 101172
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103550
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103552
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103554
10730 9.3 Perform general accounting and reporting Cycle Time 100613
10730 9.3 Perform general accounting and reporting Process Efficiency 100981
10733 9.6 Process accounts payable and expense Cost Effectiveness 104828
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 104830
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 104834
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 104835
reimbursements
10733 9.6 Process accounts payable and expense Cost Effectiveness 104825
reimbursements
10733 9.6 Process accounts payable and expense Process Efficiency 101095
reimbursements
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 105147
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 101555
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 102923
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103282
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103677
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 104151
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100616
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100617
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100618
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 101019
10741 9.1.4 Evaluate and manage financial performance Staff Productivity 103159
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 105141
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 101603
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100008
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100010
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103325
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103801
10751 9.4.1 Perform capital planning and project approval Cycle Time 100586
10751 9.4.1 Perform capital planning and project approval Process Efficiency 100009
10751 9.4.1 Perform capital planning and project approval Process Efficiency 105133
10751 9.4.1 Perform capital planning and project approval Process Efficiency 101086
10751 9.4.1 Perform capital planning and project approval Supplemental 102019
Information
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105269
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105271
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 101605
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103019
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103020
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103349
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103885
10755 9.5.3 Manage and process payroll taxes Cycle Time 100534
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101128
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101120
10762 9.8.1 Establish internal controls, policies, and procedures Cost Effectiveness 103673
10762 9.8.1 Establish internal controls, policies, and procedures Cost Effectiveness 102918
10762 9.8.1 Establish internal controls, policies, and procedures Cost Effectiveness 103161
10762 9.8.1 Establish internal controls, policies, and procedures Cost Effectiveness 101554
10762 9.8.1 Establish internal controls, policies, and procedures Process Efficiency 101018
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102372
Information
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102373
Information
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102374
Information
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102313
Information
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102314
Information
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102006
Information
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102112
Information
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102114
Information
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102115
Information
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 101568
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103315
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 102969
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103766
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100144
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100148
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100608
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101070
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101375
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101424
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 100899
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Supplemental 103173
internal controls policies and procedures Information
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102016
internal controls policies and procedures Information
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 104813
11208 9.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104821
11220 8.3 Develop and implement security, privacy, and data Cost Effectiveness 105001
protection controls
11220 8.3 Develop and implement security, privacy, and data Process Efficiency 105218
protection controls
11220 8.3 Develop and implement security, privacy, and data Supplemental 105219
protection controls Information
11740 2.1.4 Manage product and service master data Supplemental 105244
Information
11740 2.1.4 Manage product and service master data Supplemental 105245
Information
19696 2.1 Govern and manage product/service development Cost Effectiveness 105214
program
19696 2.1 Govern and manage product/service development Process Efficiency 105213
program
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105522
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105468
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105469
19698 2.2 Generate and define new product/service ideas Process Efficiency 105463
19698 2.2 Generate and define new product/service ideas Supplemental 105225
Information
19698 2.2 Generate and define new product/service ideas Supplemental 105220
Information
19993 2.3.1 Design and prototype products and services Cost Effectiveness 105467
19993 2.3.1 Design and prototype products and services Cost Effectiveness 105523
19993 2.3.1 Design and prototype products and services Supplemental 105221
Information
19993 2.3.1 Design and prototype products and services Supplemental 105226
Information
19996 2.3.2 Test market for new or revised products and Cost Effectiveness 105524
services
19996 2.3.2 Test market for new or revised products and Cost Effectiveness 105471
services
19996 2.3.2 Test market for new or revised products and Supplemental 105227
services Information
19996 2.3.2 Test market for new or revised products and Supplemental 105222
services Information
Outsourced cost to perform the function "develop (Total annual cost for new product/service dollars
and manage products and services" per $1,000 development * 0.01 * Percentage of total annual
revenue cost for new product/service development
allocated to outsourced cost) / (Total business
entity revenue * 0.0010)
Internal overhead cost to perform the function (Total annual cost for new product/service dollars
"develop and manage products and services" per development * 0.01 * Percentage of total annual
$1,000 revenue cost for new product/service development
allocated to internal overhead cost) / (Total
business entity revenue * 0.0010)
Other costs to perform the function "develop and (Total annual cost for new product/service dollars
manage products and services" per $1,000 development * 0.01 * Percentage of total annual
revenue cost for new product/service development
allocated tocosts other than equipment, material,
personnel, systems, outsourced, or overhead costs)
/ (Total business entity revenue * 0.0010)
Fixed cost to perform the function "develop and (Total annual cost for new product/service dollars
manage products and services" per $1,000 development * 0.01 * Percentage of total annual
revenue cost for new product/service development
allocated to fixed cost) / (Total business entity
revenue * 0.0010)
Variable cost to perform the function "develop and (Total annual cost for new product/service dollars
manage products and services" per $1,000 development * 0.01 * Percentage of total annual
revenue cost for new product/service development
allocated to variable cost) / (Total business entity
revenue * 0.0010)
Total cost to perform the function "develop and Total annual cost for new product/service dollars
manage products and services" per FTE (including development / Number of FTEs who develop and
external) manage products and services
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 process for existing product/service extension
projects projects
Average project cost from the start of the design Average project cost from the start of the design dollars
and develop products/services process through 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 process for existing product/service extension
projects per $1,000 revenue projects / (Total business entity revenue * 0.0010)
Average project cost of existing product/service Average project cost from the start of the design dollars
improvements and extensions from start of design and develop products/services process through the
and develop product/service process through support product manufacturing or service delivery
support product manufacturing or service delivery process for existing product/service improvement
process projects
Average project cost from the start of the design Average project cost from the start of the design dollars
and develop products/services process through 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 improvement process for existing product/service improvement
projects per $1,000 revenue projects / (Total business entity revenue * 0.0010)
Average project cost of new product/service Average project cost from the start of the design dollars
developments from start of design and develop and develop products/services process through the
product/service process through support product support product manufacturing or service delivery
manufacturing or service delivery process process for new product/service development
projects
Cost of existing product/service extension Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue existing product/service extensions / (Total
business entity revenue * 0.0010)
Cost of existing product/service extension Cost of new product/service opportunities from dollars
opportunities per product/service extensions existing product/service extensions / Number of
opportunity product/service opportunities that are existing
product/service extensions
Cost of existing product/service improvement Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue existing product/service improvements / (Total
business entity revenue * 0.0010)
Cost of existing product/service improvement Cost of new product/service opportunities from dollars
opportunities per product/service improvement existing product/service improvements / Number of
opportunity product/service opportunities that are existing
product/service improvements
Cost of new product/service development Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue new product/service developments / (Total
business entity revenue * 0.0010)
Cost of new product/service development Cost of new product/service opportunities from dollars
opportunities per new product/service opportunity new product/service developments / Number of
product/service opportunities that are new
product/service developments
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
Outsourced cost to generate new product/service Outsourced cost to generate new product/service dollars
ideas per new product/service opportunity ideas / Total number of product/service
opportunities
Other cost to generate new product/service ideas Costs other than personnel, systems, overhead, dollars
per new product/service opportunity and outsourced to generate new product/service
ideas / Total number of product/service
opportunities
Overhead cost to generate new product/service Overhead cost to generate new product/service dollars
ideas per new product/service opportunity ideas / Total number of product/service
opportunities
Percentage growth in R&D cost over the past three ((Costs of research and development (R&D) - percent
reporting periods Research and development (R&D) costs over the
past three reporting periods) / Research and
development (R&D) costs over the past three
reporting periods) * 100.0
Personnel cost to generate new product/service Personnel cost to generate new product/service dollars
ideas per new product/service opportunity ideas / Total number of product/service
opportunities
Systems cost to generate new product/service Systems cost to generate new product/service dollars
ideas per new product/service opportunity ideas / Total number of product/service
opportunities
Research and development (R&D) budget per R&D Budget for research and development (R&D) / dollars
FTE Number of FTEs who perform research and
development (R&D)
Research and development (R&D) cost per $1,000 Costs of research and development (R&D) / (Total dollars
revenue business entity revenue * 0.0010)
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 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 Total cost to generate new product/service ideas / dollars
concept in the pre-design phase that is a new Number of concepts in the pre-design phase that
product/service development are new product/service developments
Total cost to perform product development per (Total cost to generate new product/service ideas + dollars
$1,000 revenue Total cost to design and develop products/services
+ Total cost to test market products/services +
Total cost to support product manufacturing or
service delivery) / (Total business entity revenue *
0.0010)
Total R&D cost as a percentage of revenue over the (Research and development (R&D) costs over the percent
past three reporting periods past three reporting periods / Total revenue over
the past three reporting periods) * 100.0
Average time-to-profitability in months for existing Average time-to-profitability in months for existing months
product/service improvement and extension product/service improvement projects
projects
Average time-to-profitability in months for new Average time-to-profitability in months for new months
product/service development projects product/service development projects
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 Cycle time in days from the start of the design and days
develop products/services process through the develop products/services process through the
completion of the test market for products/services completion of the test market for products/services
for existing product/service extension projects for existing product/service extension projects
Cycle time in days from start of design and Cycle time in days from the start of the design and days
develop product/service through completion of test develop products/services process through the
market product/service for existing product/service completion of the test market products/services
improvement and extension projects process for existing product/service improvement
projects
Cycle time in days from start of design and Cycle time in days from the start of the design and days
develop product/service through completion of test develop products/services process through the
market product/service for new product/service completion of the test market products/services
development projects process for new product/service development
projects
Ratio of the number of projects to concepts in the Number of new product/service developments projects
pre-design phase for new product/service projects / Number of concepts in the pre-design
developments phase that are new product/service developments
Number of research and development (R&D) FTEs Number of FTEs who perform research and FTEs
per $1 billion revenue development (R&D) / (Total business entity
revenue * .000000001)
Percentage of employees tasked with at least one Percentage of employees tasked with at least one percent
innovation goal innovation goal
Number of product/service extensions generated Number of product/service opportunities that are extensions
per generate new product/service ideas FTE existing product/service extensions / Number of
FTEs who generate new product/service ideas
Number of new product/service development Number of product/service opportunities that are concepts
concepts per FTE that performs the phase new product/service developments / Number of
'generate new product/service ideas' FTEs who generate new product/service ideas
Percentage of R&D cost related to new product Percentage of research and development (R&D) percent
development projects cost related to new product development projects
Percentage of R&D cost related to product (100 - Percentage of research and development percent
improvements and extensions (R&D) cost related to new product development
projects)
Percentage of external ideas from Percentage of external ideas from percent
clients/customers clients/customers
Percentage of external ideas from competitors Percentage of external ideas from competitors percent
Percentage of external ideas from consultants Percentage of external ideas from consultants percent
Percentage of external ideas from other sources Percentage of external ideas from other sources percent
Percentage of external ideas from partners Percentage of external ideas from partners percent
Percentage of external ideas from suppliers Percentage of external ideas from suppliers percent
Research and development (R&D) cost as a (Costs of research and development (R&D) / Total percent
percentage of revenue business entity revenue) * 100.0
Percentage of new ideas from external sources Percentage of new ideas from external sources percent
Percentage of active customers who transact via Percentage of active customers who transact via percent
an electronic marketplace an electronic marketplace
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
Percentage of customer accounts set up for (Customer accounts set up for EDI to submit sales percent
electronic data interchange (EDI) orders / Number of customers in the customer
master file) * 100.0
Customer retention rate Customer retention rate for all customers percent
Number of marketing FTEs per $1 billion in revenue Number of FTEs who perform the marketing FTEs
function / (Total business entity revenue *
0.000000001)
Value of sales order line items not fulfilled due to Total value of sales order line items lost due to lack dollars
stockouts per $1 million revenue of production capacity/stockouts / (Total business
entity revenue * 0.0000010)
Net Promoter Score Net Promoter Score percent
Total cost of the North American Shared Services (Total in-house operating cost for your HR service dollars
Center as a percentage of revenue center for North American center + Total of all
outsourcing costs associated with HR service
center for North American center) / Total
organization revenue
Total service center cost per customer (employees (Total in-house operating cost for your HR service dollars
+ retirees) center for North American center + Total of all
outsourcing costs associated with HR service
center for North American center) / (Total
employee headcount served by shared services
organization + Total retiree headcount served by
shared services organization)
Total service center in-house cost per volume unit CUSTOM dollars
Total customers (employees + retirees) per total (Total employee headcount served by shared customers
HR headcount services organization + Total retiree headcount
served by shared services organization) / Total HR
headcount for overall HR organization
Total company employees per HRIS headcount Total employee headcount served by shared employees
services organization / HRIS headcount for overall
HR organization
Total company employees per talent acquisition Total employee headcount served by shared employees
CoE headcount services organization / Talent acquisition CoE
headcount for entire shared services operation
Total company employees per talent management Total employee headcount served by shared employees
CoE headcount services organization / Talent management CoE
headcount for entire shared services operation
Total company employees per compensation CoE Total employee headcount served by shared employees
headcount services organization / Compensation CoE
headcount for entire shared services operation
Total company employees per benefits CoE Total employee headcount served by shared employees
headcount services organization / Benefits CoE headcount for
entire shared services operation
Total company employees per employee and labor Total employee headcount served by shared employees
relations CoE headcount services organization / Employee and labor
relations CoE headcount for entire shared services
operation
Percentage of operational workers/office staff that (Number of female operational worker/office staff percent
are female employees / Number of operational worker/office
staff employees) * 100
Operational workers/office staff as a percentage of (Number of operational worker/office staff percent
total business entity employees employees / Number of business entity employees)
* 100
Systems cost to perform the HR function as a ((Total cost to perform the function "develop and percent
percentage of total HR function cost manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to systems costs * .0001) / Total
cost to perform the function "develop and manage
human capital") * 100
Other cost to perform the HR function as a (Costs other than personnel, systems, overhead, percent
percentage of the total cost to perform the function 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 cost to perform the HR function percent
percentage of total HR function cost allocated to external costs
Overhead cost to perform the HR function as a (Overhead cost to perform the function "develop percent
percentage of the total cost to perform the function and manage human capital" / Total cost to perform
the function "develop and manage human capital")
* 100.0
Percentage of FTEs who perform the HR function Percentage of FTEs who perform the function percent
that do not directly report to the HR organization "develop and manage human capital" that do not
directly report to the HR organization
Personnel cost for middle management or (Personnel cost for all middle percent
specialist as a percentage of total business entity management/specialist employees / Personnel cost
personnel cost for all employees) * 100
Personnel cost for senior management or executive (Personnel cost for all senior percent
employees as a percentage of total business entity management/executive employees / Personnel cost
personnel cost for all employees) * 100
Senior management/executives as a percentage of (Number of senior management/executive percent
total business entity employees employees / Number of business entity employees)
* 100
Percentage of business entity employees with 15 ((Number of employees employed between 15 and percent
years of tenure or more 20 years + Number of employees employed
between 20 and 25 years + Number of employees
employed greater than 25 years) / Number of
business entity employees) * 100.0
Percentage of business entity employees with 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 percent
at least 25 but less than 30 years old old / Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees between 30 and 35 years percent
at least 30 but less than 35 years old old / Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees between 35 and 40 years percent
at least 35 but less than 40 years old old / Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees between 40 and 45 years percent
at least 40 but less than 45 years old old / Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees between 45 and 50 years percent
at least 45 but less than 50 years old old / Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees between 55 and 60 years percent
at least 55 but less than 60 years old old / Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees less than 25 years old / percent
less than 25 years old Number of business entity employees) * 100.0
Personnel cost for operational workers or office (Personnel cost for all operational worker/office percent
staff as a percentage of total business entity staff employees / Personnel cost for all employees)
personnel cost * 100.0
Percentage of total employees who are remote Percentage of total employees who are remote percent
employees employees
HR service center employee turnover for North HR service center employee turnover rate for North percent
American Shared Services Center American center
Self-service transaction volume per employee CUSTOM transactions
Portal hits per 1,000 employees for North American Number of portal hits for North American center / portal hits
Shared Services Center (Total employee headcount served by shared
services organization * 0.001)
Other cost to perform the function "manage (Total annual IT cost (excluding Dollars
information technology", excluding depreciation/amortization) * Percentage of total IT
depreciation/amortization, per $1,000 revenue cost (excluding depreciation/amortization)
allocated to IT operating cost * Percentage of IT
operating cost (excluding
depreciation/amortization) allocated to costs other
than internal/external personnel, hardware,
software, data/voice networks, or
facilities/overhead *.0001) / (Total business entity
revenue * 0.0010)
Personnel cost to perform the function "manage (Total annual IT cost (excluding Dollars
information technology", excluding depreciation/amortization) * Percentage of total IT
depreciation/amortization, per $1,000 revenue cost (excluding depreciation/amortization)
allocated to IT operating cost * (Percentage of IT
operating cost (excluding
depreciation/amortization) allocated to internal
personnel + Percentage of IT operating cost
(excluding depreciation/amortization) allocated to
external personnel)*.0001) / (Total business entity
revenue * 0.0010)
Systems cost to perform the function "manage (Total annual IT cost (excluding Dollars
information technology", excluding depreciation/amortization) * Percentage of total IT
depreciation/amortization, per $1,000 revenue cost (excluding depreciation/amortization)
allocated to IT operating cost * (Percentage of IT
operating cost (excluding
depreciation/amortization) allocated to hardware +
Percentage of IT operating cost (excluding
depreciation/amortization) allocated to software +
Percentage of IT operating cost (excluding
depreciation/amortization) allocated to data and
voice networks)*.0001) / (Total business entity
revenue * 0.0010)
Average IT budget variance for application Average budget variance for application Percent
development and maintenance projects development and maintenance projects
Total cost of IT development and maintenance, (Total cost to perform the process "develop dollars
including depreciation/amortization, per $1,000 information and content management strategies"
revenue + 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 (((Percentage of IT cost allocated to the process dollars
depreciation/amortization, per $1,000 revenue group "deploy IT solutions"+Percentage of IT cost
allocated to the process group "deliver and support
IT services")/100) * IT costs during the past year)/
(Total business entity revenue * 0.001)
IT expense, including depreciation/amortization, IT costs during the past year / Number of business dollars
per employee entity employees
Systems cost to perform the function "manage (IT costs during the past year * (Percentage of IT dollars
information technology", including cost allocated to hardware + Percentage of IT cost
depreciation/amortization, per $1,000 revenue allocated to software + Percentage of IT cost
allocated to data and voice networks) * .01) / (Total
business entity revenue * .0010)
Overhead cost to perform the function "manage (IT costs during the past year * Percentage of IT dollars
information technology", including cost allocated to facilities and overhead * .01) /
depreciation/amortization, per $1,000 revenue (Total business entity revenue * .0010)
Other cost to perform the function "manage (IT costs during the past year * Percentage of IT dollars
information technology", including cost allocated to cost other than personnel,
depreciation/amortization, per $1,000 revenue systems, overhead, and outsourced * .01) / (Total
business entity revenue * .0010)
Total IT cost, including depreciation/amortization, IT costs during the past year / Number of FTEs who dollars
per IT function FTE perform the function "manage information
technology"
Personnel cost to perform the function "manage (IT costs during the past year * (Percentage of IT dollars
information technology", including cost allocated to internal personnel cost +
depreciation/amortization, per $1,000 revenue Percentage of IT cost allocated to external
personnel cost) * 0.01) / (Total business entity
revenue * 0.0010)
Total IT cost, including depreciation/amortization, IT costs during the past year / (Total business dollars
per $1,000 revenue entity revenue * 0.0010)
Total IT cost, including depreciation/amortization, IT costs during the past year / Number of business dollars
per business entity FTE entity FTEs
Average cycle time in months to break even for Average cycle time in months to break even for Months
major new or enhanced services major new or enhanced services
Time-to-market (build-to-launch) in months for Average build-to-launch time in months for major months
major new/enhanced IT services investments less new or enhanced IT services in the investment
than $100,000 USD level of less than $100,000 USD
Time-to-market (build-to-launch) in months for Average build-to-launch time in months for major months
major new/enhanced IT services investments new or enhanced IT services in the investment
between $100,000 and $250,000 USD level of $100,000-$250,000 USD
Time in months to break even for new or enhanced Time in months to break even for new or enhanced months
IT services for investments less than $100,000 IT services for investments less than $100,000
Time in months to break even for new or enhanced Time to break even for new or enhanced IT months
IT services for investments greater than $100 services with an investment level more than $100
million million
Number of FTEs that perform IT operations per $1 (Number of FTEs who perform the function FTEs
billion revenue "manage information technology" * (Percentage of
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) /
(Total business entity revenue * 0.0000000010)
Number of FTEs that perform IT processes per $1 Number of FTEs who perform the function "manage FTEs
billion revenue information technology"/(Total business entity
revenue * 0.0000000010)
Number of employees performing IT processes per Number of employees who perform the function employees
$1 billion revenue "manage information technology" / (Total business
entity revenue * 0.000000001)
Average number of function points delivered per Average number of function points delivered per Function Points
application development FTE application development FTE
Average number of function points delivered per Average number of function points delivered per Function Points
application support FTE application support FTE
Number of end users serviced by the IT function Number of end users serviced by the function end users serviced
per IT function FTE "manage information technology" / Number of FTEs
who perform the function "manage information
technology"
Number of external service provider FTEs who (Number of FTEs who perform the function FTEs
perform the function "manage information "manage information technology" * Percentage of
technology" per $1 billion revenue FTEs who perform the function "manage
information technology" who are external FTEs
*.01) / (Total business entity revenue *
0.0000000010)
Percentage of FTEs who perform the function Percentage of FTEs who perform the function percent
"manage information technology" who are external "manage information technology" who are external
service providers FTEs
Percentage of total IT cost, including ((Total cost to perform the process "develop percent
depreciation/amortization, allocated to IT information and content management strategies"
development and maintenance + 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") / IT costs during the past year) *100
Percentage of FTEs performing IT processes that Percentage of FTEs performing IT processes that 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
Percentage of FTEs performing IT processes that Percentage of FTEs performing IT processes that Percent
perform strategy and planning roles perform strategy and planning roles
Percentage of FTEs performing IT processes that Percentage of FTEs performing IT processes that Percent
perform user support roles perform user support roles
Percentage of IT cost (infrastructure, applications, Percentage of IT costs (infrastructure, applications, Percent
people), excluding depreciation/amortization, people) related to the "Legacy" environment
related to the "Legacy" environment
Percentage allocation of IT costs related to Percentage allocation of IT costs related to the Percent
renewing / revising / consolidating hardware to "Legacy" environment for gradually renewing /
control / reduce the costs of the enterprise legacy revising / consolidating hardware to control and/or
environment, excluding depreciation/amortization, reduce the costs of the enterprise legacy
in the next 3 to 5 years environment in the next 3 to 5 years
Percentage allocation of IT costs related to Percentage allocation of IT costs related to the Percent
renewing hardware, software and application "Legacy" environment for renewing hardware,
environment to control / reduce the costs of the software and application environment to control
enterprise legacy environment, excluding and/or reduce the costs of the enterprise legacy
depreciation/amortization, in the next 3 to 5 years environment in the next 3 to 5 years
Percentage allocation of IT costs related to the use Percentage allocation of IT costs related to the Percent
of an outsourcing partner to control / reduce the "Legacy" environment for using an outsourcing
costs of the enterprise legacy environment, partner to control and/or reduce the costs of the
excluding depreciation/amortization, in the next 3 enterprise legacy environment in the next 3 to 5
to 5 years years
Percentage allocation of IT costs related to the use Percentage allocation of IT costs related to the Percent
of cloud services to control / reduce the costs of "Legacy" environment for use cloud services to
the enterprise legacy environment, excluding control and/or reduce the costs of the enterprise
depreciation/amortization, in the next 3 to 5 years legacy environment in the next 3 to 5 years
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
Growth or decline of the count of active finished Growth or decline in the count of active finished percent
products/SKUs over the past three years products/SKUs over the past three years
Growth or decline of the count of active raw Growth or decline in the count of active raw percent
products/SKUs over the past three years material products/SKUs over the past three years
Average project cost of new product/service Average project cost from the start of the design dollars
developments from the start and finish of the and develop products/services process through the
process group "develop products and services" support product manufacturing or service delivery
process for new product/service development
projects
Total cost to perform the process group "develop (Total annual cost for new product/service dollars
products and services" per $1,000 revenue development * (Percentage of FTEs performing
product/service development are allocated to
designing, building, and testing products/services
+ Percentage of FTEs performing product/service
development are allocated to test marketing
products/services + Percentage of FTEs performing
product/service development are allocated to
preparing for production or service delivery) *
0.01) / (Total business entity revenue * 0.0010)
Average project cost of existing product/service Average project cost from the start of the design dollars
improvements and extensions from the start and and develop products/services process through the
finish of the process group "develop products and support product manufacturing or service delivery
services" process for existing product/service improvement
projects
Total cost to develop and manage products and (Total cost to generate new product/service ideas + dollars
services per project that exits or completes the Total cost to design and develop products/services
test market products/services phase + Total cost to test market products/services +
Total cost to support product manufacturing or
service delivery) / Number of projects that exit or
complete the test market products/services phase
Total cost to support product manufacturing or Total cost to support product manufacturing or dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase complete the test market products/services phase
Number of FTEs (including external) that perform (Number of FTEs who develop and manage FTEs
the process group "develop products and services" products and services * (Percentage of total annual
per $1 billion revenue cost for new product/service development
allocated to designing, building, and testing
products/services + Percentage of total annual cost
for new product/service development allocated to
test marketing products/services + Percentage of
total annual cost for new product/service
development allocated to overall governance and
program management) * 0.01) / (Total business
entity revenue * 0.000000001)
Ratio of projects that enter the design and develop Number of projects that enter the design and projects
products/services phase to projects that enter the develop products/services phase / Number of
test market products/services phase projects that enter the test market
products/services phase
Ratio of projects that enter the test market Number of projects that enter the test market projects
products/services phase to projects that exit or products/services phase / Number of projects that
complete the test market products/services phase exit or complete the test market products/services
phase
The percentage of products that are based on Percentage of products are based on common percent
common development platforms development platforms
The percentage of parts that are common across Percentage of parts that are common across major percent
major product lines product lines
Average lead time in months between subsequent Average lead time in months between subsequent days
product generations for primary products product generations
Percentage of customers using your business Percentage of your customers uses your website percent
entity's website for information gathering on your (your company name.com) for information
business entity's products/services gathering or research on your products/services
Percentage of customers using social media for Percentage of your customers uses social media percent
information gathering on your business entity's (interactions via social platforms external to your
products/services company website) for information gathering or
research on your products/services
Percentage of customers using mobile applications Percentage of your customers uses mobile percent
for information gathering on your business entity's applications for information gathering or research
products/services on your products/services
Percentage of customers who can name brand in Percentage of customers who can name your percent
unaided recall test business entity's brand in an unaided recall test
Percentage of customers who would recommend Percentage of customers who would recommend percent
product/service to family/friends your business entity's product/service to
family/friends
Relative change in brand performance over the Relative change in brand performance over the percent
past three years past three years
Percentage of revenue attributed to customers who Percentage of revenue from customers making percent
made first purchase of the brand their first purchase of the brand in the last 12-
month reporting period
Budget for sales as a percentage of revenue (Budget for sales / Total business entity revenue) * percent
100
Average monthly sales forecast error within a Average monthly product family sales forecast percent
product family error
Sales FTEs as a percentage of total business entity (Number of FTEs who perform the sales percent
FTEs function/Number of business entity FTEs)*100
Average return on investment on mobile Average return on investment for marketing/sales percent
application channel marketing/sales campaigns campaigns for the mobile application channel
Average return on investment on search engine Average return on investment for marketing/sales percent
marketing channel marketing/sales campaigns campaigns for the search engine marketing
channel
Average return on investment on social media Average return on investment for marketing/sales percent
marketing channel marketing/sales campaigns campaigns for the social media channel
Average return on investment on traditional face- Average return on investment for marketing/sales percent
to-face channel marketing/sales campaigns campaigns for the face-to-face channel
Average return on investment on indirect Average return on investment for marketing/sales percent
marketing (billboards, print, broadcasting campaigns for the indirect marketing channel
(radio/TV)) channel marketing/sales campaigns
Average monthly national/global forecast error S25320470QN0001 percent
measured by the mean absolute percentage error
(MAPE)
Sales budget per sales FTE Budget for sales / Number of FTEs who perform the dollars
sales function
Budget for marketing as a percentage of revenue (Budget for marketing / Total business entity percent
revenue) * 100
Marketing budget per marketing FTE Budget for marketing / Number of FTEs who dollars
perform the marketing function
Percentage of business entity's growth in revenues Percentage of revenue growth for the top 20 percent
from the top twenty percent of customers percent of customers
Percentage of active customers who are repeat Percentage of active customers who are repeat percent
customers customers
Percentage of annual net sales revenue Percentage of net sales revenue attributable to percent
attributable to repeat customers repeat customers
Outsourced cost of the customer order ((Outsourced cost to perform the process group percent
management function as a percentage of the total "develop 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
perform the process "manage returns; manage
reverse logistics") / (Total cost to perform the
process group "develop customer care/customer
service strategy" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "service customers" + Total
cost to perform the process "manage returns;
manage reverse logistics")) * 100.0
Outsourced cost to perform the process "manage Outsourced cost to perform the process "manage dollars
sales orders" per $1,000 revenue sales orders" / (Total business entity revenue *
0.0010)
Other cost to perform the process "manage sales Costs other than personnel, systems, overhead, dollars
orders" per $1,000 revenue and outsourced to perform the process "manage
sales orders" / (Total business entity revenue *
0.0010)
Outsourced cost to perform the process "manage (Outsourced cost to perform the process "manage dollars
sales orders", "manage customer sales orders" + Outsourced cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per call contact requests/inquiries" and "manage customer
complaints") / Number of inbound calls received
through a live agent
Overhead cost of the customer order management ((Overhead cost to perform the process group percent
function as a percentage of the total cost of the "develop customer care/customer service strategy"
function + Overhead cost to perform the process "manage
sales orders" + Overhead cost to perform the
process "service customers" + Overhead cost to
perform the process "manage returns; manage
reverse logistics") / (Total cost to perform the
process group "develop customer care/customer
service strategy" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "service customers" + Total
cost to perform the process "manage returns;
manage reverse logistics")) * 100.0
Overhead cost to perform the process "manage Overhead cost to perform the process "manage dollars
sales orders" per $1,000 revenue sales orders" / (Total business entity revenue *
0.0010)
Total cost to perform the customer order (Total cost to perform the process group "develop dollars
management function per $1,000 revenue customer care/customer service strategy" + Total
cost to perform the process "manage sales orders"
+ Total cost to perform the process "service
customers" + Total cost to perform the process
"manage returns; manage reverse logistics") /
(Total business entity revenue * 0.0010)
Total cost of the customer order management (Total cost to perform the process group "develop dollars
function per sales order customer care/customer service strategy" + Total
cost to perform the process "manage sales orders"
+ Total cost to perform the process "service
customers" + Total cost to perform the process
"manage returns; manage reverse logistics") /
Number of sales orders placed
Total cost of the customer order management (Total cost to perform the process group "develop dollars
function per sales order line item customer care/customer service strategy" + Total
cost to perform the process "manage sales orders"
+ Total cost to perform the process "service
customers" + Total cost to perform the process
"manage returns; manage reverse logistics") /
Number of sales order line items
Personnel cost to perform the process "manage (Personnel cost to perform the process "manage percent
sales orders" as a percentage of the total cost to sales orders" / Total cost to perform the process
perform the process "manage sales orders") * 100.0
Personnel cost to perform the process "manage Personnel cost to perform the process "manage dollars
sales orders" per process agent FTE sales orders" / Number of agent FTEs that perform
the process "manage sales orders"
Overhead cost to perform the processes "manage (Overhead cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Overhead cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per inbound contact requests/inquiries" and "manage customer
complaints") / Total number of inbound contacts
Overhead cost to perform the process "manage (Overhead cost to perform the process "manage percent
sales orders" as a percentage of the total cost to sales orders" / Total cost to perform the process
perform the process "manage sales orders") * 100.0
Personnel cost to perform the process "manage Personnel cost to perform the process "manage dollars
sales orders" per $1,000 revenue sales orders" / (Total business entity revenue *
0.0010)
Overhead/other cost of the process "Manage sales (Percentage of total cost of the process "Manage dollars
orders" per $100,000 revenue 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
orders" per $1,000 revenue sales orders" allocated to external cost * Total cost
to perform the process "manage sales orders" * .
01) / (Total business entity revenue * .001)
Total cost to perform the process "manage sales Total cost to perform the process "manage sales dollars
orders" per sales order line item orders" / Number of sales order line items
Total revenue per sales order Total business entity revenue / Total annual number dollars
of sales orders placed
Total cost to perform the processes "manage sales (Total cost to perform the process "manage sales dollars
orders", "manage customer service orders" + Total cost to perform the processes
requests/inquiries", and "manage customer "manage customer service requests/inquiries" and
complaints" per inbound contact "manage customer complaints") / Total number of
inbound contacts
Total cost to perform the process "manage sales Total cost to perform the process "manage sales dollars
orders" per process FTE orders" / Number of agent FTEs that perform the
process "manage sales orders"
Total cost to perform the process "manage sales Total cost to perform the process "manage sales dollars
orders" per $1,000 revenue orders" / (Total business entity revenue * 0.0010)
Total cost to perform the process "manage sales Total cost to perform the process "manage sales dollars
orders" per sales order placed orders" / Total annual number of sales orders
placed
Cycle time in hours from the time a sales order is Cycle time in hours from the time a sales order is hours
received until the time manufacturing/logistics is received until the time manufacturing/logistics is
notified notified
Percentage of sales order line items delivered on (Sales order line items delivered on time as percent
time scheduled / Number of sales order line items) *
100.0
Percentage of sales order line items requiring no Percentage of sales order line items requiring no percent
human intervention to create, modify, or fulfill manual intervention to create, modify, or fulfill
Percentage of sales orders transacted via a portal Percentage of sales orders transacted via portal percent
Percentage of sales orders received through new Percentage of sales orders received through new percent
(such as digital/electronic) channels (such as digital/electric) channels
Inbound calls for the process "manage sales (Number of inbound calls for the process "manage percent
orders" as a percentage of total inbound calls sales orders" / Number of inbound calls) * 100.0
First contact resolution rate for inquiries on existing First contact resolution rate for inquiries on existing percent
orders and service-after-sales requests orders and service-after-sales requests
Number of FTEs that perform the customer order (Number of FTEs who perform the process group FTEs
management function per $1 billion revenue "develop customer care/customer service strategy"
+ Number of FTEs who perform the process
"manage sales orders" + Number of FTEs who
perform the process "service customers" +
Number of FTEs who perform the process "manage
returns; manage reverse logistics") / (Total
business entity revenue * 0.000000001)
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
sales orders" per $1 billion revenue sales orders" / (Total business entity revenue * .
000000001)
Number of sales orders per FTE that performs the Total annual number of sales orders placed / sales orders
process "manage sales orders" Number of agent FTEs that perform the process
"manage sales orders"
Percentage of sales order line items changed after (Number of sales order line items changed after percent
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
Percentage of sales order line items changed after (Number of sales order line items changed after percent
initial order placement through electronic data initial order placement through EDI / Number of
interchange (EDI) sales order line items changed by the customer
after the initial order placement) * 100.0
Percentage of sales order line items changed after (Number of sales order line items changed after percent
initial order placement through fax and mail initial order placement through fax and mail /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
Percentage of sales order line items changed after (Number of sales order line items changed after percent
initial order placement through 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 /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
Percentage of sales order line items changed after (Number of sales order line items changed after percent
initial order placement through telephone initial order placement through telephone /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
Percentage of sales order line items changed after (Number of sales order line items changed after percent
initial order placement through the internet initial order placement through the internet /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
Percentage of sales order line items changed after (Number of sales order line items changed after percent
initial order placement through WAP initial order placement through WAP / Number of
sales order line items changed by the customer
after the initial order placement) * 100.0
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 *
Percentage of total cost of the process "Manage
sales orders" allocated to internal cost * .01
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed on your business attributable to your website channel
entity's website
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed on social media attributable to social media
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed on mobile attributable to mobile applications
applications
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed through traditional attributable to the face-to-face channel
face-to-face channels
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed through human- attributable to a human-assisted sales method
assisted channels other than face-to-face contact other than face-to-face contact
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed through digital attributable to a digital channel other than your
channels other than social media, website, or website, social media, or mobile applications
mobile applications
Percentage of sales order line items changed by (Number of sales order line items changed by the percent
the customer following initial order entry customer after the initial order placement /
Number of sales order line items) * 100.0
Inbound contacts for the process "manage sales Percentage of inbound contacts from all channels percent
orders" as a percentage of total inbound contacts related to the process "manage sales orders"
Personnel cost to perform the process group "plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per $1,000 Percentage of total cost to perform the supply
revenue chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * 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) / (Total
business entity revenue * .001)
Overhead and other costs to perform the process (Total cost to perform the supply chain function * dollars
group "Plan for and align supply chain resources" Percentage of total cost to perform the supply
per $100,000 revenue chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * Percentage of total cost
of the process group "plan for and align supply
chain resources" allocated to internal cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to overhead/other costs * .000001) /
(Total business entity revenue * .00001)
Outsourced cost to perform the process group (Total cost to perform the supply chain function * dollars
"Plan for and align supply chain resources" per Percentage of total cost to perform the supply
$1,000 revenue chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * Percentage of total cost
of the process group "plan for and align supply
chain resources" allocated to external cost * .0001)
/ (Total business entity revenue * .001)
Forecast accuracy one planning period prior to Forecast accuracy one planning period prior to percent
production run production run
Number of FTEs that perform the process group Number of FTEs who perform the process group FTEs
"plan for and align supply chain resources" per $1 "plan for and align supply chain resources" / (Total
billion revenue business entity revenue * .000000001)
Value added productivity per employee Value added productivity per employee in revenue dollars
value
Employee retention rate Employee retention rate percent
Cost to source per $1,000 total revenue Total cost to source / (Total business entity revenue dollars
* 0.0010)
Total cost to perform the process group "procure (Total cost to perform the supply chain function * dollars
materials and services" per $1 billion revenue Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "procure materials and
services" * .01) / (Total business entity revenue * .
000000001)
Percentage of the total cost of the supply chain Percentage of total cost to perform the supply percent
function allocated to the process group "Procure chain function "deliver products and services"
materials and services" allocated to process group "procure materials and
services"
Total cost to perform the procurement process (Total cost to perform the process group "procure percent
group as a percentage of cost of goods sold (COGS) materials and services" / Cost of goods sold
(COGS)) * 100
Total cost to perform the procurement process (Total cost to perform the process group "procure percent
group as a percentage of revenue materials and services" / Total business entity
revenue) * 100
Total cost to perform the process group "procure Total cost to perform the process group "procure dollars
materials and services" per $1,000 revenue materials and services" / (Total business entity
revenue * .001)
Total cost to perform the process group "procure Total cost to perform the process group "procure dollars
materials and services" per $1,000 purchases materials and services" / (Value of all materials and
services purchased * .001)
Total cost to perform the procurement process Total cost to perform the process group "procure dollars
group per purchase order materials and services" / Number of purchase
orders placed
Total cost to perform the procurement process Total cost to perform the process group "procure dollars
group per purchase order line item materials and services" / Number of purchase order
line items processed
Days payable Days payable outstanding days
Procure to pay cycle time in days Time in days required to pay suppliers from days
purchase order placement until payment complete
Average supplier lead time in days on purchased Average supplier lead time on purchased materials days
materials
Source Cycle Time (Average supplier lead time on purchased days
materials * 24 + Cycle time in hours from the
receipt of a purchase requisition line item to the
purchase order's transmission to the
vendor/contractor + Dock-to-stock cycle time for
supplier deliveries in hours) / 24
Transaction amount per purchase order Average transaction amount per purchase order dollars
Percentage of total value of goods and services Percentage of the total value of goods and services percent
purchased from top ten suppliers purchased from your top 10 suppliers
Percentage of purchase value from certified Percentage of purchase value from certified percent
vendors vendors
Percentage of total number of goods receipts (Number of goods receipts received without item percent
received without item and quantity verification and quantity verification / Number of parts and
materials receipts received) * 100
Percentage of total number of items purchased and (Items received that fail inspection / Number of percent
received failing inspection (incoming material items received) * 100.0
quality)
Percentage of purchase order line items received Percentage of purchase order line items received percent
complete with all items complete
Percentage of purchase order line items received (Purchase order line items received damage free / percent
damage free Number of purchase order line items processed) *
100.0
Percentage of purchase order line items transacted Percentage of purchase order line items transacted percent
using e-procurement enabled catalogue suppliers using e-procurement enabled catalogue suppliers
Percentage of supplier orders received by original Percentage of supplier orders delivered by original percent
request date (on time) request date
Percentage of purchase orders approved Percentage of purchase orders approved percent
electronically electronically
Percentage of purchase orders received complete Percentage of purchase orders received with all percent
items complete
Percentage of total purchases procured via Percentage of total purchase value procured via percent
maverick buying maverick buying
Strategic suppliers as a percentage of all active (Number of active suppliers considered strategic percent
suppliers suppliers / Number of active unique suppliers in
vendor master file) * 100
Total purchase value (spend, in thousands of (Value of all materials and services purchased / dollars
dollars) per FTE that performs the process group (Number of FTEs who perform the process "develop
"procure materials and services" sourcing strategies" + Number of FTEs who
perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "appraise and develop suppliers")) * .001
Number of active suppliers in vendor master file Number of active unique suppliers in vendor active suppliers
per procurement process group FTE master file / (Number of FTEs who perform the
process "develop sourcing strategies" + Number of
FTEs who perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "appraise and develop suppliers")
Direct materials and services value as a (Value of all direct materials and services percent
percentage of total value of purchases purchased / Value of all materials and services
purchased) * 100
Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: electronic request direct to internal purchasing
electronic request direct to internal purchasing department / Number of purchase requisition line
department items processed) * 100.0
Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: electronic request direct to vendor / Number of
electronic request direct to vendor purchase requisition line items processed) * 100.0
Percentage of procurement process group staff Percentage of procurement department staff with percent
with formal training in negotiations formal training in negotiations
Percentage of procurement process group staff Percentage of procurement department staff with percent
with over three years of purchasing operations over three years of purchasing operations
experience experience
Percentage of procurement process group staff Percentage of procurement department staff with percent
with over three years of strategic over three years of strategic sourcing/commodity
sourcing/commodity management experience management experience
Percentage of purchase order line items transacted Percentage of purchase order line items transacted percent
via a portal via portal
Percentage of total value of materials and services Percentage of materials and services purchase percent
purchases included in total cost of ownership value that is included in a TCO model
model
Ratio of Purchases to Revenue (Value of all materials and services purchased/Total percent
business entity revenue)*100
Percentage of total value of purchases allocated (Value of purchase order line items submitted by percent
among the following submission method: electronic EDI / Value of all materials and services purchased)
data interchange * 100.0
Percentage of total value of purchases allocated (Value of purchase order line items submitted by percent
among the following submission method: fax fax / Value of all materials and services purchased)
* 100.0
Percentage of total value of purchases allocated (Value of purchase order line items submitted by percent
among the following submission method: internet internet / Value of all materials and services
purchased) * 100.0
Percentage of total value of purchases allocated (Value of purchase order line items submitted by percent
among the following submission method: mail mail / Value of all materials and services
purchased) * 100.0
Percentage of total value of purchases allocated (Value of purchase order line items submitted by percent
among the following submission method: telephone / Value of all materials and services
telephone purchased) * 100.0
Percentage of total value of purchases allocated (Value of purchase order line items submitted by percent
among the following submission method: wireless WAP / Value of all materials and services
application protocol purchased) * 100.0
Percentage of total value of direct materials and Percentage of total value of direct materials and percent
services purchased outside of country services purchased that is sourced outside of the
country
Material costs as a percentage of cost of goods Material cost as a percentage of cost of goods sold percent
sold
Manufacturing controllable cost as a percentage of (Manufacturing controllable costs / Total business percent
revenue entity revenue) * 100.0
Scrap and rework costs as a percentage of sales Scrap and rework costs as a percentage of sales percent
Overhead costs as a percentage of cost of goods Overhead cost as a percentage of cost of goods percent
sold sold
Engineering change order (ECO) cycle time in days Engineering change-order cycle time in days days
Maximum elapsed time it takes to engineer, select, Maximum elapsed time it takes to engineer, select, hours
and negotiate with suppliers and order materials and negotiate with suppliers and order materials
for customized configuration of non-standard items for customized configuration of non-standard items
(capability model engineer-to-order only) (capability model engineer-to-order only)
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
Warranty costs (repair and replacement) as a Warranty costs as a percentage of sales percent
percentage of sales
Average defective number of parts per million Percentage of defective parts per million parts per million
Value of plant shipments per manufacturing Total annual cost of plant shipments per dollars
employee manufacturing employee
Percentage of total labor used in manufacturing Percentage of total labor used in manufacturing percent
classified as direct labor classified as direct labor
Percentage of defective parts per million Percentage of defective parts per million percent
Turnover rate for manufacturing personnel Turnover rate for manufacturing personnel percent
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
logistics and warehousing" per sales order fulfilled logistics and warehousing" / Number of sales
orders fulfilled
Total cost of the process group "manage logistics (Total cost to perform the process group "manage percent
and warehousing" as a percentage of the cost of logistics and warehousing"/Total costs of continuing
continuing operations operations)*100
Total cost of the process group "manage logistics Total cost to perform the process group "manage dollars
and warehousing" per FTE that performs the logistics and warehousing" / (Number of FTEs who
process group 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" + Number of FTEs who
perform the process "manage returns; manage
reverse logistics")
Turnover rate for logistics personnel Turnover rate for logistics personnel percent
Direct labor availability for logistics Percentage of direct labor in logistics that is percent
available for logistics activities
Value of inventory shrinkage as a percentage of The business entity's inventory shrinkage as a percent
cost of goods sold (COGS) percentage of cost of goods sold
Number of FTEs that perform the process group (Number of FTEs who perform the process "define FTEs
"manage logistics and warehousing" per $1 billion logistics strategy" + Number of FTEs who perform
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)
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 Percentage of SKUs for typical products with zero percent
sales as a percentage of the total number of SKUs sales
for typical products
Number of SKUs for typical products that have (Number of SKUs for typical products that have percent
sales between 101 and 1,000 as a percentage of sales between 101 and 1,000 / Total number of
the total number of SKUs for typical products SKUs for typical products) * 100.0
Number of SKUs for typical products that have Percentage of SKUs for typical products with sales percent
sales between 1 and 100 as a percentage of the between 1 and 100
total number of SKUs for typical products
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 for
total number of SKUs for service/repair parts service/repair parts) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales greater than percent
sales greater than 1,000 as a percentage of the 1000
total number of SKUs for service/repair parts
Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent
Expedited costs as a percentage of total cost of the Percentage of total logistics costs that are percent
logistics process group "manage logistics and expedited
warehousing"
Gross value of on-hand balance for typical parts (Gross value of on-hand balance for typical percent
that have sales or usage of 0 units as a percentage products that have zero sales or usage / Total gross
of total gross typical parts inventory value value of on-hand balance for all typical products) *
100.0
Gross value of on-hand balance for typical parts Percentage of on-hand balance value for SKUs with percent
that have sales or usage between 101 and 1,000 sales between 101 and 1000
units as a percentage of total gross typical parts
inventory value
Gross value of on-hand balance for typical parts (Gross value of on-hand balance for typical percent
that have sales or usage between 1 and 100 units products that have sales or usage between 1 and
as a percentage of total gross typical parts 100 units / Total gross value of on-hand balance for
inventory value all typical products) * 100.0
Direct labor as a percentage of total labor used in Percentage of labor used in process group percent
the process group "manage logistics and "manage logistics and warehousing" that is direct
warehousing" labor
Percentage of business entity's total number of Percentage of expedited orders resulting from percent
expedited orders caused by: documentation errors documentation error
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from inaccurate demand forecasts inaccurate demand forecasts
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from information technology/system failure information technology/system failure
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from late percent
from late delivery/loss in transit delivery/loss in transit
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from manufacturing equipment failure manufacturing equipment failure
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from network stock re-balances network stock re-balances
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from other issues other issues
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from poor percent
from poor transportation planning transportation planning
Percentage of ship from stock orders delivered in Percentage of ship from stock orders delivered in percent
full within 24 hours of order receipt full within 24 hours of order receipt
Percentage of sales orders filled completely from Percentage of sales orders completely filled from percent
the primary sourcing location primary sourcing location
Percentage of supplier on-time delivery Percentage of supplier on-time delivery percent
Number of FTEs that perform the process group ((Number of FTEs who perform the process "define percent
"manage logistics and warehousing" as a logistics strategy" + Number of FTEs who perform
percentage of total business entity FTEs 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")/Number of business entity FTEs)*100
Gross value of on-hand balance for service/repair (Gross value of on-hand balance for service/repair percent
parts that have sales or usage of 0 units as a parts for products with zero sales or usage / Total
percentage of total gross service/repair parts gross value of on-hand balance for all products'
inventory value service/repair parts) * 100.0
Gross value of on-hand balance for service/repair (Gross value of on-hand balance for service/repair percent
parts that have sales or usage between 1 and 100 parts for products with sales or usage between 1
units as a percentage of total gross service/repair and 100 units / Total gross value of on-hand
parts inventory value balance for all products' service/repair parts) *
100.0
Gross value of on-hand balance for service/repair Percentage of on-hand balance for parts with sales percent
parts that have sales or usage of more than 1,000 greater than 1000
units as a percentage of total gross service/repair
parts inventory value
Total cost to perform the process "develop sourcing Total cost to perform the process "develop sourcing dollars
strategies" per process FTE strategies" / Number of FTEs who perform the
process "develop sourcing strategies"
Total cost to perform the process "develop sourcing Total cost to perform the process "develop sourcing dollars
strategies" per $1,000 purchases strategies" / (Value of all materials and services
purchased * .001)
Total cost to perform the process "develop sourcing Total cost to perform the process "develop sourcing dollars
strategies" per $1,000 revenue strategies" / (Total business entity revenue * .001)
Overhead cost to perform the process "develop Overhead cost to perform the process "develop dollars
sourcing strategies" per $1,000 revenue sourcing strategies"/(Total business entity
revenue*0.0010)
Other cost of the process "develop sourcing Costs other than personnel, systems, overhead, dollars
strategies" per $1,000 revenue and outsourced to perform the process "develop
sourcing strategies"/(Total business entity
revenue*0.0010)
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion revenue sourcing strategies" / (Total business entity
revenue * .000000001)
Number of FTEs that perform the process "develop (Number of FTEs who perform the process "develop percent
sourcing strategies" as a percentage of sourcing strategies" / (Number of FTEs who
procurement process group FTEs perform the process "develop sourcing strategies"
+ Number of FTEs who perform the process "select
suppliers and develop/maintain contracts" +
Number of FTEs who perform the process "order
materials and services" + Number of FTEs who
perform the process "appraise and develop
suppliers")) * 100
Systems cost to perform the process "select Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Value
$100,000 purchases of all materials and services purchased * 0.000010)
Systems cost to perform the process "select Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Total
$100,000 revenue business entity revenue * 0.000010)
Personnel cost to perform the process "select Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Value
$1,000 purchases of all materials and services purchased * 0.0010)
Personnel cost to perform the process "select Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Total
$1,000 revenue business entity revenue * 0.0010)
Overhead cost of the process "select suppliers and Overhead cost to perform the process "select dollars
develop/maintain contracts" per $1,000 revenue suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Other cost of the process "select suppliers and Costs other than personnel, systems, overhead, dollars
develop/maintain contracts" per $1,000 revenue and outsourced to perform the process "select
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Outsourced cost of the process "select suppliers Outsourced cost to perform the process "select dollars
and develop/maintain contracts" per $1,000 suppliers and develop/maintain contracts"/(Total
revenue business entity revenue*0.0010)
Number of FTEs that perform the process "select (Number of FTEs who perform the process "select percent
suppliers and develop/maintain contracts" as a suppliers and develop/maintain contracts" /
percentage of procurement process group FTEs (Number of FTEs who perform the process "develop
sourcing strategies" + Number of FTEs who
perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "appraise and develop suppliers")) * 100
Number of FTEs that perform the process "select Number of FTEs who perform the process "select FTEs
suppliers and develop/maintain contracts" per $1 suppliers and develop/maintain contracts" / (Total
billion revenue business entity revenue * .000000001)
Number of FTEs that perform the process "select Number of FTEs who perform the process "select FTEs
suppliers and develop/maintain contracts" per $1 suppliers and develop/maintain contracts" / (Value
billion purchases of all materials and services purchased * .
000000001)
Total cost to perform the process "develop sourcing (Total cost to perform the process "develop percent
strategies" as a percentage of total procurement sourcing strategies" / Total cost to perform the
process group cost process group "procure materials and services") *
100
Overhead cost to perform the process "order Overhead cost to perform the process "order dollars
materials and services" per $1,000 purchases materials and services" / (Value of all materials and
services purchased * .001)
Personnel cost to perform the process "order Personnel cost to perform the process "order dollars
materials and services" per process FTE materials and services" / Number of FTEs who
perform the process "order materials and services"
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per $1,000 revenue and services" / (Total business entity revenue * .
001)
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per $1,000 purchases and services" / (Value of all materials and services
purchased * .001)
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per purchase order and services" / Number of purchase orders placed
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per purchase order line item and services" / Number of purchase order line
items processed
Overhead cost to perform the process "order Overhead cost to perform the process "order dollars
materials and services" per $1,000 revenue materials and services" / (Total business entity
revenue * .001)
Number of purchase requisition line items Number of purchase requisition line items purchase
processed per "order materials/services" FTE processed / Number of FTEs who perform the requisition line
process "order materials and services" items
Number of purchase order line items processed per Number of purchase order line items processed / purchase order line
FTE that performs the process "order materials and Number of FTEs who perform the process "order items
services" materials and services"
Number of purchase orders processed per FTE that Number of purchase orders placed / Number of purchase orders
performs the process "order materials and FTEs who perform the process "order materials and
services" services"
Total cost to perform the process "select suppliers (Total cost to perform the process "select suppliers percent
and develop/maintain contracts" as a percentage and develop/maintain contracts" / Total cost to
of total procurement process group cost perform the process group "procure materials and
services") * 100
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total purchase value 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 (non- Purchases made through invoice only (non-PO) as a Percent
purchase order) as a percentage of total purchase percentage of total purchase value
value
Purchases made through purchase order - external Purchases made through purchase order - Percent
catalog as a percentage of total purchase value external/punch-out catalog as a percentage of total
purchase value
Purchases made through purchase order - "hands Purchases made through purchase order - "Hands Percent
on" as a percentage of total purchase value On" as a percentage of total purchase value
Purchases made through other channels as a 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 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 (non- Purchases made through invoice only (non-PO) as a Percent
purchase order) as a percentage of total invoice 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 - Percent
catalog as a percentage of total invoice volume external/punch-out catalog as a percentage of total
invoice volume
Purchases made through purchase order - "hands Purchases made through purchase order - "Hands Percent
on" as a percentage of total invoice volume On" as a percentage of total invoice volume
Purchases made through other channels as a Purchases made through other channels as a Percent
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 Percent
a contracted price loaded in the company's system contracted price in company's system or external
or external catalog catalog
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
services purchased * 0.000010)
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)
Personnel cost to perform the process "appraise Personnel cost to perform the process "appraise dollars
and develop suppliers" per $1,000 purchases and develop suppliers" / (Value of all materials and
services purchased * 0.0010)
Personnel cost to perform the process "appraise Personnel cost to perform the process "appraise dollars
and develop suppliers" per $1,000 revenue and develop suppliers" / (Total business entity
revenue * 0.0010)
Cost to return to supplier per $1,000 total revenue Total cost to return to supplier / (Total business dollars
entity revenue * 0.0010)
Total cost to perform the process "appraise and Total cost to perform the process "appraise and dollars
develop suppliers" per $1,000 purchases develop suppliers" / (Value of all materials and
services purchased * .001)
Total cost to perform the process "appraise and Total cost to perform the process "appraise and dollars
develop suppliers" per $1,000 revenue develop suppliers" / (Total business entity revenue
* .001)
Supplier first-pass quality yield S25320472QN0001 percent
Number of FTEs that perform the process "appraise Number of FTEs who perform the process "appraise FTEs
and develop suppliers" per $1 billion purchases and develop suppliers" / (Value of all materials and
services purchased * .000000001)
Number of FTEs that perform the process "appraise Number of FTEs who perform the process "appraise FTEs
and develop suppliers" per $1 billion revenue and develop suppliers" / (Total business entity
revenue * .000000001)
Total cost to perform the process "order materials (Total cost to perform the process "order materials percent
and services" as a percentage of total procurement and services" / Total cost to perform the process
process group cost group "procure materials and services") * 100
Personnel cost to perform the process "order (Personnel cost to perform the process "order percent
materials and services" as a percentage of total materials and services" / Total cost to perform the
process cost process "order materials and services") * 100
Systems cost to perform the process "order (Systems cost to perform the process "order percent
materials and services" as a percentage of total materials and services" / Total cost to perform the
process cost process "order materials and services") * 100
Overhead cost to perform the process "order (Overhead cost to perform the process "order percent
materials and services" as a percentage of total materials and services" / Total cost to perform the
process cost process "order materials and services") * 100
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
materials and services" / Total cost to perform the
process "order materials and services") * 100
Total cost to perform the process "appraise and (Total cost to perform the process "appraise and percent
develop suppliers" as a percentage of total develop suppliers" / Total cost to perform the
procurement process group cost process group "procure materials and services") *
100
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)
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per gross operated producing well goods" / Total operated producing well count
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per mile of pipe goods" / Total number of miles of pipeline in
service
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per thousand barrels throughput goods" / (Average refining throughput * .001)
Number of FTEs who perform the process "record Number of business entity FTEs who perform the FTEs
receipt of goods" per million barrel of oil equivalent process "record receipt of goods" / (Average oil and
(BOE) gas net production (BOE/day) * .000001)
Number of FTEs who perform the process "record Number of business entity FTEs who perform the FTEs
receipt of goods" per thousand gross operated process "record receipt of goods" / (Total operated
producing wells producing well count * .001)
Number of FTEs who perform the process "record Number of business entity FTEs who perform the FTEs
receipt of goods" per thousand miles of pipe process "record receipt of goods" / (Total number of
miles of pipeline in service * .001)
Number of FTEs who perform the process "record Number of business entity FTEs who perform the FTEs
receipt of goods" per thousand barrels throughput process "record receipt of goods" / (Average
refining throughput * .001)
Percentage of invoices blocked due to goods Percentage of invoices blocked due to goods Percent
receipt issues or price/quantity discrepancies receipt issues or price/quantity discrepancies
Primary product manufacturing cycle time in hours Primary product manufacturing cycle time in hours hours
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
Raw material inventory turns Raw material inventory turn rate turns
Production schedule attainment during a primary Production schedule attainment during a primary percent
products planning period products planning period
Work-in-process (WIP) inventory days of supply Work-in-process days of supply days
Work-in-process (WIP) inventory turns WIP inventory turn rate in turns turns
Raw material inventory days of supply Raw material days of supply days
Finished-product first-pass quality yield for primary Finished-product first-pass quality yield for primary percent
products products
Percentage of manual sales order interventions Percentage of manual sales order interventions percent
caused by contract issues caused by contract issues
Percentage of manual sales order interventions Percentage of manual sales order interventions percent
caused by pricing issues caused by pricing issues
Percentage of manual sales order interventions Percentage of manual sales order interventions percent
caused by invoicing issues caused by invoicing issues
Percentage of manual sales order interventions Percentage of manual sales order interventions percent
caused by incorrect customer master data caused by incorrect customer master data
Outsourced cost to perform the process "define Outsourced cost to perform the process "define dollars
logistics strategy" per $1,000 revenue logistics strategy" / (Total business entity revenue *
0.0010)
Overhead cost to perform the process "define Overhead cost to perform the process "define dollars
logistics strategy" per $1,000 revenue logistics strategy" / (Total business entity revenue *
0.0010)
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)
Personnel cost to perform the process "define Personnel cost to perform the process "define dollars
logistics strategy" per $1,000 revenue logistics strategy" / (Total business entity revenue *
0.0010)
Systems cost to perform the process "define Systems cost to perform the process "define dollars
logistics strategy" per $100,000 revenue logistics strategy" / (Total business entity revenue *
0.000010)
Number of FTEs that perform the process "define (Number of FTEs who perform the process "define percent
logistics strategy" as a percentage of FTEs that logistics strategy" / (Number of FTEs who perform
perform the process group "manage logistics and the process "define logistics strategy" + Number of
warehousing" (excluding "manage returns; manage FTEs who perform the process "plan and manage
reverse logistics) inbound material flow" + Number of FTEs who
perform the process "operate warehousing" +
Number of FTEs who perform the process "operate
outbound transportation")) *100
Personnel cost of the process "operate Personnel cost to perform the process "operate dollars
warehousing" per process FTE warehousing" / Number of FTEs who perform the
process "operate warehousing"
Total cost to perform the process "operate (Total cost to perform the process "operate percent
warehousing" as a percentage of cost of goods sold warehousing" / Cost of goods sold (COGS)) * 100
Total cost to perform the process "operate Total cost to perform the process "operate dollars
warehousing" per process FTE warehousing" / Number of FTEs who perform the
process "operate warehousing"
Total cost to perform the process "operate Total cost to perform the process "operate dollars
warehousing" per $1,000 revenue warehousing" / (Total business entity revenue * .
001)
Total cost to perform the process "operate Total cost to perform the process "operate dollars
warehousing" per sales order warehousing" / Number of sales orders fulfilled
Other cost to perform the process "operate Costs other than personnel, systems, overhead, dollars
warehousing" per $1,000 revenue and outsourced to perform the process "operate
warehousing" / (Total business entity revenue * .
001)
Outsourced cost to perform the process "operate Outsourced cost to perform the process "operate dollars
warehousing" per $1,000 revenue warehousing" / (Total business entity revenue * .
001)
Personnel cost to perform the process "operate Personnel cost to perform the process "operate dollars
warehousing" per $1,000 revenue warehousing" / (Total business entity revenue * .
001)
On-site finished goods inventory days of supply Finished goods inventory days of supply days
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)
Inventory accuracy Inventory accuracy percent
Field finished goods inventory days of supply Field finished goods inventory days of supply days
Inventory value per $1,000 total revenue Gross value of inventory / (Total business entity dollars
revenue * .001)
Percentage of SKUs tracked by radio frequency Percentage of SKUs tracked by radio frequency percent
Number of annual sales orders filled per FTE that Number of sales orders fulfilled / Number of FTEs sales orders
performs the process "operate warehousing" who perform the process "operate warehousing"
Number of FTEs that perform the process "operate (Number of FTEs who perform the process "operate percent
warehousing" as a percentage of FTEs that perform warehousing" / (Number of FTEs who perform the
the process group "manage logistics and process "define logistics strategy" + Number of
warehousing" (excluding "manage returns; manage FTEs who perform the process "plan and manage
reverse logistics) inbound material flow" + Number of FTEs who
perform the process "operate warehousing" +
Number of FTEs who perform the process "operate
outbound transportation")) *100
Percentage of finished goods inventory requiring Percentage of finished goods inventory requiring percent
special handling or storage special handling or storage
Transportation cost per mile Transportation cost per mile dollars
Personnel cost of the process "plan and manage Personnel cost to perform the process "plan and dollars
inbound material flow" per process FTE manage inbound material flow" / Number of FTEs
who perform the process "plan and manage
inbound material flow"
Systems cost to perform the process "operate Systems cost to perform the process "operate dollars
outbound transportation" per $100,000 revenue outbound transportation" / (Total business entity
revenue * .00001)
Premium freight charges as a percentage of total Premium freight charges as a percentage of total percent
freight charges freight
Overhead cost to perform the process "operate Overhead cost to perform the process "operate dollars
outbound transportation" per $1,000 revenue outbound transportation" / (Total business entity
revenue * .001)
Freight cost to perform the process "operate Freight cost to perform the process "operate dollars
outbound transportation" per $1,000 revenue outbound transportation" / (Total business entity
revenue * .001)
Other cost to perform the process "operate Costs other than personnel, systems, overhead, dollars
outbound transportation" per $1,000 revenue outsourced and freight to perform the process
"operate outbound transportation" / (Total business
entity revenue * .001)
Total cost to perform the process "operate (Total cost to perform the process "operate percent
outbound transportation" as a percentage of cost outbound transportation" / Cost of goods sold
of goods sold (COGS)) * 100
Total cost to perform the process "operate Total cost to perform the process "operate dollars
outbound transportation" per process FTE outbound transportation" / Number of FTEs who
perform the process "operate outbound
transportation"
Total cost to perform the process "operate Total cost to perform the process "operate dollars
outbound transportation" per $1,000 revenue outbound transportation" / (Total business entity
revenue * .001)
Full trailer-load or full container-load capacity Full trailer load or full container load capacity percent
utilization utilization
Percentage of outbound transport containers with Percentage of outbound transport containers with percent
multiple-customer orders multiple-customer orders
Percentage of sales orders delivered on time Percentage of sales orders delivered on time percent
Percentage of orders shipped complete and on Percentage of sales orders shipped complete and percent
time on time
Percentage of orders delivered complete and on Percentage of sales orders delivered complete and percent
time on time
Percentage of sales orders shipped as part of full- Percentage of sales orders shipped in full-load percent
load shipments shipments
Percentage of sales orders shipped on core carriers Percentage of sales orders shipped on core carriers percent
Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs
outbound transportation" per $1 billion revenue outbound transportation" / (Total business entity
revenue * .000000001)
Percentage of sales orders scheduled to customer Percentage of sales orders scheduled according to percent
request customer request
Approved preferred/core carriers for primary (Number of approved preferred/core carriers for percent
transportation as a percentage of total carriers primary transportation mode / Number of carriers
used for primary transportation used for primary transportation mode in the last
twelve months) * 100.0
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)
Total cost to perform the process "order materials Total cost to perform the process "order materials Dollars
and services" per gross operated producing well and services" / Total operated producing well count
Total cost to perform the process "order materials Total cost to perform the process "order materials Dollars
and services" per mile of pipe and services" / Total number of miles of pipeline in
service
Total cost to perform the process "order materials Total cost to perform the process "order materials Dollars
and services" per thousand barrels throughput and services" / (Average refining throughput * .
001)
Number of FTEs who perform the process "order Number of FTEs who perform the process "order FTEs
materials and services" per million barrel of oil materials and services" / (Average oil and gas net
equivalent (BOE) production (BOE/day) * .000001)
Number of FTEs who perform the process "order Number of FTEs who perform the process "order FTEs
materials and services" per thousand gross materials and services" / (Total operated producing
operated producing wells well count * .001)
Total cost to perform the process group "develop Total cost to perform the process group "develop dollars
customer care/customer service strategy" per customer care/customer service strategy" / (Total
$1,000 revenue business entity revenue * 0.0010)
Total cost to perform the process group "develop Total cost to perform the process group "develop dollars
customer care/customer service strategy" per sales customer care/customer service strategy" /
order Number of sales orders placed
Total cost to perform the process group "develop Total cost to perform the process group "develop dollars
customer care/customer service strategy" per sales customer care/customer service strategy" /
order line item Number of sales order line items
Overhead cost to perform the process group Overhead cost to perform the process group dollars
"develop customer care/customer service strategy" "develop customer care/customer service strategy"
per $1,000 revenue / (Total business entity revenue * 0.0010)
Other cost of the process group "develop customer Costs other than personnel, systems, overhead, dollars
care/customer service strategy" per $1,000 and outsourced to perform the process group
revenue "develop customer care/customer service strategy"
/ (Total business entity revenue * 0.0010)
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"develop customer care/customer service strategy" "develop customer care/customer service strategy"
per $1,000 revenue / (Total business entity revenue * 0.0010)
Systems cost to perform the process group Systems cost to perform the process group dollars
"develop customer care/customer service strategy" "develop customer care/customer service strategy"
per $100,000 revenue / (Total business entity revenue * 0.000010)
Number of FTEs that perform the process group Number of FTEs who perform the process group FTEs
"develop customer care/customer service strategy" "develop customer care/customer service strategy"
per $1 billion revenue / (Total business entity revenue * 0.000000001)
Personnel cost to perform the processes "manage (Personnel cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Personnel cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per $1,000 revenue requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)
Personnel cost to perform the processes "manage (Personnel cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Personnel cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per active customer requests/inquiries" and "manage customer
complaints") / Number of active customers in
customer master file
Personnel cost to perform the processes "manage (Personnel cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Personnel cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per inbound contact requests/inquiries" and "manage customer
complaints") / Total number of inbound contacts
Personnel cost to perform the processes "manage (Personnel cost to perform the processes "manage percent
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" as a percentage of the total customer complaints" / Total cost to perform the
cost to perform the processes processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per $1,000 revenue customer complaints" / (Total business entity
revenue * 0.0010)
Centrally managed systems cost to perform the (Centrally managed systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Centrally
customer service requests/inquiries", and "manage managed systems cost to perform the processes
customer complaints" per active customer "manage customer service requests/inquiries" and
"manage customer complaints") / Number of active
customers in customer master file
Contact center systems cost to perform the (Contact center systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Contact center
customer service requests/inquiries", and "manage systems cost to perform the processes "manage
customer complaints" per inbound contact customer service requests/inquiries" and "manage
customer complaints") / Total number of inbound
contacts
Contact center systems cost to perform the (Contact center systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Contact center
customer service requests/inquiries", and "manage systems cost to perform the processes "manage
customer complaints" per $1,000 revenue customer service requests/inquiries" and "manage
customer complaints") / (Total business entity
revenue * 0.0010)
Contact center systems cost to perform the (Contact center systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Contact center
customer service requests/inquiries", and "manage systems cost to perform the processes "manage
customer complaints" per active customer customer service requests/inquiries" and "manage
customer complaints") / Number of active
customers in customer master file
Outsourced cost to perform the processes "manage (Outsourced cost to perform the processes percent
customer requests/inquiries" and "manage "manage customer service requests/inquiries" and
customer complaints" as a percentage of the total "manage customer complaints" / Total cost to
cost of the processes perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Other cost to perform the processes "manage (Costs other than personnel, systems, overhead, percent
customer requests/inquiries" and "manage and outsourced to perform the processes "manage
customer complaints" as a percentage of the total customer service requests/inquiries" and "manage
cost to perform the processes customer complaints" / Total cost to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Total cost to perform the processes "manage Total cost to perform the processes "manage dollars
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per customer service FTE customer complaints" / Number of FTEs who
perform the customer service function
Total cost to perform the processes "manage Total cost to perform the processes "manage dollars
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per $1,000 revenue customer complaints" / (Total business entity
revenue * 0.0010)
Total revenue per inbound contact Total business entity revenue / Total number of dollars
inbound contacts
Outsourced cost to perform the processes "manage Outsourced cost to perform the processes "manage dollars
customer service requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per web self-service contact customer complaints" / Inbound contacts received
through web self-service
Average time in seconds to inbound calls Average time in seconds to inbound calls seconds
abandoned abandoned
Average contact handling time in seconds Average contact handling time in seconds, seconds
including after-contact work
Average call handling time in seconds (Average after-call work time in seconds + Average seconds
talk time in seconds)
Average speed of answer in seconds for agent Average speed of answer in seconds for agent seconds
queue calls queue calls
Agent schedule adherence Average agent schedule adherence percent
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)
Average number of contact center seats per Number of seats / Number of contact centers seats
contact center included
DTMF IVR self-service resolution rate DTMF IVR self-service resolution rate percent
IVR speech self-service resolution rate IVR speech self-service resolution rate percent
Web transactions self-service resolution rate Web transactions self-service resolution rate percent
Percentage of active customers with active web Percentage of active customers with active web percent
accounts accounts
Transferred calls as a percentage of total inbound Transferred calls as a percentage of total inbound percent
calls calls
Percentage of contacts with CTI that have Percentage of contacts with CTI that have percent
information pop up on the agent's desktop information pop up on the agent’s desktop
Percentage of active customers with service level Percentage of active customers with service level percent
based on customer segmentation based on customer segmentation
Percentage of inbound postal mail contacts (Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider third-party for postal mail / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax, postal
mail, web transactions, online chats, and other
receipts) * 100.0
Percentage of inbound web transaction contacts (Inbound contacts received through web self- percent
outsourced to a third-party provider service from all outsourced providers / 100 percent
sum of inbound contacts outsourced to a third-
party for live agent calls, IVR speech, IVR DTMF,
fax, postal mail, web transactions, online chats,
and other receipts) * 100.0
Percentage of web chat or instant messaging (Inbound contacts received through web chat or percent
contacts outsourced to a third-party provider 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
Calls routed to a live agent as a percentage of total Calls routed to a live agent as a percentage of total percent
inbound calls inbound calls
Percentage of inbound calls monitored by QAM and Percentage of inbound calls monitored by QAM and percent
scored by supervisors scored by supervisors
Percentage of transferred calls that are misdirected Percentage of transferred calls that are misdirected percent
Direct supervisors per agent FTE (Number of general service FTEs employed to direct supervisors
manage agents + Number of vital service FTEs
employed to manage agents) / Number of agent
FTEs
Percentage of inbound phone contacts outsourced (Inbound contacts received through telephone percent
to a third-party provider channels from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
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
Number of agent FTEs per direct supervisor FTE Number of agent FTEs / (Number of general service agent FTEs
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
Inbound contacts per agent FTE Total number of inbound contacts / Number of contacts
agent FTEs
Percentage of inbound fax contacts outsourced to a Percentage of inbound contacts outsourced to percent
third-party provider third-party for fax
Percentage of inbound IVR DTMF contacts Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider third-party for IVR DTMF
Southeast Asia contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Southeast Asia/100 percent sum of organization's
IT headcount in the United States/Canada,
Southern Europe, Central Europe, Western Europe,
Australia, New Zealand, Eastern Europe, Nordic
countries, Central/South America, East Asia,
Southeast Asia, South Asia, China, Russia, Central
Asia, Middle East, and Africa )*100
Southern Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Southern Europe/100 percent sum of organization's
IT headcount in the United States/Canada,
Southern Europe, Central Europe, Western Europe,
Australia, New Zealand, Eastern Europe, Nordic
countries, Central/South America, East Asia,
Southeast Asia, South Asia, China, Russia, Central
Asia, Middle East, and Africa )*100
Western Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Western Europe/100 percent sum of organization's
IT headcount in the United States/Canada,
Southern Europe, Central Europe, Western Europe,
Australia, New Zealand, Eastern Europe, Nordic
countries, Central/South America, East Asia,
Southeast Asia, South Asia, China, Russia, Central
Asia, Middle East, and Africa )*100
Inbound contacts related to billing as a percentage Percentage of inbound contacts from all channels percent
of total inbound contacts related to billing
Inbound contacts related to complaints as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to complaints
Inbound contacts related to new orders as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to new orders
Inbound contacts related to order modification or Percentage of inbound contacts from all channels percent
inquiry as a percentage of total inbound contacts related to order modification or inquiry
Nordic countries contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Nordic countries/100 percent sum of organization's
IT headcount in the United States/Canada,
Southern Europe, Central Europe, Western Europe,
Australia, New Zealand, Eastern Europe, Nordic
countries, Central/South America, East Asia,
Southeast Asia, South Asia, China, Russia, Central
Asia, Middle East, and Africa )*100
Africa contact center employees as a percentage of ( Percentage of your organization's IT headcount in percent
total contact center employees 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
Central Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Central Europe/100 percent sum of organization's
IT headcount in the United States/Canada,
Southern Europe, Central Europe, Western Europe,
Australia, New Zealand, Eastern Europe, Nordic
countries, Central/South America, East Asia,
Southeast Asia, South Asia, China, Russia, Central
Asia, Middle East, and Africa )*100
Central/South America contact center employees ( Percentage of your organization's IT headcount in percent
as a percentage of total contact center employees Central or South America/100 percent sum of
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South America,
East Asia, Southeast Asia, South Asia, China,
Russia, Central Asia, Middle East, and Africa )*100
East Asia contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees East Asia/100 percent sum of organization's IT
headcount in the United States/Canada, Southern
Europe, Central Europe, Western Europe, Australia,
New Zealand, Eastern Europe, Nordic countries,
Central/South America, East Asia, Southeast Asia,
South Asia, China, Russia, Central Asia, Middle
East, and Africa )*100
Eastern Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Eastern Europe/100 percent sum of organization's
IT headcount in the United States/Canada,
Southern Europe, Central Europe, Western Europe,
Australia, New Zealand, Eastern Europe, Nordic
countries, Central/South America, East Asia,
Southeast Asia, South Asia, China, Russia, Central
Asia, Middle East, and Africa )*100
Number of inbound calls for the customer service (Number of inbound calls for the customer service percent
function as a percentage of total inbound calls function / Number of inbound calls) * 100.0
Inbound contacts received via phone as a (Number of inbound contacts through calls / Total percent
percentage of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via email as a (Number of inbound contacts through email / Total percent
percentage of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via fax as a percentage (Number of inbound contacts through fax / Total percent
of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via web chat or instant (Number of inbound contacts through online chat / percent
messaging as a percentage of total inbound Total number of inbound contacts) * 100.0
contacts
Number of inbound contacts through channels (Inbound contacts received through channels other percent
other than phone, email, web self-service, web than phone, email, web self-service, web chat or
chat or instant messaging, dedicated mobile apps, instant messaging (including virtual agents), a
SMS, social media, or postal mail as a percentage dedicated mobile application, SMS, social media, or
of total inbound contacts postal mail / Total number of inbound contacts) *
100.0
Inbound contacts received via postal mail as a (Number of inbound contacts through postal mail / percent
percentage of total inbound contacts Total number of inbound contacts) * 100.0
Inbound contacts received via web self-service as a (Inbound contacts received through web self- percent
percentage of total inbound contacts service / Total number of inbound contacts) * 100.0
Number of inbound calls received through a live (Number of inbound calls received through a live percent
agent as a percentage of total inbound calls agent / Number of inbound calls) * 100.0
Response time in minutes for inbound requests Response time in minutes for contacts received hours
coming from e-mail through email
Response time in minutes for inbound requests Response time in minutes for contacts received hours
coming from fax through fax
First contact resolution rate for dedicated mobile First contact resolution rate for a dedicated mobile percent
applications ("apps") application ("app")
First contact resolution rate for email contacts 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 First contact resolution rate for social media percent
channels such as Twitter, Facebook, or discussion
forums
First contact resolution rate for web chat or instant First contact resolution rate for web chat or instant percent
messaging including virtual agents messaging including virtual agents
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 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
Inbound requests received via phone as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via phone channel
Inbound requests received via email as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via email channel
Inbound requests received via employee portal as Allocation of incoming customer contact in finance percent
a percentage of total inbound requests SSC via employee portal channel
Inbound requests received via vendor portal as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via vendor portal channel
Inbound requests received via chat as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via chat channel
Inbound requests received via walk-up as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via walk-up channel
Inbound requests received via other channels as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via channels other than phone, email,
employee or vendor portal, chat, or walk-up
Percentage of employee time spent servicing Percentage of employee time spent working in the percent
customers via social media channels social media channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in the percent
customers via website channel website channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in the percent
customers via social media channel social media channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in the percent
customers via traditional face-to-face channel face-to-face channel servicing customers
Systems cost to perform the process group (Percentage of internal cost to perform process dollars
"recruit, source, and select employees" per $1,000 group "recruit, source, and select employees"
revenue allocated to systems * Percentage of total cost to
perform the process group "recruit, source, and
select employees" allocated to internal cost *
0.0001 * Total cost to perform the process group
"recruit, source, and select") / (Total business
entity revenue * 0.001)
Personnel cost to perform the process group (Percentage of internal cost to perform process dollars
"recruit, source, and select employees" per new group "recruit, source, and select employees"
hire allocated to personnel * Percentage of total cost to
perform the process group "recruit, source, and
select employees" allocated to internal cost *
0.0001 * Total cost to perform the process group
"recruit, source, and select") / Total number of new
hires
Personnel cost to perform the process group (Percentage of internal cost to perform process dollars
"recruit, source, and select employees" per group "recruit, source, and select employees"
business entity employee allocated to personnel * Percentage of total cost to
perform the process group "recruit, source, and
select employees" allocated to internal cost *
0.0001 * Total cost to perform the process group
"recruit, source, and select") / Number of business
entity employees
Total cost to perform the process group "recruit, 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)
Total cost to perform the process group "recruit, Total cost to perform the process group "recruit, dollars
source, and select employees" per business entity source, and select" / Number of business entity
employee employees
Total cost to perform the process group "recruit, Total cost to perform the process group "recruit, dollars
source, and select employees" per new hire source, and select" / Total number of new hires
Response time in hours for non-routine "recruit, Response time in hours for a non-routine inquiry hours
source, and select employees" inquiries 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 the hours
and select employees" inquiries process group "recruit, source, and select
employees"
Cycle time in days from approval of job requisition Cycle time in days from approval of job requisition days
to acceptance of job offer to acceptance of job offer
Cycle time in days from identifying the need to hire Cycle time in days from identifying the need to hire days
a new employee to approval of the job requisition a new employee to approval of job requisition
Number of hours invested by hiring decision Number of hours invested by hiring decision hours
makers per middle management/specialist new makers per middle management/specialist new
hire hire
Number of hours invested by hiring decision Number of hours invested by hiring decision hours
makers per operational worker/office staff new hire makers per operational worker/office staff new hire
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 Total number of new hires / Number of FTEs who new hires
select employees" FTE perform the process group "recruit, source, and
select employees"
Middle management/specialists new hires as a Middle management/specialist new hires percent
percentage of total new hires percentage
Operational workers/office staff new hires as a Operational workers/office workers new hires percent
percentage of total new hires percentage
Senior management/executives new hires as a Senior management/executive new hires percent
percentage of total new hires percentage
Number of monthly routine "recruit, source, and Number of routine inquiries received monthly for inquiries
select employees" inquiries per business entity the process group "recruit, source, and select
employee employees" / Number of business entity employees
Outsourced cost of the process group "recruit, Percentage of total cost to perform the process percent
source, and select employees" as a percentage of group "recruit, source, and select employees"
the total cost to perform the process group allocated 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")) * 100.0
Percentage of "recruit, source, and select Number of routine inquiries received monthly for percent
employees" inquiries received that are routine the process group "recruit, source, and select
employees"/(Number of routine inquiries received
monthly for the process group "recruit, source, and
select employees"+Number of non-routine
inquiries received monthly for the process group
"recruit, source, and select employees")*100
Percentage of "recruit, source, and select Percentage of inquiries received for the process percent
employees" inquiries received via digital group "recruit, source and select employees"
communication channels through digital communication channels
Percentage of "recruit, source, and select Percentage of inquiries received monthly for the percent
employees" inquiries received via phone process group "recruit, source, and select
employees" via phone
Percentage of new hires that originated from Percentage of new hires from internal employee percent
employee referrals referrals
Percentage of "reward and retain employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "reward and retain employees" through
channels digital communication channels
Percentage of "reward and retain employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "reward and retain employees" through non-
channels digital communication channels
Systems cost to perform the process group Percentage of internal cost to perform process percent
"recruit, source, and select employees" as a group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to systems * Percentage of total cost to
group perform the process group "recruit, source, and
select employees" allocated to internal cost * 0.01
Overhead cost to perform the process group (Percentage of internal cost to perform process percent
"recruit, source, and select employees" as a group "recruit, source, and select employees"
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"
Other cost to perform the process group "recruit, (Percentage of internal cost to perform process percent
source, and select employees" as a percentage of group "recruit, source, and select employees"
total cost to perform the process allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the process
group "recruit, source, and select")/Total cost to
perform the process group "recruit, source, and
select"
Overhead and other costs of the process group Percentage of internal cost to perform process percent
"Recruit, source, and select employees" as a group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to overhead and other costs * Percentage
group of total cost to perform the process group "recruit,
source, and select employees" allocated to internal
cost * 0.01
Permanent full-time new hires as a percentage of Permanent full-time positions as a percentage of percent
total new hires total new hires
Permanent part-time new hires as a percentage of Permanent part-time positions as a percentage of percent
total new hires total new hires
Contingent new hires as a percentage of total new Contingent positions as a percentage of total new percent
hires hires
Total cost to perform the process group "develop (Total cost to perform the process group piece dollars
and counsel employees" per business entity "develop and counsel-learning only" + Total cost to
employee perform the process group piece "develop and
counsel-performance and employee relations") /
Number of business entity employees
Total cost to perform the process group "develop Total cost to perform the process group "develop dollars
and counsel employees" per $1,000 revenue and counsel employees" / (Total business entity
revenue * .001)
Total cost to perform the processes "manage Total cost to perform the process group piece dollars
employee development" and "develop and train "develop and counsel-learning only" / (Total
employees" per $1,000 revenue business entity revenue * .001)
Total cost to perform the processes "manage Total cost to perform the process group piece dollars
employee development" and "develop and train "develop and counsel-performance and employee
employees" per business entity employee relations" / Number of business entity employees
Total cost to perform the processes "manage Total cost to perform the process group piece dollars
employee orientation and deployment," "manage "develop and counsel-performance and employee
employee performance," and "manage employee relations" / Number of business entity employees
relations" per business entity employee
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the dollars
employee orientation and deployment," "manage process group piece "develop and counsel-
employee performance," and "manage employee performance and employee relations" allocated to
relations" per $1,000 revenue personnel/100) * Internal cost to perform the
process group piece "develop and counsel-
performance and employee relations") / (Total
business entity revenue * .001)
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the dollars
employee orientation and deployment," "manage process group piece "develop and counsel-
employee performance," and "manage employee performance and employee relations" allocated to
relations" per business entity employee personnel/100) * Internal cost to perform the
process group piece "develop and counsel-
performance and employee relations") / Number of
business entity employees
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the dollars
employee development" and "develop and train process group piece "develop and counsel-learning
employees" per $1,000 revenue only" allocated to personnel/100) * Internal cost to
perform the process group piece "develop and
counsel-learning only") / (Total business entity
revenue * .001)
Personnel cost to perform the process group (Percentage of internal cost to perform the process dollars
"develop and counsel employees" per $1,000 group "develop and counsel employees" allocated
revenue to personnel cost * Percentage of total cost to
perform the process group "develop and counsel
employees" allocated to internal cost * 0.0001 *
Total cost to perform the process group "develop
and counsel employees" ) / (Total business entity
revenue * 0.001)
Personnel cost to perform the process group (Percentage of internal cost to perform the process dollars
"Develop and counsel employees" per business group "develop and counsel employees" allocated
entity employee to personnel cost * Percentage of total cost to
perform the process group "develop and counsel
employees" allocated to internal cost * 0.0001 *
Total cost to perform the process group "develop
and counsel employees" ) / Number of business
entity employees
Cost to maintain and support the learning Labor cost for temporary or contract employees to dollars
management system per temporary maintain and support LMS / Number of temporary
staff/contractor dedicated to the activity or contract employees required to maintain and
support LMS
Learning management system consultancy/third- Consultancy/third-party costs associated with dollars
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)
Learning management system hardware cost per Hardware costs associated with ownership for your dollars
employee attending classroom or e-learning LMS / (Number of employees who attend e-learning
training training + Number of employees who attend
classroom training)
Learning management system software cost per Software costs associated with ownership for your dollars
employee attending classroom or e-learning LMS / (Number of employees who attend e-learning
training training + Number of employees who attend
classroom training)
Learning management system upgrade and Upgrade and maintenance costs associated with dollars
maintenance cost per employee attending ownership for your LMS / (Number of employees
classroom or e-learning training who attend e-learning training + Number of
employees who attend classroom training)
Number of FTEs that perform the process group (Number of FTEs who perform the process group FTEs
"develop and counsel employees" per $1 billion piece "develop and counsel-performance and
revenue employee relations" + Number of FTEs who
perform the process group piece "develop and
counsel-learning only") / (Total business entity
revenue * .000000001)
Number of FTEs that perform the processes Number of FTEs who perform the process group FTEs
"manage employee development" and "develop piece "develop and counsel-learning only" / (Total
and train employees" per $1 billion revenue business entity revenue * .000000001)
Number of FTEs that perform the processes Number of FTEs who perform the process group FTEs
"manage employee orientation and deployment," piece "develop and counsel-performance and
"manage employee performance," and "manage employee relations" / (Total business entity
employee relations" per $1 billion revenue revenue * .000000001)
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 piece
employees" "develop and counsel-performance and employee
relations" + Number of FTEs who perform the
process group piece "develop and counsel-learning
only")
Percentage of "develop and counsel employees" Number of routine inquiries received monthly for percent
inquiries received that are routine the process group "develop and counsel"/(Number
of routine inquiries received monthly for the
process group "develop and counsel"+Number of
non-routine inquiries received monthly for the
process group "develop and counsel")*100
Percentage of "develop and counsel employees" Percentage of inquiries received monthly for the percent
inquiries received via channels other than e-mail, process group "develop and counsel employees"
phone, and face-to-face via channels other than e-mail, phone, and face-to-
face interaction
Percentage of "develop and counsel employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "develop and counsel employees"
channels employees" through digital communication
channels
Percentage of "develop and counsel employees" Percentage of inquiries received monthly for the percent
inquiries received via e-mail process group "develop and counsel" via e-mail
Percentage of "develop and counsel employees" Percentage of inquiries received monthly for the percent
inquiries received via face-to-face process group "develop and counsel employees"
via face-to-face interaction
Percentage of "develop and counsel employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "develop and counsel employees"
channels employees" through non-digital communication
channels
Percentage of "develop and counsel employees" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine 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
Number of monthly routine "develop and counsel Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "develop and counsel" / Number
of business entity employees
Number of monthly non-routine "develop and Number of non-routine inquiries received monthly inquiries
counsel employees" inquiries per business entity for the process group "develop and counsel" /
employee Number of business entity employees
Other cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee development" and "develop and train group piece "develop and counsel-learning only"
employees" as a percentage of total cost to allocated to costs other than personnel, systems,
perform the processes and overhead*Internal cost to perform the process
group piece "develop and counsel-learning
only")/Total cost to perform the process group
piece "develop and counsel-learning only"
Overhead cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee development" and "develop and train group piece "develop and counsel-learning only"
employees" as a percentage of the total cost to allocated to overhead*Internal cost to perform the
perform the processes process group piece "develop and counsel-learning
only")/Total cost to perform the process group
piece "develop and counsel-learning only"
Overhead cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee orientation and deployment," "manage group piece "develop and counsel-performance
employee performance," and "manage employee and employee relations" allocated to
relations" as a percentage of the total cost to overhead*Internal cost to perform the process
perform the processes group piece "develop and counsel-performance
and employee relations")/Total cost to perform the
process group piece "develop and counsel-
performance and employee relations"
Personnel cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee development" and "develop and train group piece "develop and counsel-learning only"
employees" as a percentage of the total cost to allocated to personnel*Internal cost to perform the
perform the processes process group piece "develop and counsel-learning
only")/Total cost to perform the process group
piece "develop and counsel-learning only"
Systems cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee development" and "develop and train group piece "develop and counsel-learning only"
employees" as a percentage of the total cost to allocated to systems*Internal cost to perform the
perform the processes process group piece "develop and counsel-learning
only")/Total cost to perform the process group
piece "develop and counsel-learning only"
Systems cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee orientation and deployment," "manage group piece "develop and counsel-performance
employee performance," and "manage employee and employee relations" allocated to
relations" as a percentage of the total cost to systems*Internal cost to perform the process group
perform the processes piece "develop and counsel-performance and
employee relations")/Total cost to perform the
process group piece "develop and counsel-
performance and employee relations"
Outsourced cost of the processes "manage (Outsourced cost to perform the process group percent
employee development" and "develop and train piece "develop and counsel-learning only"/Total
employees" as a percentage of the total cost to cost to perform the process group piece "develop
perform the processes and counsel-learning only")*100
Systems cost to perform the process group Percentage of internal cost to perform the process percent
"Develop and counsel employees" as a percentage group "develop and counsel employees" allocated
of the total cost to perform the process group to systems cost * 0.01 * Percentage of total cost to
perform the process group "develop and counsel
employees" allocated to internal cost
Overhead and other costs to perform the process Percentage of internal cost to perform the process percent
group "Develop and counsel employees" as a group "develop and counsel employees" allocated
percentage of the total cost to perform the process to overhead and other costs * 0.01 * Percentage of
group total cost to perform the process group "develop
and counsel employees" allocated to internal cost
Outsourced cost of the process group "Develop and Percentage of total cost to perform the process percent
counsel employees" as a percentage of the total group "develop and counsel employees" allocated
cost to perform the process group to external cost
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
Average tenure in months for business entity Average tenure in months for business entity months
agents agents
Number of FTEs that perform the process group Number of FTEs who perform the process group FTEs
"reward and retain employees" per $1 billion "reward and retain employees" / (Total business
revenue entity revenue * .000000001)
Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "reward and retain FTEs who perform the process group "reward and
employees" retain employees"
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employees" inquiries per business entity employee for the process group "reward and retain
employees" / Number of business entity employees
Number of monthly routine "reward and retain Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "reward and retain employees" /
Number of business entity employees
Outsourced cost of the process group "reward and Outsourced cost to perform the process group percent
retain employees" as a percentage of the total cost "reward and retain employees"/Total cost to
to perform the process group perform the process group "reward and retain
employees"*100
Percentage of "reward and retain employees" Percentage of inquiries received monthly for the percent
inquiries received via face-to-face process group "reward and retain employees" via
face-to-face interaction
Percentage of "reward and retain employees" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine for the process group "reward and retain
employees"/(Number of routine inquiries received
monthly for the process group "reward and retain
employees"+Number of non-routine inquiries
received monthly for the process group "reward
and retain employees")*100
Percentage of "reward and retain employees" Percentage of inquiries received monthly for the percent
inquiries received via channels other than e-mail, process group "reward and retain employees" via
phone, and face-to-face channels other than e-mail, phone, and face-to-
face interaction
Percentage of "reward and retain employees" Percentage of inquiries received monthly for the percent
inquiries received via phone process group "reward and retain employees" via
phone
Percentage of "reward and retain employees" Percentage of inquiries received monthly for the percent
inquiries received via e-mail process group "reward and retain employees" via
e-mail
Systems cost to perform the process group "reward (Percentage of internal cost to perform the process percent
and retain employees" as a percentage of the total group "reward and retain employees" allocated to
cost to perform the process group systems*Internal cost to perform the process group
"reward and retain employees")/Total cost to
perform the process group "reward and retain
employees"
Number of vacation days per year per employee Number of vacation days per year per employee days
Personnel cost to perform the process group (Percentage of internal cost to perform the process percent
"reward and retain employees" as a percentage of group "reward and retain employees" allocated to
the total cost to perform the process group personnel*Internal cost to perform the process
group "reward and retain employees")/Total cost to
perform the process group "reward and retain
employees"
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
Base pay per middle management or specialist Total base pay for middle management/specialist dollars
employee employees / Number of middle
management/specialist employees
Base pay per operational worker or office staff Total base pay for operational worker/office staff dollars
employee employees / Number of operational worker/office
staff employees
Base pay per senior management or executive Total base pay for senior management/executive dollars
employee employees / Number of senior
management/executive employees
Other cost to perform the process group "reward (Percentage of internal cost to perform the process percent
and retain employees" as a percentage of total group "reward and retain employees" allocated to
cost to perform the process costs other than personnel, systems, and
overhead*Internal cost to perform the process
group "reward and retain employees")/Total cost to
perform the process group "reward and retain
employees"
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
the total cost to perform the process group overhead and other costs * Percentage of total cost
of the process group "Reward and retain
employees" allocated to internal cost * 0.01)
Middle management or specialist overtime pay as (Total overtime pay for middle percent
a percentage of total pay (including cost of management/specialist employees/Total pay for
benefits) middle management/specialist employees)*100
Operational workers or office staff overtime pay as (Total overtime pay for operational worker/office percent
a percentage of total pay (including cost of staff employees/Total pay for operational
benefits) worker/office staff employees)*100
Total cost to perform the process group "redeploy Total cost to perform the process group "redeploy dollars
and retire employees" per business entity and retire employees" / Number of business entity
employee employees
Total cost to perform the process group "redeploy Total cost to perform the process group "redeploy dollars
and retire employees" per $1,000 revenue and retire employees" / (Total business entity
revenue * .001)
Personnel cost to perform the process group ((Percentage of internal cost to perform the dollars
"redeploy and retire employees" per $1,000 process group "redeploy and retire employees"
revenue allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees") / 100) / (Total business entity revenue
* .001)
Personnel cost to perform the process group ((Percentage of internal cost to perform the dollars
"redeploy and retire employees" per business process group "redeploy and retire employees"
entity employee allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees")/ 100) / Number of business entity
employees
Response time in hours for routine "redeploy and Response time in hours for a routine inquiry for the hours
retire employees" inquiries process group "redeploy and retire employees"
Number of monthly non-routine "redeploy and Number of non-routine inquiries received monthly inquiries
retire employees" inquiries per business entity for the process group "redeploy and retire
employee employees" / Number of business entity employees
Percentage of "redeploy and retire employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "redeploy and retire employees" employees"
channels through digital communication channels
Percentage of "redeploy and retire employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "redeploy and retire employees" employees"
channels through non-digital communication channels
Percentage of "redeploy and retire employees" Number of routine inquiries received monthly for percent
inquiries received that are routine the process group "redeploy and retire
employees"/(Number of routine inquiries received
monthly for the process group "redeploy and retire
employees"+Number of non-routine inquiries
received monthly for the process group "redeploy
and retire employees")*100
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
cost to perform the process group costs other than personnel, systems, and
overhead*Internal cost to perform the process
group "redeploy and retire employees")/Total cost
to perform the process group "redeploy and retire
employees"
Overhead cost to perform the process group (Percentage of internal cost to perform the process percent
"redeploy and retire employees" as a percentage group "redeploy and retire employees" allocated to
of the total cost to perform the process group overhead*Internal cost to perform the process
group "redeploy and retire employees")/Total cost
to perform the process group "redeploy and retire
employees"
Percentage of "redeploy and retire employees" Percentage of inquiries received monthly for the percent
process inquiries received via phone process group "redeploy and retire" via phone
Cycle time in days from job acceptance until new Cycle time in days from job offer acceptance until days
hire begins in the agreed position new hire begins in the agreed position, including
time for orientation and initial set-up
Cycle time in days from identifying the need to hire Cycle time in days from identifying the need to hire days
a new employee until new hire begins in the a new employee to approval of job requisition +
agreed position 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
Total cost to perform the process "manage (Percentage of total cost to perform the process dollars
employee orientation and deployment" per group "develop and counsel employees" allocated
business entity employee to the process "manage employee orientation and
deployment" * 0.01 * Total cost to perform the
process group "develop and counsel employees" ) /
Number of business entity employees
Cost to perform the process "manage employee Percentage of total cost to perform the process percent
orientation and deployment" as a percentage of group "develop and counsel employees" allocated
the total cost to perform the process group to the process "manage employee orientation and
"develop and counsel employees" deployment"
Total cost to perform the process "Manage (Percentage of total cost to perform the process dollars
employee performance" per business entity group "develop and counsel employees" allocated
employee to the process "manage employee performance" *
0.01 * Total cost to perform the process group
"develop and counsel employees" ) / Number of
business entity employees
Cycle time in days for the formal performance Cycle time in days from start to finish for a formal days
review process from start to finish for middle performance review for a middle
management/specialists management/specialist employee
Cycle time in days for the formal performance Cycle time in days from start to finish for a formal days
review process from start to finish for Operational performance review for an operational
workers/office staff worker/office staff employee
Cycle time in days for the formal performance Cycle time in days from start to finish for a formal days
review process from start to finish for senior performance review for a senior
management/executives management/executive employee
Percentage of operational workers/office staff that Percentage of operational worker/office staff percent
receive a formal performance review employees who receive a formal performance
review
Percentage of senior management/executives that Percentage of senior management/executive percent
receive a formal performance review employees who receive a formal performance
review
Percentage of middle management/specialists that Percentage of middle management/specialist percent
receive a formal performance review employees who receive a formal performance
review
Cost to perform the process "manage employee Percentage of total cost to perform the process percent
performance" 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 performance"
employees"
Total cost to perform the process "Manage (Percentage of total cost to perform the process dollars
employee development" per business entity group "develop and counsel employees" allocated
employee to the process "manage employee development" *
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 Percentage of total cost to perform the process 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"
Total cost to perform the process "Develop and Total cost to perform the process "Develop and dollars
train employees" per business entity employee train employees" / Number of business entity
employees
Total cost to perform the process "Develop and Total cost to perform the process "Develop and dollars
train employees" per $1,000 revenue train employees" / (Total business entity revenue *
0.001)
Personnel cost to perform the process "develop (Percentage of internal cost of the process dollars
and train employees" per $1,000 revenue "Develop and train employees" allocated to
personnel cost * Percentage of total cost of the
process "Develop and train employees" allocated
to internal cost * Total cost to perform the process
"Develop and train employees" * 0.0001) / (Total
business entity revenue * 0.001)
Internal cost to perform learning administration Internal cost for learning administration / (Total dollars
activities per $1,000 revenue business entity revenue * 0.0010)
Internal cost to perform learning administration Internal cost for learning administration/ Number of dollars
activities per business entity employee business entity employees
Learning budget per business entity employee Budget for learning for the process group piece dollars
"develop and counsel-learning only"/Number of
business entity employees
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
Average time in days to close an identified skill or Cycle time in days to close an identified skill or days
capability gap through training for an operational capability gap through training for an operational
workers/office staff employee worker/office staff employee
Average time in days to close an identified skill or Cycle time in days to close an identified skill or days
capability gap through training for a middle capability gap through training for a middle
management/specialists employee management/specialist employee
Average time in days to close an identified skill or Cycle time in days to close an identified skill or days
capability gap through training for a senior capability gap through training for a senior
management/executives employee management/executive
Percentage of middle management/specialists who Percentage of middle management/specialists who percent
attended management development programs attend management development programs
Percentage of CEO and senior leadership time Percentage of CEO and senior leadership time put percent
spent on leadership development toward leadership development
Number of FTEs that perform learning Number of FTEs who perform learning FTEs
administration activities per $1 billion revenue administrative activities (exclude the activities for
processing and distributing payments) / (Total
business entity revenue*.000000001)
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)
Hours spent developing new classroom training Number of hours for developing classroom hours
content per trainee training / Number of employees who attend
classroom training
Hours spent developing new e-learning training Number of hours for developing e-learning hours
content per trainee training / Number of employees who attend e-
learning training
Number of business entity employees per FTE in Number of business entity employees / Number of employees
learning administration FTEs who perform learning administrative activities
(exclude the activities for processing and
distributing payments)
Number of business entity employees per "Develop Number of business entity employees / Number of employees
and train employees" FTE FTEs who perform the process "Develop and train
employees"
Number of learning days per employee Number of days dedicated to formal learning per days
employee
Number of learning days per middle Number of days dedicated to formal learning per days
management/specialists employee middle management/specialist employee
Number of learning days per operational Number of days dedicated to formal learning per days
workers/office staff employee operational worker/office staff employee
Number of learning days per senior Number of days dedicated to formal learning per days
management/executive employee senior management/executive employee
Percentage of learning days delivered using Percentage of learning days delivered through percent
correspondence courses correspondence courses
Percentage of learning days delivered using e- Percentage of learning days delivered through e- percent
learning (interactive) learning (interactive)
Percentage of learning days delivered using Percentage of learning days delivered through percent
streaming video streaming video
Percentage of learning days delivered using virtual, Percentage of learning days delivered through a percent
classroom-based training delivered online virtual or classroom-based training online
Operational workers/office staff voluntary (Number of voluntary employee terminations for percent
terminations as a percentage of total voluntary operational worker/office staff employees / Number
terminations of voluntary employee terminations)*100
Percentage of the work force that are expatriates Percentage of business entity's work force that are percent
expatriates
Employees relocated within a country as a (Number of employees relocated within your percent
percentage of total business entity employees country / Number of business entity
employees)*100
Middle management/specialists voluntary (Number of voluntary employee terminations for percent
terminations as a percentage of total voluntary middle management/specialist employees /
terminations Number of voluntary employee terminations)*100
Number of monthly non-routine "manage Number of non-routine inquiries received monthly inquiries
employee information" inquiries per business for the process group "manage employee
entity employee information" / Number of business entity
employees
Number of monthly routine "manage employee Number of routine inquiries received monthly for inquiries
information" inquiries per business entity the process group "manage employee information"
employee / Number of business entity employees
Percentage of "manage employee information" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine for the process group "manage employee
information"/(Number of routine inquiries received
monthly for the process group "manage employee
information"+Number of non-routine inquiries
received monthly for the process group "manage
employee information")*100
Percentage of "manage employee information" Percentage of inquiries received monthly for the percent
inquiries received via channels other than e-mail, process group "manage employee information" via
phone, and face-to-face channels other than e-mail, phone, and face-to-
face interaction
Percentage of "manage employee information" Percentage of inquiries received for the process percent
inquiries received via digital communication group "manage employee information" employees"
channels through digital communication channels
Percentage of "manage employee information" Percentage of inquiries received monthly for the percent
inquiries received via e-mail process group "manage employee information" via
e-mail
Percentage of "manage employee information" Percentage of inquiries received monthly for the percent
inquiries received via face-to-face process group "manage employee information" via
face-to-face interaction
Percentage of "manage employee information" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "manage employee information" employees"
channels through non-digital communication channels
Percentage of "manage employee information" Percentage of inquiries received monthly for the percent
inquiries received via phone process group "manage employee information" via
phone
Cycle time in days required to resolve an employee Cycle time in days to resolve an employee days
grievance grievance
Total cost to perform the process "manage the Total cost to perform the process group "manage dollars
business of IT", including the business of IT" / (Total business entity revenue
depreciation/amortization, per $1,000 revenue * 0.0010)
Total cost to perform the process "manage Total cost to perform the process group "manage dollars
business resiliency and risk", including business resiliency and risk" / (Total business entity
depreciation/amortization, per $1,000 revenue revenue * 0.0010)
Other cost of the process group "manage the Costs other than personnel, systems, overhead, dollars
business of information technology", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "manage the business of IT" / (Total business entity
revenue * 0.000010)
Other cost of the process group "manage business Costs other than personnel, systems, overhead, dollars
resiliency and risk", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "manage business resiliency and risk" / (Total
business entity revenue * 0.000010)
Outsourced cost of the process group "manage the Outsourced cost to perform the process group dollars
business of information technology", including "manage the business of IT" / (Total business entity
depreciation/amortization, per $100,000 revenue revenue * 0.000010)
Outsourced cost of the process group "manage Outsourced cost to perform the process group dollars
business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Overhead cost to perform the process group Overhead cost to perform the process group dollars
"manage the business of information technology", "manage the business of information technology" /
including depreciation/amortization, per $100,000 (Total business entity revenue * 0.000010)
revenue
Overhead cost to perform the process group Overhead cost to perform the process group dollars
"manage business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Personnel cost of the process group "manage Personnel cost to perform the process group dollars
business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $1,000 revenue business entity revenue * 0.0010)
Systems cost of the process group "manage Systems cost to perform the process group dollars
business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Systems cost to perform the process group Systems cost to perform the process group dollars
"manage the business of information technology", "manage the business of information technology" /
including depreciation/amortization, per $100,000 (Total business entity revenue * 0.000010)
revenue
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
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"
Systems cost to perform the process group Systems cost to perform the process group dollars
"develop and manage IT customer relationships", "develop and manage IT customer relationships" /
including depreciation/amortization, per $100,000 (Total business entity revenue * 0.000010)
revenue
Personnel cost of the process group "develop and Personnel cost to perform the process group dollars
manage IT customer relationships", including "develop and manage IT customer relationships" /
depreciation/amortization, per $1,000 revenue (Total business entity revenue * 0.0010)
Outsourced cost of the process group "develop and Outsourced cost to perform the process group dollars
manage information technology customer "develop and manage IT customer relationships" /
relationships", including depreciation/amortization, (Total business entity revenue * 0.000010)
per $100,000 revenue
Other cost of the process group "develop and Costs other than personnel, systems, overhead, dollars
manage information technology customer and outsourced to perform the process group
relationships", including depreciation/amortization, "develop and manage IT customer relationships" /
per $100,000 revenue (Total business entity revenue * 0.000010)
Overhead cost of the process group "develop and Overhead cost to perform the process group dollars
manage IT customer relationships", including "develop and manage IT customer relationships" /
depreciation/amortization, per $100,000 revenue (Total business entity revenue * 0.000010)
Level of FTE experience in years for the process Average level of experience in years for FTEs who years
group "develop and manage information perform the process group "develop and manage IT
technology customer relationships" customer relationships"
Number of IT FTEs that perform the process group (Number of FTEs who perform the function FTEs
"develop and manage information technology "manage information technology" * Percentage of
customer relationships" per $1 billion revenue IT FTEs performing the process area "Develop and
manage IT customer relationships" *.01) / (Total
business entity revenue * 0.0000000010)
Percentage of business entity IT FTEs who perform Percentage of IT FTEs performing the process area percent
the process group "develop and manage it "Develop and manage IT customer relationships"
customer relationships"
Percentage of IT budget, including (IT budget allocated to the process group "develop percent
depreciation/amortization, allocated to the process and manage IT customer relationships" / IT budget,
group "develop and manage IT customer including depreciation/amortization, for the past
relationships" year) * 100.0
Total cost to perform the process group "manage (Total cost to perform the process "develop dollars
enterprise information", including information and content management strategies"
depreciation/amortization, per $1,000 revenue + 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 business entity revenue *
0.0010)
Time in weeks to report on compliance status of Time in weeks to report on compliance status of weeks
the information architecture the information architecture
Average time in weeks to create the enterprise Average time in weeks to create the enterprise weeks
information management strategic plan information management strategic plan
Average time in weeks to set up a complex Average time in weeks to set up a complex weeks
technical interface for a user of a defined data technical interface
content source
Average time in weeks to set up a medium Average time in weeks to set up a medium weeks
technical interface for a user of a defined data complex technical interface
content source
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
Percentage of data and content managed as Percentage of data and content are managed as Percent
enterprise information assets enterprise information assets
Total number of revisions to the published Average number of revisions to the published revisions
enterprise information architecture enterprise information architecture
Number of IT FTEs that perform the process group (Number of FTEs who perform the function FTEs
"manage enterprise information" per $1 billion "manage information technology" * Percentage of
revenue IT FTEs performing the process area "Manage
enterprise information" *.01) / (Total business
entity revenue * 0.0000000010)
Length in years of information architecture Length in years of information architecture years
planning horizon planning horizon
Level of FTE experience in years for the process Average level of experience in years for FTEs who years
group "manage enterprise information" perform the process group "manage enterprise
information"
Percentage of data assessed for compliance with Percentage of data assessed for compliance with percent
information policies and standards information policies and standards
Percentage of data managed centrally as Percentage of data managed centrally as percent
enterprise information assets enterprise information assets
Percentage of data that has defined policy, Percentage of data that has defined policy, percent
definition, and change control responsibility definition, and change control responsibility
Percentage of common data across all business Percentage of information assets that are common percent
units across all business units
Percentage of information elements with assigned Percentage of information elements with assigned percent
and active data custodians and active data custodians
Number of FTEs classified as IT architects per $1 Number of FTEs classified as IT architects / (Total FTEs
billion revenue business entity revenue * 0.000000001)
Percentage of total IT cost, excluding Percentage of IT operating cost (excluding Percent
depreciation/amortization, allocated to process depreciation/amortization) dedicated to process
group "manage enterprise information" "manage enterprise information"
Total cost of the process group "develop and (Total annual IT cost (excluding Dollars
maintain information technology solutions", depreciation/amortization) * Percentage of total IT
excluding depreciation/amortization, per $1,000 cost (excluding depreciation/amortization)
revenue allocated to IT operating cost * Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"develop and maintain IT solutions" *.0001) / (Total
business entity revenue * 0.0010)
Total cost to perform the process group "develop Total cost to perform the process "develop and dollars
and maintain information technology solutions", maintain information technology solutions" / (Total
including depreciation/amortization, per $1,000 business entity revenue * 0.0010)
revenue
Personnel cost to perform the process group Personnel cost to perform the process "develop dollars
"develop and maintain information technology and maintain information technology solutions" /
solutions", including depreciation/amortization, per (Total business entity revenue * 0.0010)
$1,000 revenue
Overhead cost to perform the process group Overhead cost to perform the process "develop dollars
"develop and maintain information technology and maintain information technology solutions" /
solutions", including depreciation/amortization, per (Total business entity revenue * 0.000010)
$100,000 revenue
Other cost of the process group "develop and Costs other than personnel, systems, overhead, dollars
maintain information technology solutions", and outsourced to perform the process "develop
including depreciation/amortization, per $100,000 and maintain information technology solutions" /
revenue (Total business entity revenue * 0.000010)
Number of service oriented architecture services Number of services oriented architecture (SOA) services
implemented services implemented in production
Percentage of business entity IT FTEs who perform Percentage of IT FTEs performing the process area percent
the process group "develop and maintain "Develop and maintain information technology
information technology solutions" solutions"
Percentage of service oriented architecture Percentage of service oriented architecture (SOA) percent
services that are internal services published or exposed internally
Systems cost to perform the process group "deploy Systems cost to perform the process group "deploy dollars
information technology solutions", including IT solutions" / (Total business entity revenue *
depreciation/amortization, per $100,000 revenue 0.000010)
Personnel cost of the process group "deploy Personnel cost to perform the process group dollars
information technology solutions", including "deploy IT solutions" / (Total business entity
depreciation/amortization, per $1,000 revenue revenue * 0.0010)
Outsourced cost of the process group "deploy Outsourced cost to perform the process group dollars
information technology solutions", including "deploy IT solutions" / (Total business entity
depreciation/amortization, per $100,000 revenue revenue * 0.000010)
Level of FTE experience in years for the process Average level of experience in years for FTEs who years
group "deploy information technology solutions" perform the process group "deploy IT solutions"
Total cost to perform the process group "deliver Total cost to perform the process group "deliver dollars
and support information technology services", and support IT service" / (Total business entity
including depreciation/amortization, per $1,000 revenue * 0.0010)
revenue
Total IT budget to support product development, IT budget dedicated to supporting product dollars
including depreciation/amortization, per user development / Users of IT systems supporting
product development
Annual fixed vs. variable cost ratio for the IT Fixed-to-variable cost ratio for IT budget supporting fixed to variable
budget to support product development, including product development cost
depreciation/amortization,
IT operating cost reduction target for product IT operating cost reduction target percent
development, including depreciation/amortization,
Overhead cost to perform the process group Overhead cost to perform the process group dollars
"deliver and support information technology "deliver and support IT service" / (Total business
services", including depreciation/amortization, per entity revenue * 0.000010)
$100,000 revenue
Other cost of the process group "deliver and Costs other than personnel, systems, overhead, dollars
support information technology services", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "deliver and support IT service" / (Total business
entity revenue * 0.000010)
Personnel cost of the process group "deliver and Personnel cost to perform the process group dollars
support information technology services", including "deliver and support IT service" / (Total business
depreciation/amortization, per $1,000 revenue entity revenue * 0.0010)
Systems cost to perform the process group "deliver Systems cost to perform the process group "deliver dollars
and support information technology services", and support IT service" / (Total business entity
including depreciation/amortization, per $100,000 revenue * 0.000010)
revenue
Average time in hours to resolve a service Time in hours to resolve a service commitment hours
commitment disruption disruption
Level of FTE experience in years for the process Average level of experience in years for FTEs who years
group "deliver and support information technology perform the process group "deliver and support IT
services" services"
Number of IT FTEs that perform the process group (Number of FTEs who perform the function FTEs
"deliver and support information technology "manage information technology" * Percentage of
services" per $1 billion revenue IT FTEs performing the process area "Deliver and
support information technology services" *.01) /
(Total business entity revenue * 0.0000000010)
Tickets and transactions meeting agreed quality as (Number of business process service percent
a percentage of total business process services tickets/transactions meeting agreed quality /
tickets and transactions Number of business process service
tickets/transactions * 100)
Tickets and transactions meeting agreed quality as (Number of ITIS tickets/transactions meeting percent
a percentage of total ITIS tickets and transactions agreed quality / Number of ITIS tickets/transactions
* 100)
Tickets and transactions meeting agreed turn- (Number of business process service percent
around time as a percentage of total tickets and tickets/transactions meeting agreed turn-around
transactions for business process services time / Number of business process service
tickets/transactions) * 100
Tickets and transactions meeting agreed turn- (Number of ITIS tickets/transactions meeting percent
around time as a percentage of total tickets and agreed turn-around time / Number of ITIS
transactions for ITIS tickets/transactions) * 100
Tickets and transactions meeting agreed turn- (Number of production support tickets/transactions percent
around time as a percentage of total tickets and meeting agreed turn-around time / Number of
transactions for production support production support tickets/transactions) * 100
Percentage of total IT cost, including Percentage of IT cost allocated to the process percent
depreciation/amortization, allocated to process group "deliver and support IT services"
group "deliver and support information technology
services"
Percentage of business entity IT FTEs who perform Percentage of IT FTEs performing the process area percent
the process group "deliver and support it services" "Deliver and support information technology
services"
Percentage of IT budget, including (IT budget allocated to the process group "deliver percent
depreciation/amortization, allocated to the process and support IT services" / IT budget, including
group "deliver and support information technology depreciation/amortization, for the past year) *
services" 100.0
Percentage of total IT cost, excluding Percentage of IT operating cost (excluding Percent
depreciation/amortization, allocated to process depreciation/amortization) dedicated to process
group "deliver and support information technology "deliver and support IT services"
services"
Solutions planning horizon Planning horizon in years for IT solutions aligned years
with organizational strategy
Average percentage of planned return on Average ROI for level-5 solutions percent
investment (ROI) that was achieved for: Level 5
solutions
Average percentage of planned return on Average ROI for non-level-5 solutions percent
investment (ROI) that was achieved for: all other
solutions other than Level 5
Average solution impact ratio for: Level 5 solutions Average IT solution impact for Level 5 solutions benefit to cost
Average solution impact ratio for: all other Average IT solution impact for non-Level 5 benefit to cost
solutions other than Level 5 solutions
Number of IT FTEs for the process "Evaluate and Number of IT FTEs supporting the process FTEs
communicate IT business value and performance" "evaluate and communicate IT business value and
per $1 billion revenue performance" / (Total business entity revenue *
0.000000001)
Total IT budget to perform the process "develop IT (IT budget dedicated to supporting product dollars
services and solutions strategy" in support of development*Percentage of the IT budget
product development, including dedicated to "develop IT services and solutions
depreciation/amortization, per $1,000 of revenue strategy"*0.01) / (Total business entity revenue*
0.0010)
Average cycle time from identification of demand Cycle time from lead identification to hand-off for days
to disposition for: Level 5 solutions Level 5 solutions
Average cycle time from identification of demand Cycle time from lead identification to hand-off for days
to disposition for: all other Levels other than Level non-Level 5 solutions
5
Percentage of solutions provided that are directly Percentage of solutions meeting IT strategy percent
meeting IT strategy
Percent on-time performance for: Level 5 solutions Percentage of IT solutions meeting schedule for percent
Level 5 solutions
Percent on-time performance for: all other Percentage of IT solutions meeting schedule for percent
solutions other than Level 5 non-Level 5 solutions
Number of IT FTEs for the process "Manage IT Number of IT FTEs supporting the process "manage FTEs
customer satisfaction" per $1 billion revenue IT customer satisfaction" / (Total business entity
revenue * 0.000000001)
Total cost of the process "develop information and Total cost to perform the process "develop dollars
content management strategies", including information and content management strategies" /
depreciation/amortization, per $1,000 revenue (Total business entity revenue * 0.0010)
Systems cost of the process "develop information Systems cost to perform the process "develop dollars
and content management strategies", including information and content management strategies" /
depreciation/amortization, per $100,000 revenue (Total business entity revenue * 0.000010)
Outsourced cost of the process "develop Outsourced cost to perform the process "develop dollars
information and content management strategies", information and content management strategies" /
including depreciation/amortization, per $100,000 (Total business entity revenue * 0.000010)
revenue
Other cost of the process "develop information and Costs other than personnel, systems, overhead, dollars
content management strategies", including and outsourced to perform the process "develop
depreciation/amortization, per $100,000 revenue information and content management strategies" /
(Total business entity revenue * 0.000010)
Overhead cost of the process "develop information Overhead cost to perform the process "develop dollars
and content management strategies", including information and content management strategies" /
depreciation/amortization, per $100,000 revenue (Total business entity revenue * 0.000010)
Number of IT FTEs for the process "develop Number of FTEs who perform the process group FTEs
information and content management strategies" "manage enterprise information" who perform the
per $1 billion revenue process "develop information and content
management strategies" / (Total business entity
revenue * 0.000000001)
Percentage of IT budget for the process group (IT budget related to the process group "manage percent
"manage enterprise information", including enterprise information" allocated to the process
depreciation/amortization, allocated to the process "develop information and content management
"develop information and content management strategies" / IT budget allocated to the process
strategies" group "manage enterprise information") * 100.0
Overhead cost of the process "define enterprise Overhead cost to perform the process "define the dollars
information architecture", including enterprise information architecture" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Outsourced cost of the process "define enterprise Outsourced cost to perform the process "define the dollars
information architecture", including enterprise information architecture" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Personnel cost of the process "define enterprise Personnel cost to perform the process "define the dollars
information architecture", including enterprise information architecture" / (Total
depreciation/amortization, per $1,000 revenue business entity revenue * 0.0010)
Systems cost of the process "define enterprise Systems cost to perform the process "define the dollars
information architecture", including enterprise information architecture" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Total cost of the process "define enterprise Total cost to perform the process "define the dollars
information architecture", including enterprise information architecture" / (Total
depreciation/amortization, per $1,000 revenue business entity revenue * 0.0010)
Number of IT FTEs for the process "define the Number of FTEs who perform the process group 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)
Percentage of IT budget for the process group (IT budget related to the process group "manage percent
"manage enterprise information", including enterprise information" allocated to the process
depreciation/amortization, allocated to the process "define the enterprise information architecture" / IT
"define the enterprise information architecture" budget allocated to the process group "manage
enterprise information") * 100.0
Total cost of the process "manage information Total cost to perform the process "manage dollars
resources", including depreciation/amortization, information resources" / (Total business entity
per $1,000 revenue revenue * 0.0010)
Overhead cost of the process "manage information Overhead cost to perform the process "manage dollars
resources", including depreciation/amortization, information resources" / (Total business entity
per $100,000 revenue revenue * 0.000010)
Personnel cost of the process "manage information Personnel cost to perform the process "manage dollars
resources", including depreciation/amortization, information resources" / (Total business entity
per $1,000 revenue revenue * 0.0010)
Outsourced cost of the process "manage Outsourced cost to perform the process "manage dollars
information resources", including information resources" / (Total business entity
depreciation/amortization, per $100,000 revenue revenue * 0.000010)
Other cost of the process "manage information Costs other than personnel, systems, overhead, dollars
resources", including depreciation/amortization, and outsourced to perform the process "manage
per $100,000 revenue information resources" / (Total business entity
revenue * 0.000010)
Number of IT FTEs for the process "manage Number of FTEs who perform the process group FTEs
information resources" per $1 billion revenue "manage enterprise information" who perform the
process "manage information resources" / (Total
business entity revenue * 0.000000001)
Percentage of IT budget for the process group (IT budget related to the process group "manage percent
"manage enterprise information", including enterprise information" allocated to the process
depreciation/amortization, allocated to the process "manage information resources" / IT budget
"manage information resources" allocated to the process group "manage enterprise
information") * 100.0
Outsourced cost of the process "perform enterprise Outsourced cost to perform the process "perform dollars
data and content management", including enterprise data and content management" / (Total
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
data and content management", including enterprise data and content management" / (Total
depreciation/amortization, per $1,000 revenue business entity revenue * 0.0010)
Overhead cost of the process "perform enterprise Overhead cost to perform the process "perform dollars
data and content management", including enterprise data and content management" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Systems cost of the process "perform enterprise Systems cost to perform the process "perform dollars
data and content management", including enterprise data and content management" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Total cost of the process "perform enterprise data Total cost to perform the process "perform dollars
and content management", including enterprise data and content management" / (Total
depreciation/amortization, per $1,000 revenue business entity revenue * 0.0010)
Number of IT FTEs for the process "perform Number of FTEs who perform the process group 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)
Average cost performance index (CPI) at Cost performance index at completion for Level 5 CPI
completion of project/solution for Level 5 solutions solutions
Average cost performance index (CPI) at Cost performance index at completion for non- CPI
completion of project/solution for all solutions other Level 5 solutions
than Level 5
Total IT budget to perform the process "create IT (IT budget dedicated to supporting product dollars
services and solutions" in support of product development*Percentage of the IT budget
development, including depreciation/amortization, dedicated to "create IT services and
per $1,000 of revenue solutions"*0.01) / (Total business entity revenue*
0.0010)
Percentage of IT budget for product development, Percentage of the IT budget supporting product percent
including depreciation/amortization, that supports development allocated to new platforms/or
new platforms/markets completed or released to markets
production
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
Average time from disposition to customer Cycle time from disposition to customer work days
acceptance for: Level 5 solutions acceptance for Level 5 solutions
Total cost to perform the process group "perform (Total cost to perform the process "perform dollars
planning and management accounting" per $1,000 planning/budgeting/forecasting" + Total cost to
revenue perform the processes "perform cost accounting
and control" and "perform cost management" +
Total cost to perform the process "evaluate and
manage financial performance") / (Total business
entity revenue * .001)
Outsourced cost to perform the process group ((Percentage of total cost of the process "planning, dollars
"perform planning and management accounting" budgeting, and forecasting" allocated to external
per $1,000 revenue costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to external costs * .01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of total cost of the
process "evaluate and manage financial
performance" allocated to external costs * .01 *
Total cost to perform the process "evaluate and
manage financial performance")) / (Total business
entity revenue * .001)
Total internal cost to perform the process group ((Percentage of total cost of the process "planning, dollars
"perform planning and management accounting" budgeting, and forecasting" allocated to internal
per process group FTE costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to internal costs * .01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of total cost of the
process "evaluate and manage financial
performance" allocated to internal costs * .01 *
Total cost to perform the process "evaluate and
manage financial performance")) / (Number of FTEs
who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
who perform the processes "perform cost
accounting and control" and "perform cost
management" + Number of FTEs who perform the
process "evaluate and manage financial
performance")
Systems cost to perform the processes "perform (Percentage of internal cost of the processes dollars
cost accounting and control" and "perform cost "perform cost accounting and control" and
management" per $100,000 revenue "perform cost management" allocated to systems
costs * Percentage of total cost of the process
"perform cost accounting and control" and
"perform cost management" allocated to internal
costs * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / (Total business
entity revenue * 0.00001)
Total cost to perform the processes "perform cost Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost accounting and control" and "perform cost
management" per process FTE management" / Number of FTEs who perform the
processes "perform cost accounting and control"
and "perform cost management"
Total cost to perform the processes "perform cost Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost accounting and control" and "perform cost
management" per $1,000 revenue management" / (Total business entity revenue *
0.001)
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes dollars
cost accounting and control" and "perform cost "perform cost accounting and control" and
management" per $1,000 revenue "perform cost management" allocated to personnel
costs * Percentage of total cost of the process
"perform cost accounting and control" and
"perform cost management" allocated to internal
costs * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / (Total business
entity revenue * 0.001)
Outsourced cost to perform the processes "perform (Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost cost accounting and control" and "perform cost
management" per $1,000 revenue 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)
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent
to the process group "perform planning and "perform planning/budgeting/forecasting" +
management accounting" Number of FTEs who perform the processes
"perform cost accounting and control" and
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance") / Number of FTEs who
perform the function "manage financial resources")
* 100
Total cost to perform the process group "perform (Total cost to perform the process "process dollars
revenue accounting" per $1,000 revenue customer credit" + Total cost to perform the
process "invoice customer" + Total cost to perform
the process "process accounts receivable (AR)" +
Total cost to perform the process "manage and
process adjustments/deductions" + Total cost to
perform the process "manage and process
collections") / (Total business entity revenue *
0.001)
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent
to the processes "manage sales orders", "process "manage sales orders" + Number of FTEs who
customer credit", and "invoice customer" perform the process "process customer credit" +
Number of FTEs who perform the process "invoice
customer") / Number of FTEs who perform the
function "manage financial resources") * 100
Percentage of customer accounts that are active (Number of active customers in customer master percent
customers file / Number of customers in the customer master
file) * 100.0
Total cost to perform the process group "Perform (Total cost to perform the process "manage policies dollars
general accounting and reporting" (excluding fixed and procedures" + Total cost to perform the
assets) per $1,000 revenue process "perform general accounting" + Total cost
to perform the process "perform financial
reporting") / (Total business entity revenue * 0.001)
Total cost to perform the process group "Perform (Total cost to perform the process "manage policies dollars
general accounting and reporting" (excluding fixed and procedures" + Total cost to perform the
assets) per $1 billion revenue process "perform general accounting" + Total cost
to perform the process "perform financial
reporting") / (Total business entity revenue * .
000000001)
Total cost to perform the process group "Perform (Total cost to perform the process "manage policies dollars
general accounting and reporting" (excluding fixed and procedures" + Total cost to perform the
assets) per process group FTE process "perform general accounting" + Total cost
to perform the process "perform financial
reporting") / (Number of FTEs who perform the
process "manage policies and procedures" (general
accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
+ Number of FTEs who perform the process
"perform financial reporting")
Cycle time in days to perform annual close at the Cycle time in calendar days between running trial days
site level balance to completing the consolidated financial
statements
Number of FTEs that perform the process group (Number of FTEs who perform the process FTEs
"perform general accounting and reporting" "manage policies and procedures" (general
(excluding fixed assets) per $1 billion revenue accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
+ Number of FTEs who perform the process
"perform financial reporting") / (Total business
entity revenue * .000000001)
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process 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 the process "perform general accounting"
+ Number of FTEs who perform the process
"perform financial reporting") / Number of FTEs
who perform the function "manage financial
resources") * 100
Number of FTEs that perform the process group (Number of FTEs who perform the process "perform FTEs
"manage fixed-asset project accounting" per $1 capital planning and project approval" + Number of
billion revenue FTEs who perform the process "perform capital
project accounting") / (Total business entity
revenue * .000000001)
Total cost to perform the process group "process (Total cost to perform the process "report time" + dollars
payroll" per $1,000 revenue Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Total business entity revenue * 0.001)
Total cost to perform the process group "process (Total cost to perform the process "report time" + dollars
payroll" per employee paid Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Total number of employees paid
Total cost to perform the process group "process (Total cost to perform the process "report time" + dollars
payroll" per manual check/payment Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Number of payroll disbursements *
Percentage of payroll disbursements that were
manual cheques * .01)
Total cost to perform the process group "process (Total cost to perform the process "report time" + dollars
payroll" per process group FTE Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")
Total cost to perform the process group "process (Total cost to perform the process "report time" + dollars
payroll" per payroll inquiry Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Number of payroll inquiries received
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
Personnel cost to perform the process group ((Total cost to perform the process "report time" * dollars
"process payroll" per $1,000 revenue Percentage of total cost to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to personnel costs * 0.0001) +
(Total cost to perform the process "manage pay" *
Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to personnel costs * 0.0001) + (Total cost
to perform the process "process payroll taxes" *
Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
Percentage of internal costs of the process "report
payroll taxes" allocated to personnel costs *
0.0001)) / (Total business entity revenue * 0.001)
Cycle time in business days to process the payroll Cycle time in business days to process payroll from days
HR/benefits system cut-off to payroll transmit date
First contact resolution rate for payroll inquiries Percentage of payroll inquiries resolved during the percent
initial contact
Number of FTEs that perform the process group (Number of FTEs who perform the process "report FTEs
"process payroll" per $1 billion revenue time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / (Total business
entity revenue * .000000001)
Number of employees paid per FTE that performs Total number of employees paid / (Number of FTEs employees
the process group "process payroll" who perform the process "report time" + Number
of FTEs who perform the process "manage pay" +
Number of FTEs who perform the process "process
payroll taxes")
Number of payroll inquiries per FTE that performs Number of payroll inquiries received / (Number of payroll inquiries
the process group "process payroll" FTEs who perform the process "report time" +
Number of FTEs who perform the process "manage
pay" + Number of FTEs who perform the process
"process payroll taxes")
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process "report percent
to the process group "process payroll" time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / Number of FTEs
who perform the function "manage financial
resources") * 100
Percentage of paid employees that are exempt (Number of employees paid that are salaried percent
employees (exempt) employees / Total number of employees
paid) * 100
Percentage of paid employees that are non-exempt (Number of employees paid that are hourly (non- percent
employees exempt) employees / Total number of employees
paid) * 100
Percentage of paid employees that are retired (Number of employees paid that are retired percent
employees employees receiving payments from payroll / Total
number of employees paid) * 100
Percentage of paid employees that are paid weekly (Number of employees paid weekly / Total number percent
of employees paid) * 100
Percentage of paid employees that are paid bi- (Number of employees paid every two weeks / percent
weekly Total number of employees paid) * 100
Personnel cost to perform the process group (((Total cost to perform the process "process dollars
"process accounts payable and expense accounts payable (AP)" * Percentage of total cost
reimbursements" per $1,000 revenue to perform the process "process accounts payable
(AP)" allocated to internal cost * Percentage of
internal cost to perform the process "process
accounts payable (AP)" allocated to personnel cost)
*.0001) + (Total cost to perform the process
"process expense reimbursements" * Percentage of
total cost to perform the process "process expense
reimbursements" allocated to internal cost *
Percentage of internal cost to perform the process
"process expense reimbursements" allocated to
personnel cost * .0001)) / (Total business entity
revenue * 0.001)
Systems cost to perform the process group ((Total cost to perform the process "process dollars
"process accounts payable and expense accounts payable (AP)" * Percentage of total cost
reimbursements" per $100,000 revenue to perform the process "process accounts payable
(AP)" allocated to internal cost * Percentage of
internal cost of the process "Process accounts
payable" allocated to systems cost *.0001) +
(Total cost to perform the process "process
expense reimbursements" * Percentage of total
cost to perform the process "process expense
reimbursements" allocated to internal cost *
Percentage of internal cost of the process "Process
expense reimbursements" allocated to systems
cost * .0001)) / (Total business entity revenue *
0.00001)
Total cost to perform the process group "process (Total cost to perform the process "process dollars
accounts payable and expense reimbursements" accounts payable (AP)" + Total cost to perform the
per $1 billion revenue process "process expense reimbursements") /
(Total business entity revenue * 0.000000001)
Total cost to perform the process group "process (Total cost to perform the process "process dollars
accounts payable and expense reimbursements" accounts payable (AP)" + Total cost to perform the
per process FTE process "process expense reimbursements") /
(Number of FTEs who perform the process "process
accounts payable (AP)" + Number of FTEs who
perform the process "process expense
reimbursements")
Outsourced cost to perform the process group ((Percentage of total cost of the process "Process dollars
"process accounts payable and expense accounts payable" allocated to external cost *
reimbursements" per $1,000 revenue Total cost to perform the process "process accounts
payable (AP)" / 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)
Number of FTEs that perform the process group (Number of FTEs who perform the process "process FTEs
"process accounts payable and expense accounts payable (AP)" + Number of FTEs who
reimbursements" per $1 billion revenue perform the process "process expense
reimbursements") / (Total business entity revenue *
.000000001)
Outsourced cost to perform the process group (((Total cost to perform the process "process percent
"process accounts payable and expense accounts payable (AP)" * Percentage of total cost
reimbursements" as a percentage of the total cost of the process "Process accounts payable"
of the process group allocated to external cost / 100) + (Total cost to
perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to external cost / 100)) / (Total cost to
perform the process "process accounts payable
(AP)" + Total cost to perform the process "process
expense reimbursements")) * 100
Total cost of the process group "Manage treasury Total cost to perform the process group "manage dollars
operations" per global legal entity supported treasury operations" / Number of global legal
entities supported by treasury management
operation
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
treasury operations" per $1,000 revenue treasury operations" / (Total business entity
revenue * .001)
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
treasury operations" per $1 billion revenue treasury operations" / (Total business entity
revenue * .000000001)
Return on invested capital Return on invested capital percent
Number of FTEs that perform the process group Number of FTEs who perform the process group FTEs
"manage treasury operations" per $1 billion "manage treasury operations" / (Total business
revenue entity revenue * .000000001)
Total cost to perform the process group "manage ((Total cost to perform the process "establish percent
internal controls" as a percentage of revenue internal controls, policies, and procedures" + Total
cost to perform the process "operate controls and
monitor compliance with internal controls policies
and procedures" + Total cost to perform the
process "report on internal controls compliance") /
Total business entity revenue) * 100.0
Total cost to perform the process group "manage (Total cost to perform the process "establish dollars
internal controls" per $1 billion revenue internal controls, policies, and procedures" + Total
cost to perform the process "operate controls and
monitor compliance with internal controls policies
and procedures" + Total cost to perform the
process "report on internal controls compliance") /
(Total business entity revenue * 0.000000001)
Total cost to perform the process group "manage (Total cost to perform the process "establish dollars
internal controls" per process FTE internal controls, policies, and procedures" + Total
cost to perform the process "operate controls and
monitor compliance with internal controls policies
and procedures" + Total cost to perform the
process "report on internal controls compliance") /
(Number of FTEs who perform the process
"establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor compliance
with internal controls policies and procedures" +
Number of FTEs who perform the process "report
on internal controls compliance")
Personnel cost to perform the process group (Personnel cost to perform the process "establish dollars
"manage internal controls" per $1,000 revenue internal controls, policies, and procedures" +
Personnel cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" + Personnel cost
to perform the process "report on internal controls
compliance") / (Total business entity revenue *
0.0010)
Number of FTEs that perform the process group (Number of FTEs who perform the process FTEs
"manage internal controls" per $1 billion revenue "establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor compliance
with internal controls policies and procedures" +
Number of FTEs who perform the process "report
on internal controls compliance") / (Total business
entity revenue * .000000001)
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent
to the process group "manage internal controls" "establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor compliance
with internal controls policies and procedures" +
Number of FTEs who perform the process "report
on internal controls compliance") / Number of FTEs
who perform the function "manage financial
resources") * 100
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
taxes" per $1,000 revenue taxes" / (Total business entity revenue * .001)
Overhead and other costs to perform the process (Percentage of internal costs of the process dollars
"perform planning/budgeting/forecasting" per "planning, budgeting, and forecasting" allocated to
$100,000 revenue overhead and other costs * Percentage of total cost
of the process "planning, budgeting, and
forecasting" allocated to internal costs * 0.0001 *
Total cost to perform the process "perform
planning/budgeting/forecasting") / (Total business
entity revenue * 0.00001)
Total 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
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") /
Number of FTEs who perform the process "perform
planning/budgeting/forecasting"
Total cost to perform the process "perform (Total cost to perform the process "perform percent
planning/budgeting/forecasting" as a percentage of planning/budgeting/forecasting" / Total business
revenue entity revenue) * 100
Total cost to perform the process "perform Total cost to perform the process "perform dollars
planning/budgeting/forecasting" per process FTE planning/budgeting/forecasting" / Number of FTEs
who perform the process "perform
planning/budgeting/forecasting"
Personnel cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per process FTE "planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * 0.0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") / Number of FTEs
who perform the process "perform
planning/budgeting/forecasting"
Personnel cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per $1,000 "planning, budgeting, and forecasting" allocated to
revenue personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * 0.0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") / (Total business
entity revenue * 0.001)
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 Cycle time in days to update/revise the rolling days
forecast forecast
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 entity revenue * .000000001)
Number of budget versions produced before final Number of budget versions produced before final budget versions
approval approval
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 Number of line items budgeted for the complete line items
the process "perform budget / Number of FTEs who perform the process
planning/budgeting/forecasting" "perform planning/budgeting/forecasting"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "perform percent
to the process "perform planning/ budgeting/ planning/budgeting/forecasting" / Number of FTEs
forecasting" who perform the function "manage financial
resources") * 100
Total internal cost to perform the process "evaluate (Percentage of total cost of the process "evaluate dollars
and manage financial performance" per process and manage financial performance" allocated to
FTE internal costs * .01 * Total cost to perform the
process "evaluate and manage financial
performance") / Number of FTEs who perform the
process "evaluate and manage financial
performance"
Outsourced cost to perform the process "evaluate (Percentage of total cost of the process "evaluate dollars
and manage financial performance" per $1,000 and manage financial performance" allocated to
revenue external costs * 0.01 * Total cost to perform the
process "evaluate and manage financial
performance") / (Total business entity revenue *
0.001)
Personnel cost to perform the process "evaluate (Percentage of internal costs of the process dollars
and manage financial performance" per $1,000 "evaluate and manage financial performance"
revenue allocated to personnel cost * Percentage of total
cost of the process "evaluate and manage financial
performance" allocated to internal costs * 0.0001 *
Total cost to perform the process "evaluate and
manage financial performance") / (Total business
entity revenue * 0.001)
Systems cost to perform the process "evaluate and (Percentage of internal costs of the process dollars
manage financial performance" per $100,000 "evaluate and manage financial performance"
revenue allocated to systems costs * Percentage of total
cost of the process "evaluate and manage financial
performance" allocated to internal costs * 0.0001 *
Total cost to perform the process "evaluate and
manage financial performance") / (Total business
entity revenue * 0.00001)
Total cost to perform the process "evaluate and Total cost to perform the process "evaluate and dollars
manage financial performance" per process FTE manage financial performance" / Number of FTEs
who perform the process "evaluate and manage
financial performance"
EBITDA margin (current reporting period) (Earnings before interest, taxes, depreciation and percent
amortization for the current 12-month period / Total
business entity revenue) * 100.0
Compounded annual growth rate of revenue over (((Total business entity revenue / Total revenue percent
the past three reporting periods over the past three reporting periods) ^ 0.3333) -
1) * 100.0
Personnel cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per process FTE 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") / Number of FTEs who
perform the process "process customer credit"
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per active customer customer credit" / Number of active customers in
customer master file
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per customer account customer credit" / Number of customers in the
customer master file
Total cost to perform the process "process (Total cost to perform the process "process percent
customer credit" as a percentage of revenue customer credit" / Total business entity revenue) *
100
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per process FTE customer credit" / Number of FTEs who perform the
process "process customer credit"
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per $1 billion revenue customer credit" / (Total business entity revenue * .
000000001)
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per $1,000 revenue customer credit" / (Total business entity revenue * .
001)
Personnel cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per $1,000 revenue customer credit" allocated to internal costs *
Percentage of internal costs of the process
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process "process (Total cost to perform the process "process dollars
customer credit" per $1,000 revenue customer credit" * Percentage of total cost of the
process "process customer credit" allocated to
external costs * 0.01) / (Total business entity
revenue * 0.001)
Cycle time in days for credit approval Cycle time in days for credit approval days
Percentage of FTEs who perform the process (Number of FTEs who perform the process "process percent
"process customer credit" who perform customer credit" who perform management
management activities activities / Number of FTEs who perform the
process "process customer credit") * 100.0
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per active customer customer" / Number of active customers in
customer master file
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per customer account customer" / Number of customers in the customer
master file
Overhead and other costs to perform the process (Percentage of internal costs of the process dollars
"invoice customers" per $100,000 revenue "invoice customer" allocated to overhead and
other costs * Percentage of total cost of the
process "invoice customer" allocated to internal
costs * 0.0001 * Total cost to perform the process
"invoice customer") / (Total business entity revenue
* 0.00001)
Outsourced cost to perform the process "invoice (Total cost to perform the process "invoice dollars
customer" per $1,000 revenue customer" * Percentage of total cost of the process
"invoice customer" allocated to external costs *
0.01) / (Total business entity revenue * 0.001)
Personnel cost to perform the process "invoice (Total cost to perform the process "invoice dollars
customer" per $1,000 revenue customer" * Percentage of total cost of the process
"invoice customer" allocated to internal costs *
Percentage of internal costs of the process "invoice
customer" allocated to personnel cost * 0.0001) /
(Total business entity revenue * 0.001)
Systems cost to perform the process "invoice (Percentage of total cost of the process "invoice dollars
customer" per $100,000 revenue customer" allocated to internal costs * Percentage
of internal cost of the process "Invoice customer"
allocated to systems costs * 0.0001 * Total cost to
perform the process "invoice customer") / (Total
business entity revenue * 0.00001)
Total cost to perform the process "invoice (Total cost to perform the process "invoice percent
customer" as a percentage of revenue customer" / Total business entity revenue) * 100.0
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per process FTE customer" / Number of FTEs who perform the
process "invoice customer"
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per $1 billion revenue customer" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per $1,000 revenue customer" / (Total business entity revenue * .001)
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per invoice line item processed customer" / Number of line items billed/invoiced
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per invoice processed customer" / Number of invoices billed to customer
Cycle time in days between transmission of invoice Cycle time in calendar days from the transmission days
and shipment of goods or delivery of services of an invoice/bill to shipping/providing the
good/service
Cycle time in days to generate complete and Cycle time in days to generate complete and days
correct billing data correct billing data
Number of FTEs that perform the process "invoice Number of FTEs who perform the process "invoice FTEs
customer" per $1 billion revenue customer" / (Total business entity revenue * .
000000001)
Number of invoice line items processed per FTE Number of line items billed/invoiced / Number of invoice line items
that performs the process "invoice customer" FTEs who perform the process "invoice customer"
Average value per line item billed Total value of line items billed/invoiced / Number of dollars
line items billed/invoiced
Average number of line items per invoice Number of line items billed/invoiced / Number of invoice line items
invoices billed to customer
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who perform management customer" who perform management activities /
activities Number of FTEs who perform the process "invoice
customer") * 100.0
Percentage of billed/invoiced line items offering a Percentage of line items billed/invoiced offering a percent
discount for which the discount is taken discount for which the discount is taken
Percentage of invoice line items that are Percentage of invoices billed with credit terms percent
denominated in a foreign currency
Total cost to perform the process "process accounts (Total cost to perform the process "process percent
receivable (AR)" as a percentage of revenue accounts receivable (AR)" / Total business entity
revenue) * 100
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
receivable (AR)" per process FTE receivable (AR)" / Number of FTEs who perform the
process "process accounts receivable (AR)"
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
receivable (AR)" per $1 billion revenue receivable (AR)" / (Total business entity revenue * .
000000001)
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
receivable (AR)" per $1,000 revenue receivable (AR)" / (Total business entity revenue * .
001)
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
receivable (AR)" per customer receipt receivable (AR)" / Number of receipts processed
Systems cost to perform the process "process (Percentage of internal cost of the process "Process dollars
accounts receivable (AR)" per $100,000 revenue accounts receivable (AR)" allocated to systems
costs * Percentage of total cost to perform the
process "process accounts receivable (AR)"
allocated to internal costs * 0.0001 * Total cost to
perform the process "process accounts receivable
(AR)") / (Total business entity revenue * .00001)
Personnel cost to perform the process "process (Percentage of internal costs to perform the dollars
accounts receivable (AR)" per $1,000 revenue process "process accounts receivable (AR)"
allocated to personnel costs * Percentage of total
cost to perform the process "process accounts
receivable (AR)" allocated to internal costs *
0.0001 * Total cost to perform the process "process
accounts receivable (AR)") / (Total business entity
revenue * .001)
Outsourced cost to perform the process "process Outsourced cost to perform the process "process dollars
accounts receivable (AR)" per $1,000 revenue accounts receivable (AR)" / (Total business entity
revenue *.0010)
Days sales outstanding Average days sales outstanding in accounts days
receivable
Cycle time in days from transmission of invoice to Cycle time in calendar days from invoicing a days
receipt of payment customer to the receipt of payment
Percentage of invoice line items paid in full the first (Number of billed/invoiced line items paid in full percent
time the first time / Number of line items
billed/invoiced) * 100
Percentage of receipts received electronically or Percentage of receipts received electronically or percent
automatically automatically
Outstanding payment days as a proportion of Average days sales outstanding in accounts days
standard payment days receivable / Standard payment terms in calendar
days for accounts receivable
Percentage of receipts automatically matched to (Number of receipts that are automatically percent
open items in the accounts receivable sub ledger matched to open items in the accounts receivable
sub ledger / Number of receipts processed) * 100
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
accounts receivable (AR)" per $1 billion revenue accounts receivable (AR)" / (Total business entity
revenue * .000000001)
Percentage of line items billed/invoiced that is Percentage of line items billed/invoiced into the percent
entered into the general ledger through an system through an automated method
automated method
Accounts receivable per $1,000 revenue Value of accounts receivable outstanding / (Total dollars
business entity revenue * 0.0010)
Number of invoices billed per FTE that performs Number of invoices billed to customer / Number of invoices
the process "process accounts receivable (AR)" FTEs who perform the process "process accounts
receivable (AR)"
Number of customer accounts per FTE that Number of customers in the customer master file / customer accounts
performs the process "process accounts receivable Number of FTEs who perform the process "process
(AR)" accounts receivable (AR)"
Number of receipts processed per FTE that Number of receipts processed / Number of FTEs receipts
performs the process "process accounts receivable who perform the process "process accounts
(AR)" receivable (AR)"
Number of invoice line items per receipt Number of line items billed/invoiced / Number of invoice line items
receipts processed
Systems cost to perform the process "process Percentage of internal cost of the process "Process percent
accounts receivable" as a percentage of the total accounts receivable (AR)" allocated to systems
cost of the process costs * Percentage of total cost to perform the
process "process accounts receivable (AR)"
allocated to internal costs * 0.01
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent
to the processes "process accounts receivable "process accounts receivable (AR)" + Number of
(AR)," "manage and process collections," and FTEs who perform the process "manage and
"manage and process adjustments/deductions" process collections" + Number of FTEs who
perform the process "manage and process
adjustments/deductions") / Number of FTEs who
perform the function "manage financial resources")
* 100
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "process percent
to the process "process accounts receivable (AR)" accounts receivable (AR)" / Number of FTEs who
perform the function "manage financial resources")
* 100
Number of receipts processed per $1,000 of Number of receipts processed / (Total business receipts
revenue entity revenue * 0.001)
Outsourced cost to perform the process "manage Outsourced cost to perform the process "manage dollars
and process collections" per $1,000 revenue and process collections" / (Total business entity
revenue *.0010)
Systems cost to perform the process "manage and (Percentage of internal cost of the process dollars
process collections" per $100,000 revenue "Manage and process collections" allocated to
systems costs * Percentage of total cost of the
process "manage and process collections"
allocated to internal costs * 0.0001 * Total cost to
perform the process "manage and process
collections") / (Total business entity revenue * .
00001)
Total cost to perform the process "manage and (Total cost to perform the process "manage and percent
process collections" as a percentage of revenue process collections" / Total business entity
revenue) * 100
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per $1 billion revenue process collections" / (Total business entity
revenue * .000000001)
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per $1,000 revenue process collections" / (Total business entity
revenue * .001)
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per active customer process collections" / Number of active customers
in customer master file
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per process FTE process collections" / Number of FTEs who perform
the process "manage and process collections"
Total uncollectable balances as a percentage of (Total value of uncollectable balances / Total percent
revenue business entity revenue) * 100
Percentage of invoices billed to customers that (Number of invoices billed with credit terms / percent
have credit terms Number of invoices billed to customer) * 100.0
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
and process collections" per $1 billion revenue and process collections" / (Total business entity
revenue * .000000001)
Percentage of invoice line items that is adjusted by (Number of billed/invoiced line items that are percent
the customer prior to payment adjusted prior to paying / Number of line items
billed/invoiced) * 100
Number of invoices billed per FTE that performs Number of invoices billed to customer/Number of invoices
the process "manage and process collections" FTEs who perform the process "manage and
process collections"
Number of active customers managed per FTE that Number of active customers in customer master customers
performs the process "manage and process file / Number of FTEs who perform the process
collections" "manage and process collections"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "manage and process collections" "manage and process collections" / Number of FTEs
who perform the function "manage financial
resources") * 100
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process adjustments/deductions" per $1,000 process adjustments/deductions" / (Total business
revenue entity revenue * .001)
Personnel cost to perform the process "manage (Percentage of internal costs of the process dollars
and process adjustments/deductions" per $1,000 "manage and process adjustments/deductions"
revenue allocated to personnel cost * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal costs
* 0.0001 * Total cost to perform the process
"manage and process adjustments/deductions") /
(Total business entity revenue * .001)
Outsourced cost to perform the process "manage Outsourced cost to perform the process "manage dollars
and process adjustments/deductions" per $1,000 and process adjustments/deductions" / (Total
revenue business entity revenue *.0010)
Cycle time in days to resolve adjustments Cycle time in calendar days from identifying an days
adjustment to fully resolving and reflecting it in the
accounting records
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
and process adjustments/deductions" per $1 billion and process adjustments/deductions" / (Total
revenue business entity revenue * .000000001)
Number of adjustments and deductions per FTE Number of adjustments/deductions / Number of adjustments and
that performs the process "manage and process FTEs who perform the process "manage and deductions
adjustments/deductions" process adjustments/deductions"
Outsourced cost to perform the process "manage Outsourced cost to perform the process "manage dollars
policies and procedures" per $1,000 revenue policies and procedures" / (Total business entity
revenue *.0010)
Personnel cost to perform the process "manage (Total cost to perform the process "manage policies dollars
financial policies and procedures" per $1,000 and procedures" * Percentage of total cost of the
revenue process "Manage policies and procedures"
allocated to internal cost * Percentage of internal
cost of the process "Manage policies and
procedures" allocated to personnel cost * .0001) /
(Total business entity revenue * 0.001)
Total cost to perform the process "Manage financial Total cost to perform the process "manage policies dollars
policies and procedures" per $1,000 revenue and procedures" / (Total business entity revenue *
0.001)
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
financial policies and procedures" per $1 billion policies and procedures" (general accounting and
revenue reporting) / (Total business entity revenue * .
000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "manage policies and procedures" "manage policies and procedures" (general
accounting and reporting) / Number of FTEs who
perform the function "manage financial resources")
* 100
Percentage of FTEs who perform the process group (Number of FTEs who perform the process percent
"Perform general accounting and reporting" "manage policies and procedures" (general
allocated to the process "Manage policies and accounting and reporting) * 100) / (Number of FTEs
procedures" 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 fixed-asset
accounting" + Number of FTEs who perform the
process "perform financial reporting")
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per $1,000 revenue accounting" / (Total business entity revenue *
0.001)
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per journal entry line item accounting" / Number of journal entry line items
processed
Total cost to perform the process "Perform general Total cost to perform the process "perform general dollars
accounting" per process FTE accounting" / Number of FTEs who perform the
process "perform general accounting"
Personnel cost to perform the process "perform (Total cost to perform the process "perform general dollars
general accounting" per $1,000 revenue accounting" * Percentage of total cost of the
process "Perform general accounting" allocated to
internal cost * Percentage of internal cost of the
process "Perform general accounting" allocated to
personnel cost * .0001) / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "perform (Total cost to perform the process "perform general dollars
general accounting" per process FTE accounting" * Percentage of total cost of the
process "Perform general accounting" allocated to
internal cost * Percentage of internal cost of the
process "Perform general accounting" allocated to
personnel cost * .0001) / Number of FTEs who
perform the process "perform general accounting"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "perform percent
to the process "perform general accounting" general accounting" / Number of FTEs who perform
the function "manage financial resources") * 100
Personnel cost to perform the process "Perform Personnel cost to perform the process "perform dollars
fixed-asset accounting" per process FTE fixed-asset accounting" / Number of FTEs who
perform the process "perform fixed-asset
accounting"
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform dollars
fixed-asset accounting" per $1,000 revenue fixed-asset accounting" / (Total business entity
revenue *.0010)
Total cost to perform the fixed assets cycle per (Total cost to perform the process "perform capital dollars
$1,000 revenue planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / (Total business
entity revenue * 0.0010)
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
fixed-asset accounting" per $100,000 revenue fixed-asset accounting" / (Total business entity
revenue * 0.000010)
Total cost of the depreciation expense per $1,000 Depreciation expense for fixed assets / (Total dollars
revenue business entity revenue * 0.0010)
Total cost to perform the fixed assets cycle as ((Total cost to perform the process "perform capital percent
percentage of revenue planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / Total business
entity revenue) * 100.0
Total cost to perform the fixed assets cycle per $1 (Total cost to perform the process "perform capital dollars
billion revenue planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / (Total business
entity revenue * 0.000000001)
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
fixed-asset accounting" per $1,000 revenue fixed-asset accounting" / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
fixed-asset accounting" per fixed asset transaction fixed-asset accounting" / Number of fixed asset
transactions
Total cost to perform the process "perform fixed- Total cost to perform the process "perform fixed- dollars
asset accounting" per $1,000 revenue asset accounting" / (Total business entity revenue *
0.0010)
Total cost to perform the process "perform fixed- Total cost to perform the process "perform fixed- dollars
asset accounting" per fixed asset transaction asset accounting" / Number of fixed asset
transactions
Total cost of repair and maintenance per $1,000 Cost to repair and maintain fixed assets / (Gross dollars
gross value of fixed assets value of fixed assets * 0.0010)
Cycle time in days to capitalize a fixed asset Cycle time in calendar days to capitalize a fixed days
purchase asset purchase
Cycle time in days to close a capital project Cycle time in days to close a capital project days
Cycle time in days to complete an approved capital Cycle time in days to complete an approved capital days
expenditure plan expenditure plan
Percentage of approved capital projects considered Percentage of approved capital projects considered percent
within or on budget for spending within or on budget for spending
Percentage of capital projects budgeted and ((Number of capital projects approved in the past percent
approved in the capital expenditure plan 12 months - Approved and non-budgeted capital
projects) / Number of capital projects approved in
the past 12 months) * 100.0
Percentage of capital projects completed on time Percentage of capital projects completed on time percent
Fixed asset turnover Total business entity revenue / Net book value of percent
fixed assets
Return on fixed assets Return on fixed assets percent
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
fixed-asset accounting" per $1 billion revenue fixed-asset accounting" / (Total business entity
revenue * 0.000000001)
Number of journal entry line items for fixed asset Number of journal entry line items processed to journal entry line
transactions per fixed asset accounting FTE record fixed asset transactions / Number of FTEs items
who perform the process "perform fixed-asset
accounting"
Number of fixed assets managed per FTE that Number of fixed assets managed / Number of FTEs fixed assets
performs the process "perform fixed-asset who perform the process "perform fixed-asset
accounting" accounting"
Number of fixed assets transactions per FTE that Number of fixed asset transactions / Number of fixed asset
performs the process "perform fixed-asset FTEs who perform the process "perform fixed-asset transactions
accounting" accounting"
Net value of fixed assets as a percentage of gross (Net book value of fixed assets / Gross value of percent
value of fixed assets fixed assets) * 100.0
Fixed asset transactions resulting from physical (Number of fixed asset transactions from physical percent
inventories as a percentage of total fixed asset inventories / Number of fixed asset transactions) *
transactions 100.0
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "perform percent
to the process "perform fixed asset accounting" fixed-asset accounting" / Number of FTEs who
perform the function "manage financial resources")
* 100
Percentage of FTEs who perform the process group (Number of FTEs who perform the process "perform percent
"Perform general accounting and reporting" fixed-asset accounting" * 100) / (Number of FTEs
allocated to the process "Perform fixed-asset who perform the process "manage policies and
accounting" procedures" (general accounting and reporting) +
Number of FTEs who perform the process "perform
general accounting" + Number of FTEs who
perform the process "perform fixed-asset
accounting" + Number of FTEs who perform the
process "perform financial reporting")
Total value of Assets Under Management per Total value of Assets Under Management for the dollars
$1,000 revenue overall organization / (Total annual revenue for
retail banking operation * .001)
Personnel cost to perform the process "Perform (Total cost to perform the process "perform dollars
financial reporting" per process FTE financial reporting" * Percentage of total cost of the
process "Perform financial reporting" allocated to
internal cost * Percentage of internal cost of the
process "Perform financial reporting" allocated to
personnel cost * .0001) / Number of FTEs who
perform the process "perform financial reporting"
Total cost to perform the process "perform financial Total cost to perform the process "perform financial dollars
reporting" per process FTE reporting" / Number of FTEs who perform the
process "perform financial reporting"
Total cost to perform the process "perform financial Total cost to perform the process "perform financial dollars
reporting" per $1,000 revenue reporting" / (Total business entity revenue * 0.001)
Personnel cost to perform the process "perform (Total cost to perform the process "perform dollars
financial reporting" per $1,000 revenue 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)
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform dollars
financial reporting" per $1,000 revenue financial reporting" / (Total business entity revenue
*.0010)
Cycle time in days from producing annual flash Cycle time in calendar days from producing flash days
reports to completing consolidated annual financial reports and completing the consolidated financial
statements statements
Cycle time in calendar days from producing Cycle time in calendar days from producing days
monthly flash reports to completing the monthly monthly flash reports and completing the monthly
consolidated financial statements consolidated financial statements
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 Cycle time in days between completion of days
quarterly consolidated financial statements and quarterly consolidated financial statements and
the release of earnings the release of earnings
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "perform percent
to the process "perform financial reporting" financial reporting" / Number of FTEs who perform
the function "manage financial resources") * 100
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
capital planning and project approval" per process capital planning and project approval" / Number of
FTE FTEs who perform the process "perform capital
planning and project approval"
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform dollars
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue business entity revenue *.0010)
Actual capital expenditure as a percentage of (Actual capital spending one year prior / Capital percent
budgeted capital expenditures for one year prior expenditure budget one year prior) * 100.0
Actual capital expenditure as a percentage of (Actual capital spending two years prior / Capital percent
budgeted capital expenditures for two years prior expenditure budget two years prior) * 100.0
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
capital planning and project approval" per $1 capital planning and project approval" / (Total
billion revenue business entity revenue * .000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "perform percent
to the process "perform capital planning and capital planning and project approval" / Number of
project approval" FTEs who perform the function "manage financial
resources") * 100
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 Total cost to perform the process "perform capital dollars
accounting" per approved capital project project accounting" / Number of capital projects
approved in the past 12 months
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
capital project accounting" per $100,000 revenue capital project accounting" / (Total business entity
revenue * 0.000010)
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
capital project accounting" per $1,000 revenue capital project accounting" / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform dollars
capital project accounting" per $1,000 revenue capital project accounting" / (Total business entity
revenue *.0010)
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
capital project accounting" per $1 billion revenue capital project accounting" / (Total business entity
revenue * 0.000000001)
Number of capital projects not budgeted as a (Approved and non-budgeted capital projects / percent
percentage of approved projects Number of capital projects approved in the past 12
months) * 100.0
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "perform percent
to the process "perform capital project accounting" capital project accounting" / Number of FTEs who
perform the function "manage financial resources")
* 100
Outsourced cost to perform the process "report (Total cost to perform the process "report time" * dollars
time" per employee paid Percentage of total cost to perform the process
"report time" allocated to external costs * .01) /
Total number of employees paid
Overhead and other costs to perform the process (Total cost to perform the process "report time" * dollars
"report time" per employee paid Percentage of total cost to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to overhead and other costs * .
0001)/Total number of employees paid
Outsourced cost to perform the process "report (Total cost to perform the process "report time" * dollars
time" per $1,000 revenue Percentage of total cost to perform the process
"report time" allocated to external costs * .01)/
(Total business entity revenue * 0.001)
Personnel cost to perform the process "report time" (Total cost to perform the process "report time" * dollars
per $1,000 revenue Percentage of total cost to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to personnel costs * 0.0001) / (Total
business entity revenue * 0.001)
Personnel cost to perform the process "report time" (Percentage of internal costs of the process "report dollars
per employee paid time" allocated to personnel costs * Percentage of
total cost to perform the process "report time"
allocated to internal costs * 0.0001 * Total cost to
perform the process "report time") / Total number
of employees paid
Total cost to perform the process "report time" per Total cost to perform the process "report time" / dollars
$1,000 revenue (Total business entity revenue * 0.001)
Total cost to perform the process "report time" per Total cost to perform the process "report time" / dollars
employee paid Total number of employees paid
Total cost to perform the process "report time" per Total cost to perform the process "report time" / dollars
time record processed Number of time records processed
Percentage of time records that are processed first Percentage of time records processed error-free the percent
time error free first time
Percentage of time records that are returned to the Percentage of time records returned to the the field percent
employee/field for validation and/or correction for validation and/or correction
Number of time records processed per FTE that Number of time records processed / Number of time records
performs the process "report time" FTEs who perform the process "report time"
Percentage of total FTEs that perform the process (Number of FTEs who perform the process "report percent
group "process payroll" that perform the process time" /(Number of FTEs who perform the process
"report time" "report time"+Number of FTEs who perform the
process "manage pay"+Number of FTEs who
perform the process "process payroll taxes") ) *
100
Overhead and other costs to perform the process (Total cost to perform the process "manage pay" * dollars
"manage pay" per employee paid Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to overhead and other costs * .
0001)/Total number of employees paid
Overhead cost and other costs to perform the (Total cost to perform the process "manage pay" * dollars
process "manage pay" per $1,000 revenue Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to overhead and other costs * .0001)/
(Total business entity revenue * 0.001)
Outsourced cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per employee paid Percentage of total cost of the process "manage
pay" allocated to external costs * .01)/Total number
of employees paid
Total cost to perform the process "manage pay" per Total cost to perform the process "manage pay" / dollars
$1,000 revenue (Total business entity revenue * 0.001)
Total cost to perform the process "manage pay" per Total cost to perform the process "manage pay" / dollars
employee paid Total number of employees paid
Total cost to perform the process "manage pay" per Total cost to perform the process "manage pay" / dollars
payroll disbursement Number of payroll disbursements
Personnel cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per $1,000 revenue Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to personnel costs * 0.0001) / (Total
business entity revenue * 0.001)
Personnel cost to perform the process "manage (Percentage of internal costs of the process dollars
pay" per employee paid "manage pay" allocated to personnel costs *
Percentage of total cost of the process "manage
pay" allocated to internal costs * 0.0001 * Total
cost to perform the process "manage pay" ) / Total
number of employees paid
Outsourced cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per $1,000 revenue Percentage of total cost of the process "manage
pay" allocated to external costs * .01)/(Total
business entity revenue * 0.001)
Cycle time in business days to reflect a new Cycle time in business days from the effective date days
employee in the payroll system of hire for a new employee until they are included
in the payroll system
Cycle time in business days to remove a Cycle time in business days from the effective date days
terminated employee from the payroll system that an employee is terminated until they are
removed from the payroll system
Cycle time in business days to resolve a payroll Cycle time in business days from when an error is days
error identified/reported to when it is fully resolved and
reflected in the accounting records
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
pay" per 1,000 employees paid pay" / (Total number of employees paid * 0.001)
Percentage of total FTEs that perform the process (Number of FTEs who perform the process percent
group "process payroll" that perform the process "manage pay" / (Number of FTEs who perform the
"manage pay" process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
FTEs who perform the process "process payroll
taxes")) * 100
Business days the HR/Benefits system is open for Number of business days HR/Benefit system is days
employee data changes, new hires and termination open for employee data changes, new hires, and
during payroll period terminations during payroll period
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "manage pay" "manage pay" / Number of FTEs who perform the
function "manage financial resources") * 100
Outsourced cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per employee paid taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
external costs * .01)/Total number of employees
paid
Overhead and other costs to perform the process (Total cost to perform the process "process payroll dollars
"process payroll taxes" per employee paid taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
internal costs * Percentage of internal costs of the
process "report payroll taxes" allocated to
overhead and other costs * .0001)/Total number of
employees paid
Outsourced cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
external costs * .01)/(Total business entity revenue
* 0.001)
Personnel cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
internal costs * Percentage of internal costs of the
process "report payroll taxes" allocated to
personnel costs * 0.0001) / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "process (Percentage of internal costs of the process "report dollars
payroll taxes" per employee paid payroll taxes" allocated to personnel costs *
Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process "process
payroll taxes") / Total number of employees paid
Systems cost to perform the process "process (Percentage of internal cost to perform the process dollars
payroll taxes" per employee paid "process payroll taxes" allocated to systems costs *
Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process "process
payroll taxes") / Total number of employees paid
Total cost to perform the process "process payroll Total cost to perform the process "process payroll dollars
taxes" per employee paid taxes" / Total number of employees paid
Cycle time in business days from notification of Cycle time in business days from notification of days
required garnishment to the time the garnishment required garnishment to the time the garnishment
is processed in the payroll system and scheduled is processed in the payroll system and scheduled
for withholding for withholding
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
payroll taxes" per 1,000 employees paid payroll taxes" / (Total number of employees paid *
0.001)
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
payroll taxes" per $1 billion revenue payroll taxes" / (Total business entity revenue * .
000000001)
Percentage of total FTEs that perform the process (Number of FTEs who perform the process "process percent
group "process payroll" that perform the process payroll taxes" / (Number of FTEs who perform the
"process payroll taxes" process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
FTEs who perform the process "process payroll
taxes")) * 100
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "process percent
to the process "process payroll taxes" payroll taxes" / Number of FTEs who perform the
function "manage financial resources") * 100
Total cost to perform the process "process accounts Total cost to perform the process "process accounts Dollars
payable" per thousand barrel of oil equivalent payable (AP)" / (Average oil and gas net production
(BOE) (BOE/day) * .001)
Total cost to perform the process "process accounts Total cost to perform the process "process accounts Dollars
payable" per gross operated producing well payable (AP)" / Total operated producing well count
Total cost to perform the process "Process accounts Total cost to perform the process "process accounts dollars
payable" per $1 billion revenue payable (AP)" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "Process accounts Total cost to perform the process "process accounts dollars
payable" per $1,000 purchases payable (AP)" / (Value of all materials and services
purchased * 0.001)
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
payable (AP)" per $1,000 revenue payable (AP)" / (Total business entity revenue *
0.001)
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
payable (AP)" per disbursement/payment payable (AP)" / Total number of disbursements
excluding T&E disbursements
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
payable" per invoice line item processed payable (AP)" / Number of invoice line items
processed
Systems cost to perform the process "process ((Total cost to perform the process "process dollars
accounts payable (AP)" per $100,000 revenue accounts payable (AP)" * Percentage of total cost
to perform the process "process accounts payable
(AP)" allocated to internal cost * Percentage of
internal cost of the process "Process accounts
payable" allocated to systems cost) *.0001) /
(Total business entity revenue * 0.00001)
Value of purchases (in millions) per FTE that Value of all materials and services purchased / dollars
performs the process "process accounts payable (Number of FTEs who perform the process "process
(AP)" accounts payable (AP)" * 1000000)
Personnel cost to perform the process "process ((Total cost to perform the process "process dollars
accounts payable" per process FTE accounts payable (AP)" * Percentage of total cost
to perform the process "process accounts payable
(AP)" allocated to internal cost * Percentage of
internal cost to perform the process "process
accounts payable (AP)" allocated to personnel cost)
*.0001) / Number of FTEs who perform the process
"process accounts payable (AP)"
Personnel cost to perform the process "process ((Total cost to perform the process "process dollars
accounts payable (AP)" per $1,000 revenue accounts payable (AP)" * Percentage of total cost
to perform the process "process accounts payable
(AP)" allocated to internal cost * Percentage of
internal cost to perform the process "process
accounts payable (AP)" allocated to personnel cost)
*.0001) / (Total business entity revenue * 0.001)
Outsourced cost to perform the process "process (Percentage of total cost of the process "Process dollars
accounts payable (AP)" per $1,000 revenue accounts payable" allocated to external cost *
Total cost to perform the process "process accounts
payable (AP)" / 100) / (Total business entity
revenue * 0.001)
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
payable (AP)" per invoice processed payable (AP)" / Number of invoices processed
Cycle time in days from receipt of invoice until Cycle time in calendar days from receipt of an days
payment is transmitted invoice until payment is transmitted
Cycle time in days to resolve an invoice error Cycle time in calendar days from discovering an days
invoice error to its resolution
Cycle time in hours to enter invoice data into the Cycle time in hours from the receipt of an invoice hours
system to its entry into the accounts payable/invoicing
system
Cycle time in days from receipt of invoice until Cycle time in calendar days from the receipt of an days
approved and scheduled for payment invoice to its approval and scheduling
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable (AP)" per $1 billion revenue accounts payable (AP)" / (Total business entity
revenue * .000000001)
Percentage of disbursements that are first time Percentage of disbursements that is processed percent
error free error-free the first time
Percentage of discounts available that are taken (Number of invoice line items that are paid within percent
the discount period / Number of invoice line items
received that offer a discount) * 100
Percentage of invoice line items received Percentage of invoice line items received percent
electronically electronically
Percentage of invoice line items that are matched Percentage of invoice line items that is matched percent
the first time the first time
Percentage of invoices paid within the discount (Number of invoices paid within discount period / percent
period Number of invoices processed) * 100.0
Percentage of invoice line items which are Percentage of invoice line items that is entered percent
manually keyed into the financial system into the financial system by manual keying
Percentage of invoice line items matched with a Percentage of invoice line items that is matched percent
purchase order with a purchase order
Percentage of invoice line items paid on time Percentage of invoice line items paid on time percent
Payables outstanding per $1,000 revenue Value of accounts payable / (Total business entity dollars
revenue * 0.0010)
Number of invoice line items processed per FTE Number of invoice line items processed / Number invoice line items
that performs the process "process accounts of FTEs who perform the process "process accounts
payable (AP)" payable (AP)"
Personnel cost to perform the process "Process (Percentage of total cost to perform the process percent
accounts payable" as a percentage of total process "process accounts payable (AP)" allocated to
cost internal cost * Percentage of internal cost to
perform the process "process accounts payable
(AP)" allocated to personnel cost) *.01
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "process percent
to the process "process accounts payable" accounts payable (AP)" / Number of FTEs who
perform the function "manage financial resources")
* 100
Percentage of invoices processed through self- Percentage of invoices processed through self- Percent
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
Payments sent to vendors through automated Number of payments sent through automated Percent
clearing house (ACH) as a percentage of the total clearing house (ACH) as a percentage of total
number of payments sent payments sent
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 sent a percentage of total payments sent
Payments sent to vendors through e-Payable as a Number of payments sent through ePayable as a Percent
percentage of the total number of payments sent percentage of total payments sent
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
Personnel cost to perform the process "process (Total cost to perform the process "process dollars
expense reimbursements" per $1,000 revenue expense reimbursements" * Percentage of total
cost to perform the process "process expense
reimbursements" allocated to internal cost *
Percentage of internal cost to perform the process
"process expense reimbursements" allocated to
personnel cost * .0001) / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "Process (Total cost to perform the process "process dollars
expense reimbursements" per process FTE expense reimbursements" * Percentage of total
cost to perform the process "process expense
reimbursements" allocated to internal cost *
Percentage of internal cost to perform the process
"process expense reimbursements" allocated to
personnel cost * .0001) / Number of FTEs who
perform the process "process expense
reimbursements"
Systems cost of the process "Process expense (Total cost to perform the process "process dollars
reimbursements" per $100,000 of T&E expense reimbursements" * Percentage of total
expenditures cost to perform the process "process expense
reimbursements" allocated to internal cost *
Percentage of internal cost of the process "Process
expense reimbursements" allocated to systems
cost * .0001) / (Total value of T&E expenditures *
0.00001)
Total cost to perform the process "process expense (Total cost to perform the process "process percent
reimbursements" as a percentage of revenue expense reimbursements" / Total business entity
revenue ) * 100
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)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per $1,000 revenue reimbursements" / (Total business entity revenue *
0.001)
Cycle time in days to approve and schedule T&E Cycle time in calendar days from the receipt of an days
reimbursements expense report to its approval and scheduling for
payment
Percentage of expense report exception line items (Number of expense report line items with percent
exceptions / Expense report line items) * 100
Percentage of total T&E expenditures made using (Total value of cash advances / Total value of T&E percent
cash advances expenditures) * 100.0
Number of FTEs that 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 that 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 expenditures * 0.000001)
Number of expense report line items per FTE that Expense report line items / Number of FTEs who expense report line
performs the process "process expense perform the process "process expense items
reimbursements" reimbursements"
Number of T&E disbursements per "process Number of T&E disbursements / Number of FTEs disbursements
expense reimbursements" FTE who perform the process "process expense
reimbursements"
Number of expense report line items per $1,000 Expense report line items / (Total value of T&E expense report line
T&E expenditure expenditures * 0.001) items
Personnel cost of the process "Process expense (Percentage of total cost to perform the process percent
reimbursements" as a percentage of total cost for "process expense reimbursements" allocated to
the process internal cost * Percentage of internal cost to
perform the process "process expense
reimbursements" allocated to personnel cost) * .01
Overhead and other cost to perform the process (Percentage of total cost to perform the process percent
"Process expense reimbursements" as a "process expense reimbursements" allocated to
percentage of the total cost of the process internal cost * Percentage of internal cost of the
process "Process expense reimbursements"
allocated to overhead and other costs) *.01
Outsourced cost to perform the process "Process Percentage of total cost of the process "Process percent
expense reimbursements" as a percentage of the expense reimbursements" allocated to external
total cost of the process cost
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "process percent
to the process "process expense reimbursements" expense reimbursements" / Number of FTEs who
perform the function "manage financial resources")
* 100
Total cost of the process group "Manage treasury Total cost to perform the process group "manage dollars
operations" per bank used in cash collection treasury operations" / Number of banks used in
network organization's cash collection network
Total cost of the process group "Manage treasury Total cost to perform the process group "manage dollars
operations" per bank used in cash disbursement treasury operations" / Number of banks used in
network organization's cash disbursement network
Cycle time in hours to initiate, approve, and Cycle time in hours to initiate, approve, and hours
dispatch a wire transfer dispatch a wire transfer
Cycle time in hours to reconcile a single bank Cycle time in days to reconcile a single bank hours
account account from bank account statement receipt
through ending book balance reconciliation
Number of banks used in cash disbursement Number of banks used in organization's cash banks
network per FTE that performs the process group disbursement network / Number of FTEs who
"Manage treasury operations" perform the process group "manage treasury
operations"
Total cost to perform the process "establish internal Total cost to perform the process "establish internal dollars
controls, policies, and procedures" per $1,000 controls, policies, and procedures" / (Total business
revenue entity revenue * 0.0010)
Personnel cost to perform the process "establish Personnel cost to perform the process "establish dollars
internal controls, policies, and procedures" per internal controls, policies, and procedures" / (Total
$1,000 revenue business entity revenue * 0.0010)
Risk assessment cost as a percentage of total cost Percentage of cost to perform the process percent
to perform the process "establish internal controls, "establish internal controls, policies, and
policies, and procedures" procedures" allocated to risk assessment
Outsourced cost to perform the process "establish Outsourced cost to perform the process "establish dollars
internal controls, policies, and procedures" per internal controls, policies, and procedures" / (Total
$1,000 revenue business entity revenue *.0010)
Number of FTEs that perform the process Number of FTEs who perform the process FTEs
"establish internal controls, policies, and "establish internal controls, policies, and
procedures" per $1 billion revenue procedures" / (Total business entity revenue *
0.000000001)
Percentage of 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 non-
independent members on the audit committee +
Number of audit committee independent
members)) * 100.0
Percentage of other non-independent members on (Number of other non-independent members on percent
the compensation committee the compensation committee / (Number of
compensation committee officers/employees +
Number of other non-independent members on the
compensation committee + Number of
compensation committee independent members))
* 100.0
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "establish internal controls, policies, "establish internal controls, policies, and
and procedures" procedures" / Number of FTEs who perform the
function "manage financial resources") * 100
Percentage of independent members on the audit (Number of audit committee independent percent
committee members / (Number of audit committee
officers/employees + Number of other non-
independent members on the audit committee +
Number of audit committee independent
members)) * 100.0
Cycle time in days from reporting of a control Cycle time in days from reporting of a control days
violation until investigation is completed and violation until investigation is completed and
remediation steps/control changes are developed remediation steps/control changes are developed
Cycle time in days to deploy change in enabling Cycle time in days to deploy change in enabling days
technology technology
Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs
controls and monitor compliance with internal controls and monitor compliance with internal
controls policies and procedures" per $1 billion controls policies and procedures" / (Total business
revenue entity revenue * 0.000000001)
Number of primary controls per 1,000 employees Number of identified primary controls / (Number of controls
business entity employees * 0.0010)
Number of times last year employees used existing Number of times employees used existing times
communication channels to report suspected communication channels to report suspected
improprieties per 1,000 employees improprieties in past 12 months / (Number of
business entity employees * 0.0010)
Number of control violations per 1,000 business Number of control violations in last twelve months control violations
entity employees pertaining to financial reporting/accounting and/or
security/access to financial records / (Number of
business entity employees * 0.0010)
Self assessments as a percentage of risk Percentage of conducting risk assessment cost percent
assessment cost toward self assessments
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "operate percent
to the process "operate controls and monitor controls and monitor compliance with internal
compliance with internal controls policies and controls policies and procedures" / Number of FTEs
procedures" who perform the function "manage financial
resources") * 100
Total cost to perform the process "report on Total cost to perform the process "report on dollars
internal controls compliance" per $1,000 revenue internal controls compliance" / (Total business
entity revenue * 0.0010)
Personnel cost to perform the process "report on Personnel cost to perform the process "report on dollars
internal controls compliance" per $1,000 revenue internal controls compliance" / (Total business
entity revenue * 0.0010)
Systems cost to perform the process "report on Systems cost to perform the process "report on dollars
internal controls compliance" per $100,000 internal controls compliance" / (Total business
revenue entity revenue * 0.000010)
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)
Previously identified control violations as a (Number of previously identified control violations percent
percentage of total control violations in last twelve months / Number of control violations
in last twelve months) * 100.0
Percentage of FTEs who perform the process (Number of FTEs who perform the process "process percent
"process customer credit" who review existing customer credit" who review existing accounts /
accounts Number of FTEs who perform the process "process
customer credit") * 100.0
Number of updates to the customer master file per Number of updates to customer master file / updates
FTE that performs the process "invoice customer" Number of FTEs who perform the process "invoice
and maintains customer/product master files customer" who maintain customer/product master
files
Number of active customers per FTE that performs Number of active customers in customer master active customers
the process "invoice customer" and maintains file / Number of FTEs who perform the process
customer/product master files "invoice customer" who maintain customer/product
master files
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who maintain customer/product customer" who maintain customer/product master
master files files / Number of FTEs who perform the process
"invoice customer") * 100.0
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who generate customer billing customer" who generate customer billing data /
data Number of FTEs who perform the process "invoice
customer") * 100.0
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who transmit billing data to customer" who transmit billing data to customer /
customers Number of FTEs who perform the process "invoice
customer") * 100.0
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who post accounts receivable customer" who post accounts receivable entries /
entries Number of FTEs who perform the process "invoice
customer") * 100.0
Time in weeks to complete projects that address an Time in weeks to complete projects that address an weeks
identified business exposure or opportunity identified business exposure or opportunity
(between 20 and 40 percent of total annual (between 20 and 40 percent of total revenue)
revenue)
Time in weeks to complete projects that address an Time in weeks to complete projects that address an weeks
identified business exposure or opportunity identified business exposure or opportunity
(between 40 and 60 percent of total annual (between 40 and 60 percent of total revenue)
revenue)
Time in weeks to complete projects that address an Time in weeks to complete projects that address an weeks
identified business exposure or opportunity identified business exposure or opportunity
(between 60 and 80 percent of total annual (between 60 and 80 percent of total revenue)
revenue)
Number of IT FTEs for the process group "manage Number of FTEs who perform the process group FTEs
business resiliency" per $1 billion revenue "manage business resiliency and risk" / (Total
business entity revenue * 0.000000001)
Percentage of business entity IT FTEs who perform (Number of FTEs who perform the process group percent
the process group "manage business resiliency" "manage business resiliency and risk"/Number of
FTEs who perform the function "manage
information technology") * 100.0
Total cost to perform the process group "develop (Total annual IT cost (excluding Dollars
and implement security, privacy, and data depreciation/amortization) * Percentage of total IT
protection controls", excluding cost (excluding depreciation/amortization)
depreciation/amortization, per $1,000 revenue allocated to IT operating cost * Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"develop and implement security, privacy, and
data protection controls" *.0001) / (Total business
entity revenue * 0.0010)
Number of IT FTEs for the process group "develop (Number of FTEs who perform the function FTEs
and implement security, privacy, and data "manage information technology" * Percentage of
protection controls" per $1 billion revenue IT FTEs performing the process area "Develop and
implement security, privacy, and data protection
controls" *.01) / (Total business entity revenue *
0.0000000010)
Percentage of business entity IT FTEs who perform Percentage of IT FTEs performing the process area percent
the process group "develop and implement "Develop and implement security, privacy, and
security, privacy, and data protection controls" data protection controls"
Average cycle time in days from detection-to- Cycle time in calendar days to complete the Days
correction of warranty issues detection to correction cycle
Supplier recovery rate Supplier recovery rate 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
Business entity's customer retention rate over the Customer retention rate for all customers Percent
last three years
Internal cost to perform the process "process Percentage of total cost of the process "process Percent
warranty claims" as a percentage of total process warranty claims" allocated to internal costs
cost
External (e.g. outsourced) cost to perform the Percentage of total cost of the process "process Percent
process "process warranty claims" as a percentage warranty claims" allocated to external costs
of total process cost
Total cost to perform the process "process warranty Annual cost of the process "process warranty Dollars
claims" per $1,000 revenue claims" / (Total business entity revenue * 0.001)
Total cost to perform the process "process warranty Annual cost of the process "process warranty Dollars
claims" per $1,000 cost of continuing operations claims" / (Total costs of continuing operations *
0.001)
Personnel cost to perform the process "process (Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 revenue warranty claims" allocated to internal costs *
Percentage of internal cost to perform the process
"process warranty claims" allocated to personnel
cost * Annual cost of the process "process warranty
claims" / 10000) / (Total business entity revenue *
0.001)
Personnel cost to perform the process "process ((Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 cost of continuing warranty claims" allocated to internal costs *
operations Percentage of internal cost to perform the process
"process warranty claims" allocated to personnel
cost * Annual cost of the process "process warranty
claims") * .0001) / (Total costs of continuing
operations * 0.001)
Systems cost to perform the process "process (Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 revenue warranty claims" allocated to internal costs *
Percentage of internal cost to perform the process
"process warranty claims" allocated to systems
cost * Annual cost of the process "process warranty
claims" / 10000) / (Total business entity revenue *
0.001)
Total cost to perform the process "process warranty Annual cost of the process "process warranty Dollars
claims" per warranty claim processed claims" / Total number of warranty claims
processed
Goodwill cost as a percentage of total approved (Total cost of goodwill warranty claims / Percent
claims (Percentage of warranty claims approved * Total
number of warranty claims processed * .01)) * 100
Goodwill cost as a percentage of revenue (Total cost of goodwill warranty claims / Total Percent
business entity revenue) * 100
Goodwill cost as a percentage of total approved [The percentage of annual approved warranty Percent
claims claims that are goodwill claims / (Percentage of
warranty claims approved * Total number of
warranty claims processed / 1000)] * 100
Average cycle time in days to process a warranty Cycle time in days to process a warranty claim Days
claim
Number of claims rejected for other reason as a Percentage of warranty claims rejected allocated to Percent
percentage of total rejected claims other
Number of recall claims approved as a percentage ((The percentage of annual approved warranty Percent
of total claims processed claims that are recall claims * Percentage of
warranty claims approved * Total number of
warranty claims processed * .0001) / Total number
of warranty claims processed) * 100
Total number of other claims processed as a Percentage of warranty claims allocated to other Percent
percentage of total claims processed claims
Number of repeat repair/replace claims approved ((The percentage of annual approved warranty Percent
as a percentage of total claims processed claims that are repeat repair / replace claims *
Percentage of warranty claims approved * Total
number of warranty claims processed * .0001) /
Total number of warranty claims processed) * 100
Number of FTEs that perform the process "process Number of FTEs who to perform the process FTEs
warranty claims" per $1 billion revenue "process warranty claims" / (Total business entity
revenue * 0.000000001)
Number of FTEs that perform the process "process Number of FTEs who to perform the process FTEs
warranty claims" per $1 billion cost of continuing "process warranty claims" / (Total costs of
operations continuing operations * 0.000000001)
Number of claims processed per FTE that performs Total number of warranty claims processed Claims
the process "process warranty claims" /Number of FTEs who to perform the process
"process warranty claims"
Percentage of total rejected claims rejected for Percentage of rejected warranty claims rejected for Percent
being fraudulent reasons of fraud
Percentage of total rejected claims rejected for Percentage of rejected warranty claims rejected for Percent
policy reasons reasons of policy
Number of fraudulent claims approved as a Percentage of warranty claims approved that were Percent
percentage of total claims approved invalid or fraudulent
Number of goodwill claims approved as a [(Percentage of approved warranty claims that are Percent
percentage of total claims processed 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
processed) / 10000] / Total number of warranty
claims processed
Number of repeat repair claims approved as a [(Percentage of approved warranty claims that are Percent
percentage of total claims processed repeat repair claims * Percentage of warranty
claims approved * Total number of warranty claims
processed) / 10000] / Total number of warranty
claims processed
Number of claims approved as a percentage of Percentage of warranty claims approved Percent
total claims processed
Number of claims rejected as a percentage of total Percentage of warranty claims rejected Percent
claims processed
Number of claims automatically processed as a Percentage of warranty claims that are Percent
percentage of total claims processed automatically processed claims
Percentage of customers satisfied with warranty Percentage of customers satisfied with warranty Percent
process / experience process
Total annual non-interest expense per $1,000 Total non-interest expense for retail banking dollars
revenue 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 / (Total annual revenue for retail banking
operation * .001)
Total annual operating expense per $1,000 Total operating expense for retail banking dollars
revenue operation / (Total annual revenue for retail banking
operation * .001)
Non-interest expense as a percentage of total Annual non-interest expense per total assets for percent
assets the overall bank
Net income plus interest as a percentage of total Annual net income plus interest expense per total percent
assets assets for the overall bank
New transaction account income as a percentage Percentage of annual fee income for banking percent
of fee income operation attributed to new transaction accounts
opened in the last year
Percentage allocation of the total annual finance Percentage allocation of total annual finance percent
function cost for internal costs function cost to internal costs
Percentage allocation of the total annual finance Percentage allocation of total annual finance percent
function cost for external costs function cost to external costs
Percentage allocation of the annual finance Percentage allocation of total annual finance percent
function internal costs for personnel costs function internal cost to personnel costs
Total cost to perform the process group "govern (Total annual cost for new product/service dollars
and manage product/service development development * Percentage of total annual cost for
program" per $1,000 revenue new product/service development allocated to
overall governance and program management *
0.01) / (Total business entity revenue * 0.0010)
Number of FTEs (including external) that perform (Number of FTEs who develop and manage FTEs
the process group "govern and manage products and services * Percentage of FTEs
product/service development program" per $1 performing product/service development are
billion revenue allocated to overall governance and program
management * 0.01) / (Total business entity
revenue * 0.000000001)
Number of FTEs (including external) that perform Percentage of FTEs performing product/service percent
the process group "govern and manage development are allocated to overall governance
product/service development program" as a and program management
percentage of total function FTEs
Total cost to perform the process group "generate (Total annual cost for new product/service dollars
and define new product/service ideas" per FTE development * Percentage of total annual cost for
(including external) new product/service development allocated to
generating and defining product/service ideas *
0.01) / (Number of FTEs who develop and manage
products and services * Percentage of FTEs
performing product/service development are
allocated to generating and defining
product/service ideas * 0.01)
Total cost to perform the process group "generate (Total annual cost for new product/service dollars
and define new product/service ideas" per $1,000 development * Percentage of total annual cost for
revenue new product/service development allocated to
generating and defining product/service ideas *
0.01) / (Total business entity revenue * 0.0010)
Total cost to perform the process group "generate (Total annual cost for new product/service dollars
and define new product/service ideas" per concept development * Percentage of total annual cost for
(pre-design phase) new product/service development allocated to
generating and defining product/service ideas *
0.01) / Total number of concepts in the pre-design
phase
Number of FTEs (including external) that perform (Number of FTEs who develop and manage FTEs
the process group "generate and define new products and services * Percentage of FTEs
product/service ideas" per $1 billion revenue performing product/service development are
allocated to generating and defining
product/service ideas * 0.01) / (Total business
entity revenue * 0.000000001)
Total cost to perform the process "design and (Total annual cost for new product/service dollars
prototype products and services" per FTE development * Percentage of total annual cost for
(including external) new product/service development allocated to
designing, building, and testing products/services *
0.01) / (Number of FTEs who develop and manage
products and services * Percentage of FTEs
performing product/service development are
allocated to designing, building, and testing
products/services * 0.01)
Total cost to perform the process "design and Percentage of total annual cost for new percent
prototype products and services" as a percentage product/service development allocated to
of total function cost designing, building, and testing products/services
Total cost to perform the process "test market for (Total annual cost for new product/service dollars
new or revised products and services" per FTE development * Percentage of total annual cost for
(including external) new product/service development allocated to test
marketing products/services * 0.01) / (Number of
FTEs who develop and manage products and
services * Percentage of FTEs performing
product/service development are allocated to test
marketing products/services * 0.01)
Total cost to perform the process "test market for (Total annual cost for new product/service dollars
new or revised products and services" per $1,000 development * Percentage of total annual cost for
revenue new product/service development allocated to test
marketing products/services * 0.01) / (Total
business entity revenue * 0.0010)
Total cost to perform the process "prepare for (Total annual cost for new product/service dollars
production/service delivery" per FTE (including development * Percentage of total annual cost for
external) new product/service development allocated to
overall governance and program management *
0.01) / (Number of FTEs who develop and manage
products and services * Percentage of FTEs
performing product/service development are
allocated to preparing for production or service
delivery * 0.01)
Total cost to perform the process "prepare for Percentage of total annual cost for new percent
production/service delivery" as a percentage of product/service development allocated to overall
total function cost governance and program management
Percentage of products designed with a 'design for Percentage of products are designed with a 'design percent
supply chain' philosophy for supply chain' philosophy
Number of FTEs who perform retail banking (Number of FTEs who perform Branch Banking FTEs
activities per $1 billion operating expense activities + Number of FTEs who perform Non-
Branch Banking activities) / (Total operating
expense for retail banking operation *.000000001)
Annual retail bank revenue (interest income plus Total annual revenue for retail banking operation / dollars
fee income) per retail banking customer Number of unique retail banking customers
Annual operating expense per retail banking Total operating expense for retail banking dollars
customer operation / Number of unique retail banking
customers
Number of FTEs who perform retail banking (Number of FTEs who perform Branch Banking FTEs
activities per $1 billion non-interest expense activities + Number of FTEs who perform Non-
Branch Banking activities) / (Total non-interest
expense for retail banking operation * .000000001)
Number of FTEs who perform retail banking (Number of FTEs who perform Branch Banking FTEs
activities per $1 billion retail bank revenue activities + Number of FTEs who perform Non-
(interest income plus fee income) Branch Banking activities) / (Total annual revenue
for retail banking operation * .000000001)
Number of retail banking customers per back office Number of unique retail banking customers / customers
activities FTE Number of FTEs who perform back office activities
Cost to serve banking customers (all channels) per Total annual cost to serve customers / Number of dollars
retail banking customer unique retail banking customers
Annual operating expense as a percentage of retail (Total operating expense for retail banking percent
bank revenue (interest income plus fee income) operation / Total annual revenue for retail banking
operation) * 100
Annual fee income as a percentage of retail bank (Total annual fee income for retail banking percent
revenue (interest income plus fee income) operation / Total annual revenue for retail banking
operation) * 100
Number of retail banking customers per branch Number of unique retail banking customers / Total customers
(including staffed kiosks) number of branches forming the branch network
Annual non-interest expense as a percentage of (Total non-interest expense for retail banking percent
retail bank revenue (interest income plus fee operation / Total annual revenue for retail banking
income) operation) * 100
Annual non-interest expense as a percentage of (Total non-interest expense for retail banking percent
operating expense operation / Total operating expense for retail
banking operation) * 100
Customer retention rate for all customers over the Customer retention rate over the past three years percent
past three reporting periods
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