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A) Basic KPI Information

A1) Strategy and Objective

For more information please look at Business Strategy in the SAP Reference Structure in theQAdb.

A2) Reason for using this KPI

Please describe here the priority of the KPI, and why and how this KPI is used in your company.

. . .

A3) Definition of the KPI (Industry Standard)

The definition of the KPI is described here.

Material Management&Planning Costs as a % of Mat. Acquisition Costs

(0OPSO009)

Material Management and Planning All costs associated with supplier sourcing,

contract negotiation and qualification and the preparation, placement, and tracking of a

Purchase Order. This category includes all costs related to buyer/planners. Ussually

material management and planning costs are expressed as a percentage of material

acquisition costs. Expressed as a % of Material Acquisition Costs.

A4) KPI Formula

Enter the formula for calculation of the KPI.

[ All costs associated with supplier sourcing + contract negotiation and qualification

costs + preparation, placement, and tracking of a Purchase Order costs ] / Material

Acquisition Costs * 100

A5) Value Flag and Unit of Measurement

Describe here the common used unit of measurement, and if the KPI is expressed as value oras amount.

%

Quantity

A6) KPI direction for improvement

If you want to improve the KPI, its value must : (increase or decrease)

not relevant

A7) Definition of the KPI (SAP-terminology)

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Please describe here textually the definition of the KPI in SAP terminology if necessary. TheStandard Definition may sometimes be ambiguous when mapping it to SAP terms.(E.g. company is defined as BUKR or COMP etc., plant Lisboa means plant 0015 etc.)

. . .

A8) BenchmarksInformation regarding benchmarks can be found on the internet. A sample link is shown in thepreferences list of the QAdb.

Type Value Source Comments

Industry average ... e.g.:

PMG

...

Best of class ... ... ...

Median ... ... ...

Customer

ACTUAL

... ... Date: . . . . . Calculation

method x

Customer

PLAN

... ... Date: e.g. 1 year after going

life

A9) Ownership / User roles

End User Roles

After going live, who is responsible in the company for this KPI ?(e.g. head of production, finance, calculation, logistics, ...)

. . .

Project Team owner

During implementation, who from the project team members is responsible for this KPI ?

(e.g. customer project manager, business process team lead, ...). . .

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B) KPI Analysis

B1) Hierarchy

Please insert here the graphical explosion (so called Measure Driver Tree) of the KPI (seepredefined KPI examples for details).

. . .

B2) Conflicting KPIs

Please describe here the conflicting (K)PIs to be checked: within the KPI hierarchy and byanalyzing other (K)PIs. (e.g. the reduction of the KPI Stock Inventory Costs may have anegative impact on the KPI Customer Satisfaction, as potentially, not all customer orders maybe shipped completely.)

. . .

B3) List of processes which influence the KPI

The list of processes that influence the KPI can be obtained from the QAdb. Position the cursor on the KPI

and click the right mouse button. The list which is then generated could be attached to the present documentas an appendix.

No manual input is necessary at this point.

B4) List of KPIs that are influenced by a certain process

The list of the KPIs that are influenced by a selected process can be obtained in the process section of theQAdb. Position the cursor on the process and click the right mouse button.No manual input is necessary at this point.

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D) KPI Improvement

D1) Business Process Re-engineering (BPR) Tips & Guidelines

Please describe here steps, experiences, suggestions, etc. on how to support the improvement of the KPI. Ifthis section only contains pre-delivered suggestions, please review them and enhance them with projectspecific information.

(e.g. to decrease ICC (Inventory Carrying Costs) optimize storage location facility

to decrease OMC (Order Management Costs) use B2B order entry or EDI (R/3)

to decrease MAC (Material Acquisition Costs) please check using of interface to CAD within R/3-System).

. . .

D2) R/3 Tips & Guidelines

Please describe here the options and alternatives that you may have within SAP (Products, Applications &

Services) to implement and optimize a process and thus improve the KPI. If this section only contains pre-

delivered suggestions, please review them and enhance them with project specific information.(e.g.: to implement an invoice verification process, you may use the workflow functionality, the standard

invoice verification or maybe the park & post functionality)

One approach to reduce the time between inquiries and contract creation could be the

usage of CRM (Customer Relationship Management) mobile sales functionality, which

provides you a wide range of tools to schedule your contacts, administer your customer

data, keep track on your task list etc..

D3) Improvement Time table

Please create a time & budget plan for the implementation of the changes that you have identified in the

sections D1 & D2.. . .

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