aerospace pcf comparision.xlsx
DESCRIPTION
Aerospace PCF Comparision.xlsxTRANSCRIPT
Copyright 2015 APQC and IBM
AEROSPACE AND DEFENSE PROCESS CLASSIFICATION FRAMEWORKVERSION NUMBER 6.1.0GENERATED ON 7/27/2015
For more information about the PCF, visit www.apqc.org/pcf
Copyright 2015 APQC and IBM
AEROSPACE AND DEFENSE PROCESS CLASSIFICATION FRAMEWORKVERSION NUMBER 6.1.0GENERATED ON 7/27/2015
For more information about the PCF, visit www.apqc.org/pcf
Copyright 2015 APQC and IBM
UNDERSTANDING THIS FILEThis file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended to communicate the various aspects of the framework necessary to interpret it and make full use of its intended capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly on [email protected] or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used throughout APQC's open standards benchmarking as a way to relate measures, questions, and other materials back to specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by the process element. It will be consistent across releases as long as the conceptual meaning does not change.
Hierarchy ID is the human-readable index number corresponding to this specific process element on each row. This number will not be consistent across releases - meaning that a process element may have a different hierarchy ID among a set of releases.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarking library for this specific process element. For more information, please visit http://www.apqc.org/osb
Copyright 2015 APQC and IBM
Copyright 2015 APQC and IBM
UNDERSTANDING THIS FILEThis file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended to communicate the various aspects of the framework necessary to interpret it and make full use of its intended capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly on [email protected] or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used throughout APQC's open standards benchmarking as a way to relate measures, questions, and other materials back to specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by the process element. It will be consistent across releases as long as the conceptual meaning does not change.
Hierarchy ID is the human-readable index number corresponding to this specific process element on each row. This number will not be consistent across releases - meaning that a process element may have a different hierarchy ID among a set of releases.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarking library for this specific process element. For more information, please visit http://www.apqc.org/osb
Copyright 2015 APQC and IBM
Copyright 2015 APQC and IBM 7 of 733
PCF ID Name10002 1.0 Develop Vision and Strategy Y10003 2.0 Develop and Manage Products and Services Y10004 3.0 Market and Sell Products and Services Y10005 4.0 Deliver Products and Services Y10006 5.0 Manage Customer Service Y10007 6.0 Develop and Manage Human Capital Y10008 7.0 Manage Information Technology Y17058 8.0 Manage Financial Resources N19207 9.0 Acquire, Construct, and Manage Assets N16437 10.0 Manage Enterprise Risk, Compliance, Remediation and Resiliency N
10012 11.0 Manage External Relationships N10013 12.0 Develop and Manage Business Capabilities Y
Hierarchy ID
Metrics available?
Copyright 2015 APQC and IBM 8 of 733
PCF ID Name10002 1.0 Develop Vision and Strategy Y17040 1.1 Define the business concept and long-term vision N10017 1.1.1 Assess the external environment Y10021 1.1.1.1 Analyze and evaluate competition N10022 1.1.1.2 Identify economic trends N10023 1.1.1.3 Identify political and regulatory issues N10024 1.1.1.4 Assess new technology innovations N10025 1.1.1.5 Analyze demographics N10026 1.1.1.6 Identify social and cultural changes N10027 1.1.1.7 Identify ecological concerns N10018 1.1.2 Survey market and determine customer needs and wants N10028 1.1.2.1 Conduct qualitative/quantitative assessments N10029 1.1.2.2 Capture and assess customer needs N19693 1.1.2.3 Model customer, fleets and aircraft demand N10019 1.1.3 Perform internal analysis N10030 1.1.3.1 Analyze organizational characteristics N10031 1.1.3.2 Create baselines for current processes N10032 1.1.3.3 Analyze systems and technology N10033 1.1.3.4 Analyze financial positions N10034 1.1.3.5 Identify enterprise core competencies N10020 1.1.4 Establish strategic vision N10035 1.1.4.1 Align stakeholders around strategic vision N10036 1.1.4.2 Communicate strategic vision to stakeholders N16792 1.1.5 Conduct organization restructuring opportunities N16793 1.1.5.1 Identify restructuring opportunities N16794 1.1.5.2 Perform due-diligence N16795 1.1.5.3 Analyze deal options N16796 1.1.5.3.1 Evaluate acquisition options N16797 1.1.5.3.2 Evaluate merger options N16798 1.1.5.3.3 Evaluate de-merger options N16799 1.1.5.3.4 Evaluate divesture options N10015 1.2 Develop business strategy N10037 1.2.1 Develop overall mission statement N10044 1.2.1.1 Define current business N10045 1.2.1.2 Formulate mission N10046 1.2.1.3 Communicate mission N10038 1.2.2 Evaluate strategic options to achieve the objectives N10047 1.2.2.1 Define strategic options N10048 1.2.2.2 Assess and analyze impact of each option N14189 1.2.2.3 Develop sustainability strategy N14190 1.2.2.4 Develop global support strategy N19694 1.2.2.5 Develop shared services strategy N14197 1.2.2.6 Develop Lean/continuous improvement strategy N19695 1.2.2.7 Develop outsourcing strategy N
Hierarchy ID
Metrics available?
Copyright 2015 APQC and IBM 9 of 733
PCF ID NameHierarchy
IDMetrics
available?10040 1.2.3 Coordinate and align functional and process strategies N10041 1.2.4 N
10049 1.2.4.1 Evaluate breadth and depth of organizational structure N10050 1.2.4.2 Perform job specific roles mapping and value-add analyses N10051 1.2.4.3 Develop role activity diagrams to assess hand-off activity N10052 1.2.4.4 Perform organization redesign workshops N10053 1.2.4.5 Design the relationships between organizational units N10054 1.2.4.6 Develop role analysis and activity diagrams for key processes N
10055 1.2.4.7 Assess organizational implication of feasible alternatives N10056 1.2.4.8 Migrate to new organization N10042 1.2.5 Develop and set organizational goals N10043 1.2.6 Formulate business unit strategies N10016 1.3 Manage strategic initiatives N10057 1.3.1 Develop strategic initiatives N10058 1.3.2 Evaluate strategic initiatives N10059 1.3.3 Select strategic initiatives N10060 1.3.4 Establish high-level measures N
Create organizational design (structure, governance, reporting, etc.)
Copyright 2015 APQC and IBM 10 of 733
Change What change What DocumentNONONONONONONONONONONONONOYES New AdditionNONONONONONONONONOYES New AdditionYES New AdditionYES New AdditionYES New AdditionYES New AdditionYES New AdditionYES New AdditionYES New AdditionNONONONONONONONOYES New AdditionYES New AdditionYES New AdditionYES New AdditionYES New Addition
Copyright 2015 APQC and IBM 11 of 733
Change What change What DocumentNO 1.2.3 Select long-term business strategy (10039) replacedNO
NONONONONO
NONONONONONONONONONO
Copyright 2015 APQC and IBM 12 of 733
PCF ID Name Change
10003 2.0 Develop and Manage Products and Services19696 2.1 Perform governance and program management YES10061 2.1.1 Manage product and service portfolio NO10063 2.1.1.1 NO
10066 2.1.1.2 NO
10074 2.1.1.3 Prioritize and select new product/service concepts NO10073 2.1.1.4 Plan and develop cost and quality targets NO10075 2.1.1.5 Specify development timing targets NO10076 2.1.1.6 Plan for product/service offering modifications NO10067 2.1.2 Manage product and service life cycle NO10077 2.1.2.1 Introduce new products/services NO10078 2.1.2.2 Retire outdated products/services NO10079 2.1.2.3 Identify and refine performance indicators NO11740 2.1.3 Manage product and service master data YES11741 2.1.3.1 Manage materials master lists NO11742 2.1.3.2 Manage bills of material NO11743 2.1.3.3 Manage routings NO11744 2.1.3.4 Manage specifications NO11745 2.1.3.5 Manage drawings NO11746 2.1.3.6 Manage product/material classification NO11747 2.1.3.7 Develop and maintain quality/inspection documents NO11748 2.1.3.8 Maintain process specification data NO11749 2.1.3.9 Manage traceability data NO11750 2.1.3.10 Review and approve data access requests NO16825 2.1.4 Manage and control design of products and services YES19941 2.1.4.1 NO
16826 2.1.4.2 Review infringement of patents and copyrights YES16827 2.1.4.3 YES
19697 2.1.4.4 YES
19698 2.2 Generate and define new product/service ideas YES10065 2.2.1 Perform discovery research NO10070 2.2.1.1 Identify new technologies NO10071 2.2.1.2 Develop new technologies NO10072 2.2.1.3 NO
19699 2.2.2 Generate new product/service concepts YES10064 2.2.3 Define product/service development requirements NO10068 2.2.3.1 NO
10069 2.2.3.2 Identify potential new products and services NO
Hierarchy ID
Evaluate performance of existing products/services against market opportunitiesConfirm alignment of product/service concepts with business strategy
Conduct mandatory and elective external reviews (legal, regulatory, standards, internal)
Determine patent and copyright needs for the products and servicesDefine product technical documentation management requirements
Assess feasibility of integrating new leading technologies into product/service concepts
Identify potential improvements to existing products and services
Copyright 2015 APQC and IBM 13 of 733
PCF ID Name ChangeHierarchy
ID
19700 2.3 Design, build, and test product/service YES10080 2.3.1 Design and prototype aircraft YES11694 2.3.1.1 Plan product development NO11695 2.3.1.2 Plan product resource requirements NO10083 2.3.1.3 Assign resources to product/service project NO10084 2.3.1.4 Prepare high-level business case and technical assessment NO10085 2.3.1.5 Develop product/service design specifications NO10086 2.3.1.6 Document design specifications NO10087 2.3.1.7 NO
19701 2.3.1.8 Confirm internal design / production capabilities YES11696 2.3.1.9 Determine procurement requirements NO11697 2.3.1.10 Determine manufacturing/tooling requirements NO11698 2.3.1.11 Determine quality/inspection requirements NO11699 2.3.1.12 Determine service/maintenance requirements NO11700 2.3.1.13 Finalize process design NO11701 2.3.1.14 Prepare preliminary product cost model NO10088 2.3.1.15 Build prototypes NO10089 2.3.1.16 Eliminate quality and reliability problems NO10090 2.3.1.17 NO
10091 2.3.1.18 Identify design/development performance indicators NO18090 2.3.1.19 Establish service and warranty parameters YES11702 2.3.1.20 Conduct, monitor, and manage engineering efforts NO19702 2.3.1.21 Obtain aircraft type certification YES10092 2.3.1.22 YES
11703 2.3.2 Manage configuration NO11704 2.3.2.1 Manage engineering change notices (ECNs) NO11710 2.3.2.2 Manage effectiveness of ECN NO11715 2.3.2.3 Maintain product/process data NO11716 2.3.2.4 Manage transfers of product data NO19703 2.3.2.5 Reconcile configuration perspectives YES10081 2.3.3 Test market for new or revised products and services NO10093 2.3.3.1 Prepare detailed market study NO10094 2.3.3.2 Conduct customer tests and interviews NO10095 2.3.3.3 Finalize product/service characteristics and business cases NO10096 2.3.3.4 Finalize technical requirements NO10097 2.3.3.5 NO
19704 2.4 Prepare for production or service delivery YES11717 2.4.1 Develop and implement manufacturing/services NO11718 2.4.1.1 Determine process requirements and specifications NO11719 2.4.1.2 Plan process development NO11721 2.4.1.3 Determine procurement requirements NO
Conduct mandatory and elective product-level external reviews (legal, regulatory, standards, internal)
Conduct in-house product/service testing and evaluate feasibility
Collaborate on design with suppliers and contract manufacturers
Identify requirements for changes to manufacturing/delivery processes
Copyright 2015 APQC and IBM 14 of 733
PCF ID Name ChangeHierarchy
ID
11722 2.4.1.4 Determine manufacturing/tooling requirements NO11723 2.4.1.5 Determine quality/inspection requirements NO11724 2.4.1.6 Determine service/maintenance requirements NO11725 2.4.1.7 Finalize process design NO11726 2.4.1.8 Refine cost model with process cost data NO11727 2.4.1.9 Plan for product launch NO11728 2.4.1.10 Gain approval for product launch NO11729 2.4.1.11 Conduct and monitor product launch NO11730 2.4.2 Plan product resource requirements NO19942 2.4.2.1 Coordinate capital asset plan impact NO11732 2.4.2.2 Coordinate facilities plan impact NO11733 2.4.2.3 Coordinate strategic sourcing impact NO11734 2.4.2.4 Coordinate integrated capacity plan impact NO11735 2.4.2.5 Coordinate manufacturing schedule impact NO11736 2.4.2.6 Coordinate human resources plan impact NO11738 2.4.2.7 Coordinate impact on sales forecast NO11739 2.4.2.8 Coordinate impact on financial plan NO19705 2.4.2.9 Confirm readiness status of facilities YES11679 2.4.3 Prepare for production and marketplace introduction YES10098 2.4.3.1 NO
10099 2.4.3.2 Design and obtain necessary materials and equipment NO10100 2.4.3.3 Install and validate production process or methodology NO11383 2.4.3.4 Introduce new product and/or service commercially YES11384 2.4.3.5 Determine plan for new product development and introduction YES
11385 2.4.3.6 YES
11386 2.4.3.7 Identify licensing and co-branding opportunities YES11387 2.4.3.8 Plan preliminary media buys (print, television, radio) YES11388 2.4.3.9 Begin initial creative/advertising development YES11389 2.4.3.10 Develop sales communication plan YES11390 2.4.3.11 YES
11391 2.4.3.12 Disseminate new item and price information YES11392 2.4.3.13 YES
11399 2.4.3.14 YES
11751 2.4.4 Manage transfers of product data NO11752 2.4.4.1 Review and approve requests for data transfer NO11753 2.4.4.2 Collect data from internal sources NO11754 2.4.4.3 Initiate transfer/request for transfer NO11755 2.4.4.4 Confirm receipt/transmission of data NO11765 2.4.4.5 Estimate demand by program, contract and customer NO
Develop and test prototype production and/or service delivery process
Develop product/service launch plans (e.g. timelines, retail communication strategies)
Design preliminary sales collateral, point-of-sale (POS) and promotion prototypes
Coordinate introduction of products and sunset obsolete products with retailers/distributorsManage questions and issues associated with product introduction
Copyright 2015 APQC and IBM 15 of 733
PCF ID Name ChangeHierarchy
ID
11416 2.5 YES
11417 2.5.1 Monitor production runs YES11418 2.5.2 Request engineering change YES11419 2.5.3 Manage engineering change orders YES11420 2.5.4 Identify product/service design and configuration changes YES11421 2.5.5 Capture feedback to refine existing products and services process YES
11422 2.5.6 YES
Support and implement changes to product manufacturing and service delivery process
Identify manufacturing/service delivery process performance indicators
Copyright 2015 APQC and IBM 16 of 733
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Copyright 2015 APQC and IBM 17 of 733
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Copyright 2015 APQC and IBM 18 of 733
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Copyright 2015 APQC and IBM 19 of 733
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Copyright 2015 APQC and IBM 20 of 733
PCF ID Name Change
10004 3.0 Market and Sell Products and Services YES10101 3.1 Understand markets, customers, and capabilities YES10106 3.1.1 Perform customer and market intelligence analysis NO10108 3.1.1.1 Conduct customer and market research NO10114 3.1.1.1.1 NO
10109 3.1.1.2 Identify market segments10115 3.1.1.2.1 Determine market share gain/loss10110 3.1.1.3 Analyze market and industry trends10111 3.1.1.4
10112 3.1.1.5 Evaluate existing products/brands10113 3.1.1.6 Assess internal and external business environment10107 3.1.2 Evaluate and prioritize market opportunities10116 3.1.2.1 Quantify market opportunities10117 3.1.2.2 Determine target segments10118 3.1.2.3
10119 3.1.2.4 Validate opportunities10120 3.1.2.4.1 Test with customers/consumers12410 3.1.2.4.2 Confirm internal capabilities10104 3.2 Develop and manage marketing plans10148 3.2.1
10149 3.2.2 Establish marketing budgets10155 3.2.2.1 Confirm marketing alignment to business strategy10156 3.2.2.2 Determine costs of marketing10157 3.2.2.3 Create marketing budget10150 3.2.3 Develop and manage media10158 3.2.3.1 Define media objectives10159 3.2.3.2 Develop marketing messages10160 3.2.3.3 Define target audience10161 3.2.3.4 Engage media provider10162 3.2.3.5 Develop and execute advertising11253 3.2.3.6 Develop and execute other marketing campaigns/programs11254 3.2.3.7 Assess brand/product marketing plan performance10151 3.2.4 Develop and manage pricing10163 3.2.4.1 Determine pricing based on volume/unit forecast10164 3.2.4.2 Execute pricing plan10165 3.2.4.3 Evaluate pricing performance10166 3.2.4.4 Refine pricing as needed10152 3.2.5 Develop and manage promotional activities10167 3.2.5.1 Define promotional concepts10168 3.2.5.2 Plan and test promotional activities10169 3.2.5.3 Execute promotional activities
Hierarchy ID
Understand consumer needs and predict customer purchasing behavior
Analyze competing organizations, competitive/substitute products
Prioritize opportunities consistent with capabilities and overall business strategy
Establish goals, objectives, and metrics for products by channels/segments
Copyright 2015 APQC and IBM 21 of 733
PCF ID Name ChangeHierarchy
ID
10170 3.2.5.4 Evaluate promotional performance metrics10171 3.2.5.5 Refine promotional performance metrics10172 3.2.5.6 Incorporate learning into future/planned consumer promotions
10153 3.2.6 Track customer management measures10173 3.2.6.1 Determine customer loyalty/lifetime value10174 3.2.6.2 Analyze customer revenue trend10175 3.2.6.3 Analyze customer attrition and retention rates10176 3.2.6.4 Analyze customer metrics10177 3.2.6.5
10154 3.2.7 Develop and manage packaging strategy10178 3.2.7.1 Plan packaging strategy10179 3.2.7.2 Test packaging options10180 3.2.7.3 Execute packaging strategy10181 3.2.7.4 Refine packaging11757 3.3 Perform business development11758 3.3.1 Develop marketing strategy11759 3.3.1.1 Identify and assess issues, trends in marketplace11760 3.3.1.2 Review commercial industry and government needs11761 3.3.1.3 Conduct marketing studies11762 3.3.1.4 Develop enterprise sales forecasts11763 3.3.2 Focus and plan tactical marketing11764 3.3.2.1 Develop short term marketing forecast11765 3.3.2.2 Estimate demand by program, contract and customer11766 3.3.2.3 Forecast sales by program, contract and customer11767 3.3.2.4 Identify customer requirements11768 3.3.2.5 Identify sales opportunities11769 3.3.2.6 Influence customer11770 3.3.3 Conduct program development11771 3.3.3.1 Segment feasible opportunities11772 3.3.3.2
11773 3.3.3.3 Match opportunities to business strategy11774 3.3.3.4 Evaluate fit with corporate goals and business strategy11775 3.3.3.5 Identify external funding constraints11776 3.3.3.6 Identify internal and external non-funding constraints11777 3.3.3.7 Identify internal funding constraints11778 3.3.3.8 Develop program structure11779 3.3.4 Bid and proposal development11780 3.3.4.1 Refine customer requirements11781 3.3.4.2 Receive Request For Proposal (RFP)/Request For Quote (RFQ)
11782 3.3.4.3 Review RFP/RFQ request11783 3.3.4.4 Perform competitive analysis
Revise customer strategies, objectives, and plans based on metrics
Evaluate opportunities likelihood of developing into Request For Proposal (RFP)/Request For Quote (RFQ)
Copyright 2015 APQC and IBM 22 of 733
PCF ID Name ChangeHierarchy
ID
11784 3.3.4.5 Verify match with strategic/tactical plans11785 3.3.4.6 Validate customer requirements11786 3.3.4.7 Develop project structure11787 3.3.4.8 Identify staffing requirements11788 3.3.4.9 Develop pricing and scheduling estimates11789 3.3.4.10 Conduct profitability analysis11790 3.3.4.11 Submit bid11791 3.3.4.12 Review proposal and approval by submitter11793 3.3.4.13 Receive notification11794 3.3.5 Develop business relationships11795 3.3.5.1 Identify strategic partnering opportunities11796 3.3.5.2 Define roles and responsibilities of partnerships11797 3.3.5.3 Validate partnership plan with strategic marketing objectives11798 3.3.5.4 Support strategic business partnerships11799 3.3.5.5 Communicate partnership objectives11800 3.4 Perform integrated business planning11801 3.4.1 Plan demand11802 3.4.1.1 Review existing pipeline for existing and/or backlog demand11803 3.4.1.2 Review existing pipeline11804 3.4.1.3 Review government trends and check for updates in policies11805 3.4.1.4 Project sales pipeline by product/market11806 3.4.1.5 Develop annual sales plan by product/market11807 3.4.1.6 Consolidate sales plan by segment/business unit/corporation
11808 3.4.2 Plan operations11809 3.4.2.1 Transfer sales plan to operations planning11810 3.4.2.2 Perform capacity planning11811 3.4.2.3 Perform logistics planning11812 3.4.2.4 Perform inventory planning11813 3.4.2.5 Perform maintenance planning11814 3.4.2.6 Perform sourcing planning11815 3.4.2.7 Perform tooling planning11816 3.4.3 Plan financials11817 3.4.3.1 Identify cost centers/profit centers/activities/rates11818 3.4.3.2 Create master data11819 3.4.3.3 Calculate direct costs11820 3.4.3.4 Calculate indirect costs11821 3.4.3.5 Project revenues from sales plan11822 3.4.3.6 Prepare projected income statement by legal entity11823 3.4.3.7
11824 3.4.3.8 Prepare projected balance sheet by legal entity11825 3.4.3.9
Prepare projected income statement by business unit/managers entity
Prepare projected balance sheet by business unit/managers entity
Copyright 2015 APQC and IBM 23 of 733
PCF ID Name ChangeHierarchy
ID
11826 3.4.3.10 Prepare projected cash flow by business unit managers entity
11827 3.4.3.11 Prepare projected cash flow by legal entity11828 3.4.3.12 Prepare consolidated income statement11829 3.4.3.13 Prepare consolidated balance sheet11830 3.4.3.14 Prepare consolidated cash flow11838 3.5 Manage contracts and programs11839 3.5.1 Determine contract and program requirements11840 3.5.1.1 Identify contract type11841 3.5.1.2 Record contract data11842 3.5.1.3 Evaluate risks and assumptions11843 3.5.2 Plan and schedule program11844 3.5.2.1 Determine procurement11845 3.5.2.2 Refine order of magnitude estimate11846 3.5.2.3 Identify and schedule production11847 3.5.2.4 Reevaluate risk and assumptions11848 3.5.2.5 Identify and schedule qualified suppliers11849 3.5.2.6 Complete detailed production schedule11850 3.5.2.7 Refine work breakdown structure11851 3.5.2.8 Develop network task11852 3.5.2.9 Include program in budget11853 3.5.2.10 Validate funding against corporate plan11854 3.5.2.11 Obtain approval for funding11855 3.5.3 Execute program11856 3.5.3.1 Execute tasks11857 3.5.3.2 Record program milestones11858 3.5.3.3 Collect direct costs11859 3.5.3.4 Collect indirect costs11860 3.5.3.5 Collect revenues11861 3.5.4 Control and manage contracts and program performance11862 3.5.4.1 Prepare subcontractor reports11863 3.5.4.2 Support financial reporting11864 3.5.4.3 Report Central Security Service (CSS)/SCS compliance11865 3.5.4.4 Report earned value management system - EVMS11866 3.5.4.5 Resolve EVMS issues11867 3.5.4.6 Report to management11868 3.5.4.7 Maintain and conduct program status meetings11869 3.5.4.8 Perform quality reviews11870 3.5.4.9 Perform financial/contract audit11871 3.5.4.10 Report classified projects11872 3.5.4.11 Identify project changes11873 3.5.4.12 Identify options to resolve issues11874 3.5.4.13 Revise program plan to incorporate options11875 3.5.4.14 Transfer and borrow payback between contracts/programs11876 3.5.4.15 Submit for management review and approval
Copyright 2015 APQC and IBM 24 of 733
PCF ID Name ChangeHierarchy
ID
11877 3.5.4.16 Submit for customer review11878 3.5.4.17 Receive approval, revise program as required11879 3.5.5 Perform program close out11880 3.5.5.1 Complete program commitments11881 3.5.5.2 Close commitments11882 3.5.5.3 Review procurement documents to close11883 3.5.5.4 Apply final allocation/overheads11884 3.5.5.5 Release funds11885 3.5.5.6 Close program to all postings except rate adjustments11886 3.5.5.7 Return government property documents11887 3.5.5.8
11888 3.5.5.9 Develop follow up action plan to obtain program enhancements
11889 3.5.5.10 Post final rate adjustments and close10105 3.6 Develop and manage sales plans10182 3.6.1 Generate leads10188 3.6.1.1 Identify potential customers10189 3.6.1.2 Identify leads10183 3.6.2 Manage customers and accounts11173 3.6.2.1 Develop sales/key account plan11174 3.6.2.2 Manage customer relationships14208 3.6.2.3 Manage customer master data11890 3.6.2.4 Compare program actual vs. estimate11891 3.6.2.5 Develop marketing plan11892 3.6.2.6 Track sales performance11893 3.6.3 Analyze sales results11894 3.6.3.1 Compare actual sales to forecast11895 3.6.3.2 Revise marketing strategy10184 3.6.4 Manage customer sales10190 3.6.4.1 Perform sales calls10191 3.6.4.2 Perform pre-sales activities10192 3.6.4.3 Close the sale10193 3.6.4.4 Record outcome of sales process18634 3.6.5 Generate quotes19706 3.6.5.1
19707 3.6.5.2 Produce quotes19708 3.6.5.3 Submit quotes to customers18637 3.6.5.4 Adjust quotes19709 3.6.5.5 Obtain approval to proceed18638 3.6.5.6 Convert quotes to sales orders10185 3.6.6 Manage sales orders10194 3.6.6.1 Accept and validate sales orders10195 3.6.6.2 Collect and maintain customer account information
Revaluate return on investment (ROI) or earned value analysis (EVA) reports
Receive requests for quotes / identify requirement to generate a quote
Copyright 2015 APQC and IBM 25 of 733
PCF ID Name ChangeHierarchy
ID
10201 3.6.6.2.1 Administer key customer/account details10202 3.6.6.2.2 Retrieve full customer details10203 3.6.6.2.3 Modify involved party details10204 3.6.6.2.4 Record address details10205 3.6.6.2.5 Record contact details10206 3.6.6.2.6 Record key customer communication profile details10207 3.6.6.2.7 Review involved party information10208 3.6.6.2.8 Terminate involved party information10196 3.6.6.3 Determine availability10197 3.6.6.4 Determine fulfillment process10198 3.6.6.5
10199 3.6.6.6 Process back orders and updates10200 3.6.6.7
10186 3.6.7 Manage sales force10209 3.6.7.1 Determine sales resource allocation10210 3.6.7.2 Establish sales force incentive plan10187 3.6.8 Manage sales partners and alliances10211 3.6.8.1 Provide sales and product training to sales partners/alliances
10212 3.6.8.2 Develop sales forecast by partner/alliance10213 3.6.8.3 Agree on partner and alliance commissions10214 3.6.8.4 Evaluate partner/alliance results14209 3.6.8.5 Manage channel partner master data19710 3.6.8.6 Manage vendor recovery
Enter orders into system and identify/perform cross-sell/up-sell activity
Handle order inquiries including post-order fulfillment transactions
Copyright 2015 APQC and IBM 26 of 733
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Copyright 2015 APQC and IBM 27 of 733
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Copyright 2015 APQC and IBM 28 of 733
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Copyright 2015 APQC and IBM 29 of 733
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Copyright 2015 APQC and IBM 30 of 733
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Copyright 2015 APQC and IBM 31 of 733
What change
Copyright 2015 APQC and IBM 32 of 733
PCF ID Name10005 4.0 Deliver Products and Services Y10215 4.1 Plan for and align supply chain resources Y10221 4.1.1 Develop production and materials strategies N10229 4.1.1.1 Define manufacturing goals N10230 4.1.1.2 Define labor and materials policies N10231 4.1.1.3 Define outsourcing policies N10232 4.1.1.4 Define manufacturing capital expense policies N10233 4.1.1.5 Define capacities N10234 4.1.1.6 Define production network and supply constraints N14193 4.1.1.7 Define production process N14194 4.1.1.8 Define production workplace layout and infrastructure N10222 4.1.2 Manage demand for products and services N19711 4.1.2.1 Perform forward parts requirements forecasting N19712 4.1.2.2 Establish demand for PMA parts N10235 4.1.2.3 Develop baseline forecasts N10236 4.1.2.4 Collaborate with customers N10237 4.1.2.5 Develop consensus forecast N10238 4.1.2.6 Determine available to promise N10239 4.1.2.7 Monitor activity against forecast and revise forecast N10240 4.1.2.8 Evaluate and revise forecasting approach N10241 4.1.2.9 Measure forecast accuracy N10223 4.1.3 Create materials plan N10242 4.1.3.1 Create unconstrained plan N10243 4.1.3.2 Collaborate with supplier and contract manufacturers N10244 4.1.3.3 Identify critical materials and supplier capacity N10245 4.1.3.4 Monitor material specifications N10246 4.1.3.5 Generate constrained plan N14196 4.1.3.6 Define production balance and control N19713 4.1.3.7 Manage interchangeability and supersession N10224 4.1.4 Create and manage master production schedule N10247 4.1.4.1 Create site level plan and schedule N10248 4.1.4.2 Manage work-in-progress inventory N10249 4.1.4.3 Collaborate with suppliers N10250 4.1.4.4 Execute site- level production plan and schedule N17041 4.1.4.5 Monitor master production schedule and plan N17042 4.1.5 Plan distribution requirements N10252 4.1.5.1 Maintain master data N10253 4.1.5.2 Determine finished goods inventory requirements at destination N
10254 4.1.5.3 Calculate requirements as destination N10255 4.1.5.4 Calculate consolidation at source N10256 4.1.5.5 Manage collaborative replenishment planning N10257 4.1.5.6 Manage requirements for partners N10258 4.1.5.7 Calculate destination dispatch plan N10259 4.1.5.8 Manage dispatch plan attainment N
Hierarchy ID
Metrics available?
Copyright 2015 APQC and IBM 33 of 733
PCF ID NameHierarchy
IDMetrics
available?10260 4.1.5.9 Calculate destination load plans N10261 4.1.5.10 Manage partner load plan N10262 4.1.5.11 Manage the cost of supply N10263 4.1.5.12 Manage capacity utilization N10226 4.1.6 Establish distribution planning constraints N10267 4.1.6.1 Establish distribution center layout constraints N10268 4.1.6.2 Establish inventory management constraints N10269 4.1.6.3 Establish transportation management constraints N10227 4.1.7 Review distribution planning policies N10264 4.1.7.1 Review distribution network N10265 4.1.7.2 Establish sourcing relationships N10266 4.1.7.3 Establish dynamic deployment policies N10228 4.1.8 Assess distribution planning performance N10270 4.1.8.1 Establish appropriate performance indicators (metrics) N10271 4.1.8.2 Establish monitoring frequency N10272 4.1.8.3 Calculate performance measures N10273 4.1.8.4 Identify performance trends N10274 4.1.8.5 Analyze performance benchmark gaps N10275 4.1.8.6 Prepare appropriate reports N10276 4.1.8.7 Develop performance improvement plan N10368 4.1.9 Develop quality standards and procedures N10371 4.1.9.1 Establish quality targets N10372 4.1.9.2 Develop standard testing procedures N10373 4.1.9.3 Communicate quality specifications N10216 4.2 Procure materials and services Y10277 4.2.1 Develop sourcing strategies Y10281 4.2.1.1 Develop procurement plan N10282 4.2.1.2 Clarify purchasing requirements N10283 4.2.1.3 Develop inventory strategy N10284 4.2.1.4 Match needs to supply capabilities N10285 4.2.1.5 Analyze company’s spend profile N10286 4.2.1.6 Seek opportunities to improve efficiency and value N10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities N11923 4.2.2 Define and manage procurement strategies N11924 4.2.2.1 Define material management strategy N11925 4.2.2.2 Develop material receipt strategy N11926 4.2.2.3 Develop supplier payment strategy N11927 4.2.2.4 N
11928 4.2.2.5 Conduct spend analysis and determine customer requirements N
10278 4.2.3 Select suppliers and develop/maintain contracts Y10288 4.2.3.1 Select suppliers N19714 4.2.3.2 Evaluate suppliers N10289 4.2.3.3 Certify and validate suppliers N
Ensure alignment of procurement strategy with enterprise wide business strategy
Copyright 2015 APQC and IBM 34 of 733
PCF ID NameHierarchy
IDMetrics
available?10290 4.2.3.4 Negotiate and establish contracts N10291 4.2.3.5 Manage contracts N11931 4.2.4 Perform strategic sourcing N11932 4.2.4.1 Maintain material sourcing categories N11933 4.2.4.2 Conduct supplier evaluation N11934 4.2.4.3 Select suppliers and negotiate agreements N11935 4.2.4.4 Develop sourcing implementation plans N11936 4.2.4.5 Maintain supplier information N11937 4.2.4.6 Maintain supplier catalogs and price lists N11938 4.2.4.7 Maintain supplier contracts N11939 4.2.4.8 Define outside supplier /partner relationships N10279 4.2.5 Order materials and services Y10292 4.2.5.1 Process/Review requisitions N10293 4.2.5.2 Approve requisitions N10294 4.2.5.3 Solicit/Track vendor quotes N10295 4.2.5.4 Create/Distribute purchase orders N10296 4.2.5.5 Expedite orders and satisfy inquiries N10297 4.2.5.6 Record receipt of goods N10298 4.2.5.7 Research/Resolve exceptions N11946 4.2.6 Inspect material quality N11947 4.2.6.1 Inspect goods/services N11948 4.2.6.2 Return goods/services N19715 4.2.6.3 Verify effectiveness of inventory control and quality N10280 4.2.7 Manage suppliers Y10299 4.2.7.1 Monitor/Manage supplier information N10300 4.2.7.2 Prepare/Analyze procurement and vendor performance N10301 4.2.7.3 Support inventory and production processes N10302 4.2.7.4 Monitor quality of product delivered N10217 4.3 Produce/Manufacture/Deliver product Y11952 4.3.1 Define assembly and test (A&T) operations strategy N11953 4.3.1.1 Compile and update customer quality and service requirements N
11954 4.3.1.2 Compile and update internal A&T operational capabilities N11955 4.3.1.3 N
11956 4.3.1.4 Define product specific quality and service N11957 4.3.1.5 Prepare capital appropriations requests N11958 4.3.1.6 Define outside supplier partner terms and conditions N11959 4.3.1.7 Disaggregate gross budget to appropriate departments N11960 4.3.1.8 N
11961 4.3.1.9 Publish annual assembly and test operating budget and plan N11962 4.3.1.10 Define all safety and environmental policies N11963 4.3.2 Define manufacturing operations strategy N
Compile and update future market trends impacting A&T strategy
Disseminate customer service and operations targets to the appropriate departmental organizations
Copyright 2015 APQC and IBM 35 of 733
PCF ID NameHierarchy
IDMetrics
available?11964 4.3.2.1 N
11965 4.3.2.2 N
11966 4.3.2.3 Define product specific quality and service N11967 4.3.2.4 N
11968 4.3.2.5 Determine capabilities gaps and closure strategies N11969 4.3.2.6 Prepare capital appropriations N11971 4.3.2.7 Disaggregate gross budget to appropriate departments N11972 4.3.2.8 N
11973 4.3.2.9 Publish annual assembly and test operating budget and plan N11974 4.3.3 Plan production operations N11975 4.3.3.1 N
11976 4.3.3.2 Develop intermediate range production and inventory plans N11977 4.3.3.3 N
11978 4.3.3.4 N
11979 4.3.3.5 Determine final sourcing alternatives N11980 4.3.3.6 N
11981 4.3.3.7 Create production project with work breakdown structure N11982 4.3.3.8 N
11983 4.3.3.9 N
11984 4.3.3.10 N
11985 4.3.4 Manage production equipment and facilities N11986 4.3.4.1 Manage equipment data N11987 4.3.4.2 Develop plant equipment preventative maintenance plans N11988 4.3.4.3 N
11989 4.3.4.4 Schedule facility and equipment preventative maintenance N11990 4.3.4.5 Execute facility and equipment preventative maintenance N11991 4.3.4.6 Execute unplanned maintenance activities N11992 4.3.4.7 Determine and identify corrective actions N11993 4.3.5 Schedule production operations N11994 4.3.5.1 Generate short range DRP, MRP, and CRP N11995 4.3.5.2 N
Compile and update all manufacturing organization quality and service requirementsCompile and update internal manufacturing operational capabilities
Define operational practice policies, measures and performance targets that support goal fulfillment
Disseminate customer service and operations targets to the appropriate departmental organizations
Compile and update all pertinent inputs from business planning and strategy department
Develop options for next period sales and operations planning meetingConduct sales and operations planning (S&OP) periodic meeting and update final S&OP into detailed
Generate master schedules with tooling rough cut capacity planning and maintenance
Modify master plans and projects to accommodate logistics, maintenance and production tooling constraintsGenerate intermediate range material resource planning, distribution resource planning, capacity requirements planning (MRP, DRP, CRP)
Publish annual plans to sales procurement transportation and manufacturing operations
Develop physical plant preventative maintenance and energy management plans
Conduct periodic meetings on short schedule - operations, procurement, tooling and maintenance
Copyright 2015 APQC and IBM 36 of 733
PCF ID NameHierarchy
IDMetrics
available?11996 4.3.5.3 Transfer final schedules to operating departments N11997 4.3.5.4 Perform ongoing net change MRP or DRP and optimize N11998 4.3.5.5 Perform full regeneration MRP or DRP and analyze N11999 4.3.5.6 Create and release production orders/batches N12000 4.3.5.7 Create run schedule header N12001 4.3.5.8 N
12002 4.3.5.9 Develop contract pegging relationships N12003 4.3.5.10 Provide daily delivery schedules to external suppliers N12004 4.3.5.11 Generate and print internal pick lists N12005 4.3.5.12 N
12006 4.3.5.13 Reschedule backlog orders and inbound shipments N12007 4.3.5.14 Receive electronic numeric control (NC) tapes and load N12008 4.3.5.15 Receive and review work instructions N12009 4.3.5.16 Receive and review quality instructions N12010 4.3.5.17 Receive and review production schedules N12011 4.3.5.18 Receive and review tooling pick lists and allocate N12012 4.3.5.19 Receive confirmations from plant maintenance N12013 4.3.5.20 Allocate gauging and miscellaneous measurement devices N12014 4.3.5.21 Perform setup activities N12015 4.3.5.22 Confirm material availability N12016 4.3.6 Execute production operations N10310 4.3.6.1 Manage raw material inventory N12017 4.3.6.2 Issue goods against purchase order (PO) or batch N12018 4.3.6.3 Receive goods to purchase order (PO) or batch N12019 4.3.6.4 Refer material for manufacturing change N12020 4.3.6.5 Quarantine material for quality hold/check N12021 4.3.6.6 Execute production activities N12022 4.3.6.7 Perform in-line product inspections N12023 4.3.6.8 Perform post production inspections N12024 4.3.6.9 Refer nonconforming material for disposition N12025 4.3.6.10 Downgrade/upgrade material N12026 4.3.6.11 Quarantine nonconformance matériel N10313 4.3.6.12 Rerun defective items N12027 4.3.6.13 Record production related data N12028 4.3.6.14 Back flush inventory N12029 4.3.6.15 Close batches or PO N12030 4.3.6.16 Consume demand forecast N12031 4.3.6.17 Execute packaging and labeling activities N12032 4.3.6.18 Enter run schedule header N12033 4.3.6.19 Reconcile and close run schedule header N12034 4.3.6.20 Record and track piece part serial numbers N12035 4.3.6.21 Record calibration data and measurement device N19716 4.3.6.22 Obtain aircraft production certification N
Manage ongoing schedule changes interactions with customers, suppliers, production, tooling and maintenance
Generate and communicate delivery requirements to internal and external shipping points
Copyright 2015 APQC and IBM 37 of 733
PCF ID NameHierarchy
IDMetrics
available?10314 4.3.6.23 Assess production performance N10369 4.3.7 Perform quality testing N10318 4.3.7.1 Calibrate test equipment N10374 4.3.7.2 Perform testing using the standard testing procedure N10375 4.3.7.3 Record test results N12036 4.3.8 Manage product quality N12037 4.3.8.1 Update governmental and regulatory quality requirements N12038 4.3.8.2 Benchmark industry quality capabilities N12039 4.3.8.3 Compile and update the cost of quality N12040 4.3.8.4 Compile and update the costs of quality nonconformance N12041 4.3.8.5 Update quality targets and tolerances N12042 4.3.8.6 Develop quality sampling and analysis N12043 4.3.8.7 N
12044 4.3.8.8 N
12045 4.3.8.9 Track and analyze non-conformance trends N12046 4.3.8.10 Perform root cause analysis N12047 4.3.8.11 Perform product design/process improvement analysis N12048 4.3.8.12 Deploy product redesigns/process N12049 4.3.8.13 Perform internal quality audits N12050 4.3.8.14 Perform external quality audits N12051 4.3.8.15 Perform statistical process control (SPC) analysis N12052 4.3.8.16 Perform six-sigma activities N12053 4.3.8.17 N
12054 4.3.8.18 Provide feedback to engineering and product N12055 4.3.8.19 Adjust inventories/scrap - materials disposition N12056 4.3.8.20 Manage reject/rework and on-hold materials N12057 4.3.8.21 Conduct claims related quality investigations N10370 4.3.9 Maintain production records and manage lot traceability N10376 4.3.9.1 Determine lot numbering system N10377 4.3.9.2 Determine lot usage N12058 4.3.10 Manage production tooling operations N12059 4.3.10.1 N
12060 4.3.10.2 N
12061 4.3.10.3 N
12062 4.3.10.4 Obtain approval to proceed or cancel work order N12063 4.3.10.5 Complete detailed design of final tool N12064 4.3.10.6 Generate a work order or purchase request N12065 4.3.10.7 Manufacture or receive final tools N12066 4.3.10.8 Allocate gauging /measurement devices to production N
Allocate gauging and miscellaneous measurement devices against production orders/batchersDevelop training material for operators carrying out quality activities
Generate International Standards Organization (ISO) or similar documentation
Receive high level tool design request from new product development process (new tools)Receive request to modify or repair an existing tool from engineering or operationsDevelop the cost estimate to buy or make the tools - with availability date
Copyright 2015 APQC and IBM 38 of 733
PCF ID NameHierarchy
IDMetrics
available?12067 4.3.10.9 Manage tool inventories N12068 4.3.10.10 Manage crib inventory N12069 4.3.10.11 Manage crib operations N12070 4.3.10.12 Perform fixed tool life cycle management N12071 4.3.10.13 Manage gauge and measurement device calibrations N19717 4.3.10.14 N
19718 4.3.10.15 Record and track serialized tool issuance to operators N12072 4.3.11 Control and report production operations N12073 4.3.11.1 Record production operations information N12074 4.3.11.2 Capture and communicate work order batch status N12075 4.3.11.3 Communicate all inventory status - real-time N12076 4.3.11.4 Communicate human resource status N12077 4.3.11.5 Communicate equipment status N12078 4.3.11.6 Communicate schedules - including downtime and setup N12079 4.3.11.7 Communicate maintenance activities and schedules N12080 4.3.11.8 Generate and communicate field analytical reports N12081 4.3.11.9 N
12082 4.3.12 Manage product and process related data N12083 4.3.12.1 N
12084 4.3.12.2 Maintain product specifications N12085 4.3.12.3 Maintain product catalogs N12086 4.3.12.4 Maintain operating instructions (operations component) N12087 4.3.12.5 Maintain process control parameter data N12088 4.3.12.6 Maintain product and process related documentation N19719 4.3.13 Develop and implement production rate increase methodology N19720 4.3.13.1 N
19721 4.3.13.2 N
19722 4.3.13.3 N
19723 4.3.13.4 N
19724 4.3.13.5 N
19725 4.3.13.6 N
19726 4.3.13.7 N
10218 4.4 Deliver service to customer Y10320 4.4.1 Confirm specific service requirements for individual customer N10324 4.4.1.1 Process customer request N
Create individual tracking record (for individually identified (serialized) tools)
Communicate preemptive and predictive feedback to operations to change practices or schedules
Create and maintain material masters, BOM, routings and other production data
Define method for identifying all impacted partners, suppliers and internal facilitiesDefine mechanism to be used to communicate rate increase requirementsDefine method to be applied by partners, suppliers, internal facilities to assess capabilitiesDefine mechanism by which results of Rate Increase studies can be returnedDefine mechanism by which returned rate increase study results can be consolidatedDefine mechanism by which the results of a Production Rate increase assessment can be communicatedConfirm the frequency (ad-hoc, periodic, event driven) with which studies will be released
Copyright 2015 APQC and IBM 39 of 733
PCF ID NameHierarchy
IDMetrics
available?10325 4.4.1.2 Create customer profile N10326 4.4.1.3 Generate service order N10321 4.4.2 Identify and schedule resources to meet service requirements N10327 4.4.2.1 Create resourcing plan and schedule N10328 4.4.2.2 Create service order fulfillment schedule N10329 4.4.2.3 Develop service order N10322 4.4.3 Provide service to specific customers N10330 4.4.3.1 Organize daily service order fulfillment schedule N10331 4.4.3.2 Dispatch resources N10332 4.4.3.3 Manage order fulfillment progress N10333 4.4.3.4 Validate order fulfillment block completion N10323 4.4.4 Ensure quality of service N10334 4.4.4.1 Identify completed orders for feedback N10335 4.4.4.2 Identify incomplete orders and service failures N10336 4.4.4.3 Solicit customer feedback on services delivered N10337 4.4.4.4 Process customer feedback on services delivered N12089 4.4.5 N
12090 4.4.5.1 Manage customer master information N12091 4.4.5.2 Manage customer pricing and quotations N12092 4.4.5.3 Manage customer claims processing N12093 4.4.5.4 Facilitate customer complaints seminars N12094 4.4.5.5 Facilitate customer design reviews and Initiatives N12095 4.4.5.6 Identify product improvements N12096 4.4.5.7 Support proposal activities N12097 4.4.5.8 Provide cost/price data N12098 4.4.6 Provide field-level support preparation N12099 4.4.6.1 Process customer request for service N12100 4.4.6.2 Determine resource and material requirements N12101 4.4.6.3 Provide pricing and quotations N12102 4.4.6.4 Generate service orders N12103 4.4.6.5 Generate service order documentation N12104 4.4.6.6 Secure resources and materials N12105 4.4.6.7 Manage subcontracts N12106 4.4.6.8 Develop maintenance plans N19727 4.4.7 Perform component/part repair and overhaul activities N19728 4.4.7.1 Perform repair provider selection and interaction N19729 4.4.7.2 Receive component / part and analyze fault N19730 4.4.7.3 Test component / part N19731 4.4.7.4 Perform beyond economic repair (BER) assessment N19732 4.4.7.5 Prioritize repairs (based on aircraft on ground (AOG)) N19733 4.4.7.6 Establish availability of components / parts requiring repair N19734 4.4.7.7 Perform repairs N19735 4.4.7.8 Track component / part repairs (internal / external) N19736 4.4.7.9 Document repair testing N
Manage ongoing maintenance, repair and overhaul service contracts
Copyright 2015 APQC and IBM 40 of 733
PCF ID NameHierarchy
IDMetrics
available?19737 4.4.7.10 Deliver repaired component/ part and relevant documentation N
19738 4.4.7.11 Provide billing / invoice data to finance N19739 4.4.7.12 Manage system and process integration N19791 4.4.8 Define and manage maintenance capacities N19740 4.4.8.1 Define and manage maintenance capacities N19792 4.4.8.2 Plan maintenance work N19741 4.4.8.3 Develop and manage operational capacity plan N19742 4.4.9 Perform maintenance activities N19743 4.4.9.1 Receive aircraft N19744 4.4.9.2 N
19745 4.4.9.3 Perform aircraft / part maintenance N19746 4.4.9.4 Provide status reporting N19747 4.4.9.5 Manage certification documentation N19748 4.4.9.6 N
19749 4.4.9.7 N
19750 4.4.9.8 Manage third party provider interactions N19751 4.4.9.9 Provide invoice / billing data to finance N12658 4.4.10 Manage warranties Y19651 4.4.10.1 Define and manage warranty offering N16893 4.4.10.1.1 Determine and document warranty policies N16890 4.4.10.1.2 Create and manage warranty rules / claim codes for products N
19752 4.4.10.1.3 Agree warranty responsibilities with suppliers N19753 4.4.10.1.4 N
12673 4.4.10.1.5 Communicate warranty policies and offerings N19754 4.4.10.1.6 Manage pre-authorizations N12669 4.4.10.2 Process warranty claims Y19755 4.4.10.2.1 Receive warranty claim N12671 4.4.10.2.2 Validate warranty claim N19756 4.4.10.2.3 Investigate warranty issues N19757 4.4.10.2.3. (Auto PCF) N12677 4.4.10.2.3. (Auto PCF) N12678 4.4.10.2.3. (Auto PCF) N19758 4.4.10.2.3. (Auto PCF) N19759 4.4.10.2.3. (Auto PCF) N19760 4.4.10.2.4 Determine responsible party N12668 4.4.10.2.5 Approve or reject warranty claim N19761 4.4.10.2.6 Notify originator of approve / reject decision N19762 4.4.10.2.7 Authorize payment N19763 4.4.10.2.8 Close claim N
Generate quote for additional maintenance and obtain approval to proceed
Compile aircraft component change and configuration management dataManage task card lifecycle (issue, assign, work, approve, close) compliance
Define warranty related offerings for customers e.g. service contract
Copyright 2015 APQC and IBM 41 of 733
PCF ID NameHierarchy
IDMetrics
available?12667 4.4.10.2.9 Reconcile warranty transaction disposition N19664 4.4.10.3 Manage supplier recovery N19764 4.4.10.3.1 Create supplier recovery claims N19765 4.4.10.3.2 Negotiate recoveries with suppliers N19667 4.4.10.4 Evaluate and manage warranty performance N19766 4.4.10.4.1 N
12676 4.4.10.4.2 Monitor and report on warranty management metrics N19767 4.4.10.4.3 N
12674 4.4.10.4.4 Identify opportunities to eliminate warranty waste N19768 4.4.10.4.5 Investigate fraudulent claims N19769 4.4.10.4.6 Manage recalls N12127 4.4.11 Provide MRO related training N12128 4.4.11.1 Develop training plan N12129 4.4.11.2 Develop training materials N12130 4.4.11.3 Maintains service bulletins/catalogues N12131 4.4.11.4 Manage training schedule N12132 4.4.11.5 Deliver operations training N12133 4.4.11.6 Deliver technical training N12134 4.4.11.7 Perform technical certification testing N12135 4.4.11.8 Evaluate training effectiveness N12136 4.4.11.9 Maintain service master for training N19770 4.4.12 Deliver digital services to customers N19771 4.4.12.1 Deliver Aircraft Health Monitoring Services (AHMS) N19772 4.4.12.2 Deliver loadable software services N19773 4.4.12.3 Deliver predictive analytics and optimization services N10219 4.5 Manage logistics and warehousing Y10338 4.5.1 Define logistics strategy Y10343 4.5.1.1 N
10344 4.5.1.2 Design logistics network N10345 4.5.1.3 Communicate outsourcing needs N10346 4.5.1.4 Develop and maintain delivery service policy N10347 4.5.1.5 Optimize transportation schedules and costs N10348 4.5.1.6 Define key performance measures N10339 4.5.2 Plan and manage inbound material flow Y10349 4.5.2.1 Plan inbound material receipts N10350 4.5.2.2 Manage inbound material flow N10351 4.5.2.3 Monitor inbound delivery performance N10352 4.5.2.4 Manage flow of returned products N10340 4.5.3 Operate warehousing Y10353 4.5.3.1 Track inventory deployment N10354 4.5.3.2 Receive, inspect, and store inbound deliveries N10355 4.5.3.3 Track product availability N
Measure customer satisfaction with warranty handling and resolution
Identify improvement opportunities (e.g. process, warranty offering)
Translate customer service requirements into logistics requirements
Copyright 2015 APQC and IBM 42 of 733
PCF ID NameHierarchy
IDMetrics
available?10356 4.5.3.4 Pick, pack, and ship product for delivery N10357 4.5.3.5 Track inventory accuracy N10358 4.5.3.6 Track third-party logistics storage and shipping performance N10359 4.5.3.7 Manage physical finished goods inventory N10341 4.5.4 Operate outbound transportation Y10360 4.5.4.1 Plan, transport, and deliver outbound product N10361 4.5.4.2 Track carrier delivery performance N10362 4.5.4.3 Manage transportation fleet N10363 4.5.4.4 Process and audit carrier invoices and documents N12137 4.5.4.5 Prepare package and shipment N12145 4.5.4.6 Manage shipping, carriers, and fleets N10342 4.5.5 Manage returns; manage reverse logistics Y10364 4.5.5.1 Authorize and process returns N10365 4.5.5.2 Perform reverse logistics N10366 4.5.5.3 Perform salvage activities N10367 4.5.5.4 Manage and process warranty claims N14195 4.5.5.5 Manage repair/refurbishment and return to customer/stock N12159 4.5.6 Plan material handling and storage N12160 4.5.6.1 Collect and analyze material handling and storage information N
12161 4.5.6.2 Determine material capacity requirements N12162 4.5.6.3 Determine material handling requirements N12163 4.5.6.4 Identify requirements to modify facilities layout N12164 4.5.6.5 Identify changes to material handling N12165 4.5.6.6 Identify changes to material storage systems/procedures N12166 4.5.6.7 Define stock placement strategies, procedures, and systems N
12167 4.5.6.8 Define stock location strategies, procedures, and systems N12168 4.5.6.9 Define stock retrieval strategies, procedures, and systems N12169 4.5.7 Manage inventory storage, location and movement N12170 4.5.7.1 Recognize transfer requests (internal move/external move) N12171 4.5.7.2 Locate stock N12172 4.5.7.3 Prepare stock for movement N12173 4.5.7.4 Physically move stock N12174 4.5.7.5 Maintain inventory status N12175 4.5.7.6 Perform physical inventory procedures N12176 4.5.7.7 Collect, report, and analyze logistics N12177 4.5.7.8 Identify obsolete goods for disposition N12178 4.5.7.9 Adjust inventory N12179 4.5.8 Manage hazardous materials and waste N12180 4.5.8.1 Maintain material safety data sheets N12181 4.5.8.2 N
12182 4.5.8.3 Maintain hazardous material handling and disposal N12183 4.5.8.4 Manage compliance audits N
Maintain awareness of and communicate regulatory requirements
Copyright 2015 APQC and IBM 43 of 733
PCF ID NameHierarchy
IDMetrics
available?12184 4.5.8.5 Recognize need to disposition hazardous materials/waste N12185 4.5.8.6 Determine disposition and associated processing N12186 4.5.8.7 Manage disposition, disposal, reprocessing activities N12187 4.5.8.8 Manage documentation and reporting N12188 4.5.9 Manage kitting operations N12189 4.5.9.1 Define kitting requirements N12190 4.5.9.2 Request materials N12191 4.5.9.3 Build kits N12192 4.5.9.4 Issue materials to kits/consumption N12193 4.5.9.5 Prepare kits for transfer N12194 4.5.9.6 Manage returnable fixtures, containers, and tools N12195 4.5.9.7 Manage labeling of kits N
Copyright 2015 APQC and IBM 44 of 733
PCF ID Name10006 5.0 Manage Customer Service Y10378 5.1 Develop customer care/customer service strategy Y10381 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers) N
10384 5.1.1.1 Analyze existing customers N10385 5.1.1.2 Analyze feedback of customer's needs N10382 5.1.2 Define customer service policies and procedures N10383 5.1.3 Establish service levels for customers Y10379 5.2 Plan and manage customer service operations Y10387 5.2.1 Plan and manage customer service work force Y10390 5.2.1.1 Forecast volume of customer service contacts N10391 5.2.1.2 Schedule customer service work force N10392 5.2.1.3 Track work force utilization N10393 5.2.1.4 N
12196 5.2.2 Manage customer requests/inquiries and provide support N10394 5.2.2.1 Receive customer requests/inquiries N10395 5.2.2.2 Route customer requests/inquiries N10396 5.2.2.3 Respond to customer requests/inquiries N12197 5.2.2.4 Support customer order status inquiry N12198 5.2.2.5 Support customer deliver status inquiry N12199 5.2.2.6 Support customer financial inquiry N10389 5.2.3 Manage customer complaints N10397 5.2.3.1 Receive customer complaints N10398 5.2.3.2 Route customer complaints N10399 5.2.3.3 Resolve customer complaints N10400 5.2.3.4 Respond to customer complaints N12200 5.2.3.5 Support customer complaints and service N10380 5.3 Measure and evaluate customer service operations Y19774 5.3.1 N
10405 5.3.1.1 Solicit customer feedback on customer service experience N10406 5.3.1.2 N
10402 5.3.2 N
11236 5.3.2.1 Solicit customer feedback on complaint handling and resolution N
11237 5.3.2.2 N
10403 5.3.3 Measure customer satisfaction with products and services N11238 5.3.3.1 N
11239 5.3.3.2 Solicit post-sale customer feedback on ad effectiveness N
Hierarchy ID
Metrics available?
Monitor and evaluate quality of customer interactions with customer service representatives
Measure customer satisfaction with customer requests/inquiries handling
Analyze customer service satisfaction data and identify improvement opportunities
Measure customer satisfaction with customer-complaint handling and resolution
Analyze customer complaint data and identify improvement opportunities
Gather and solicit post-sale customer feedback on products and services
Copyright 2015 APQC and IBM 45 of 733
PCF ID NameHierarchy
IDMetrics
available?11240 5.3.3.3 N
11241 5.3.3.4 N
Analyze product and service satisfaction data and identify improvement opportunitiesProvide customer feedback to product management on products and services
Copyright 2015 APQC and IBM 46 of 733
PCF ID Name10007 6.0 Develop and Manage Human Capital Y17043 6.1 N
17044 6.1.1 Develop human resources strategy N10418 6.1.1.1 Identify strategic HR needs N10419 6.1.1.2 Define HR and business function roles and accountability N10420 6.1.1.3 Determine HR costs N10421 6.1.1.4 Establish HR measures N10422 6.1.1.5 Communicate HR strategies N10432 6.1.1.6 Develop strategy for HR systems/technologies/tools N17045 6.1.2 Develop and implement workforce strategy and policies N10423 6.1.2.1 N
10424 6.1.2.2 Plan employee resourcing requirements per unit/organization N
10425 6.1.2.3 Develop compensation plan N10426 6.1.2.4 Develop succession plan N10427 6.1.2.5 Develop employee diversity plan N10428 6.1.2.6 Develop other HR programs N10429 6.1.2.7 Develop HR policies N10430 6.1.2.8 Administer HR policies N10431 6.1.2.9 Plan employee benefits N10433 6.1.2.10 Develop workforce strategy models N10417 6.1.3 Monitor and update strategy, plans, and policies N10434 6.1.3.1 Measure realization of objectives N10435 6.1.3.2 Measure contribution to business strategy N10436 6.1.3.3 Communicate plans and provide updates to stakeholders N10438 6.1.3.4 Review and revise HR plans N17046 6.1.4 Develop competency management models N10410 6.2 Recruit, source, and select employees Y10439 6.2.1 Manage employee requisitions N10445 6.2.1.1 N
10446 6.2.1.2 Develop and open job requisition N10447 6.2.1.3 Develop job descriptions N10448 6.2.1.4 Post requisitions N10449 6.2.1.5 Manage internal/external job posting Web sites N10450 6.2.1.6 Modify requisitions N10451 6.2.1.7 Notify hiring manager N10452 6.2.1.8 Manage requisition dates N10440 6.2.2 Recruit/Source candidates N10453 6.2.2.1 Determine recruitment methods N10454 6.2.2.2 Perform recruiting activities/events N10455 6.2.2.3 Manage recruitment vendors N17047 6.2.2.4 Manage employee referral programs N
Hierarchy ID
Metrics available?
Develop and manage human resources (HR) planning, policies, and strategies
Gather skill requirements according to corporate strategy and market environment
Align staffing plan to workforce plan and business unit strategies/resource needs
Copyright 2015 APQC and IBM 47 of 733
PCF ID NameHierarchy
IDMetrics
available?17048 6.2.2.5 Monitor recruitment channels N17049 6.2.3 Screen and select candidates N10456 6.2.3.1 Identify and deploy candidate selection tools N10457 6.2.3.2 Interview candidates N10458 6.2.3.3 Test candidates N10459 6.2.3.4 Select and reject candidates N10460 6.2.3.5 Obtain candidate background information N10443 6.2.4 Manage new hire/re-hire Y10463 6.2.4.1 Draw up and make offer N10464 6.2.4.2 Negotiate offer N10465 6.2.4.3 Hire candidate N10444 6.2.5 Manage applicant information N10466 6.2.5.1 Create applicant record N10467 6.2.5.2 Manage/track applicant data N10468 6.2.5.3 Archive and retain records of non-hires N10411 6.3 Develop and counsel employees Y10469 6.3.1 Manage employee orientation and deployment Y10474 6.3.1.1 Create/maintain employee on-boarding program N11243 6.3.1.2 N
17050 6.3.1.3 Execute onboarding program N10470 6.3.2 Manage employee performance Y10479 6.3.2.1 Define performance objectives N10480 6.3.2.2 Review, appraise, and manage employee performance N10481 6.3.2.3 Evaluate and review performance program N10472 6.3.3 Manage employee development Y10487 6.3.3.1 Define employee development guidelines N10488 6.3.3.2 Develop employee career plans N17051 6.3.3.3 Manage employee skills development N10473 6.3.4 Develop and train employees Y10490 6.3.4.1 Align employee and organization development needs N10491 6.3.4.2 Align learning programs with competencies N10492 6.3.4.3 N
10493 6.3.4.4 Y
17052 6.4 Manage employee relations N10483 6.4.1 Manage labor relations N10484 6.4.2 Manage collective bargaining process N10485 6.4.3 Manage labor management partnerships N10531 6.4.4 Manage employee grievances N10412 6.5 Reward and retain employees Y17053 6.5.1 N
10498 6.5.1.1 Develop salary/compensation structure and plan N
Evaluate the effectiveness of the employee on-boarding program
Establish training needs by analysis of required and available skillsDevelop, conduct, and manage employee and/or management training programs
Develop and manage reward, recognition, and motivation programs
Copyright 2015 APQC and IBM 48 of 733
PCF ID NameHierarchy
IDMetrics
available?10499 6.5.1.2 Develop benefits and reward plan N10500 6.5.1.3 Perform competitive analysis of benefit and rewards N10501 6.5.1.4 N
10502 6.5.1.5 Administer compensation and rewards to employees N10503 6.5.1.6 Reward and motivate employees N10508 6.5.1.7 Deliver programs to support work/life balance for employees N10495 6.5.2 Manage and administer benefits N10504 6.5.2.1 Deliver employee benefits program N10505 6.5.2.2 Administer benefit enrollment N10506 6.5.2.3 Process claims N10507 6.5.2.4 Perform benefit reconciliation N17054 6.5.3 Manage employee assistance and retention N10497 6.5.4 Administer Payroll Y10413 6.6 Re-deploy and retire employees Y10512 6.6.1 Manage promotion and demotion process N10513 6.6.2 Manage separation Y10514 6.6.3 Manage retirement N10515 6.6.4 Manage leave of absence N10516 6.6.5 Develop and implement employee outplacement N10517 6.6.6 Manage deployment of personnel N17055 6.6.7 Relocate employees and manage assignments N10520 6.6.8 Manage expatriates N17056 6.7 Manage employee information and analytics N10522 6.7.1 Manage reporting processes N10523 6.7.2 Manage employee inquiry process Y10524 6.7.3 Manage and maintain employee data N10525 6.7.4 Manage human resource information systems (HRIS) N10526 6.7.5 Develop and manage employee metrics N10527 6.7.6 Develop and manage time and attendance systems N10510 6.7.7 Review retention and motivation indicators N10530 6.7.8 N
17057 6.8 Manage employee communication N10529 6.8.1 Develop employee communication plan N10532 6.8.2 Deliver employee communications N
Identify compensation requirements based on financial, benefits, and HR policies
Manage/Collect employee suggestions and perform employee research
Copyright 2015 APQC and IBM 49 of 733
PCF ID Name10008 7.0 Manage Information Technology Y10563 7.1 Manage the business of information technology Y10570 7.1.1 Develop the enterprise IT strategy Y10603 7.1.1.1 Build strategic intelligence N10604 7.1.1.2 N
10605 7.1.1.3 Define strategic standards, guidelines, and principles N10606 7.1.1.4 Define and establish IT architecture and development standards N
10607 7.1.1.5 Define strategic vendors for IT components N10608 7.1.1.6 Establish IT governance organization and processes N10609 7.1.1.7 Build strategic plan to support business objectives N10571 7.1.2 Define the enterprise architecture N10611 7.1.2.1 Establish the enterprise architecture definition N10612 7.1.2.2 Confirm enterprise architecture maintenance approach N10613 7.1.2.3 Maintain the relevance of the enterprise architecture N10614 7.1.2.4 Act as clearinghouse for IT research and innovation N10615 7.1.2.5 Govern the enterprise architecture N10572 7.1.3 Manage the IT portfolio N10616 7.1.3.1 Establish the IT portfolio N10617 7.1.3.2 N
10618 7.1.3.3 Provision resources in accordance with strategic priorities N10573 7.1.4 Perform IT research and innovation N10620 7.1.4.1 Research technologies to innovate IT services and solutions N10621 7.1.4.2 N
10575 7.1.5 Evaluate and communicate IT business value and performance Y
10625 7.1.5.1 Establish and monitor key performance indicators N10626 7.1.5.2 Evaluate IT plan performance N10627 7.1.5.3 Communicate IT value N10564 7.2 Develop and manage IT customer relationships Y10578 7.2.1 Develop IT services and solutions strategy Y11244 7.2.1.1 N
11245 7.2.1.2 N
11246 7.2.1.3 Formulate IT services and solutions strategic initiatives N11247 7.2.1.4 N
11248 7.2.1.5 N
10579 7.2.2 Develop and manage IT service levels N10640 7.2.2.1 Create and maintain the IT services and solutions catalog N
Hierarchy ID
Metrics available?
Identify long-term IT needs of the enterprise in collaboration with stakeholders
Analyze and evaluate the value of the IT portfolio for the enterprise
Transition viable technologies for IT services and solutions development
Research IT services and solutions to address business and user requirementsTranslate business and user requirements into IT services and solutions requirements
Coordinate strategies with internal stakeholders to ensure alignmentEvaluate and select IT services and solutions strategic initiatives
Copyright 2015 APQC and IBM 50 of 733
PCF ID NameHierarchy
IDMetrics
available?10641 7.2.2.2 N
10642 7.2.2.3 Evaluate and report service level attainment results N10643 7.2.2.4 N
10580 7.2.3 Perform demand side management (DSM) for IT services N10644 7.2.3.1 Analyze IT services and solutions consumption and usage N10645 7.2.3.2 N
10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions N10581 7.2.4 Manage IT customer satisfaction Y10647 7.2.4.1 Capture and analyze customer satisfaction N10648 7.2.4.2 Assess and communicate customer satisfaction patterns N10649 7.2.4.3 Initiate improvements based on customer satisfaction patterns N
10582 7.2.5 Market IT services and solutions N10650 7.2.5.1 Develop IT services and solutions marketing strategy N10651 7.2.5.2 Develop and manage IT customer strategy N10652 7.2.5.3 N
10653 7.2.5.4 Process and track IT services and solutions orders N11220 7.3 N
11230 7.3.1 N
11231 7.3.2 N
10565 7.4 Manage enterprise information Y10583 7.4.1 Develop information and content management strategies Y10654 7.4.1.1 N
10655 7.4.1.2 N
10656 7.4.1.3 N
10584 7.4.2 Define the enterprise information architecture Y10657 7.4.2.1 N
10658 7.4.2.2 Define information access requirements N10659 7.4.2.3 Establish data custodianship N10660 7.4.2.4 Manage changes to content data architecture requirements N10585 7.4.3 Manage information resources Y10661 7.4.3.1 Define the enterprise information/data policies and standards N
Establish and maintain business and IT service level agreements
Communicate business and IT service level improvement opportunities
Develop and implement incentive programs that improve consumption efficiency
Manage IT services and solutions advertising and promotional campaigns
Develop and implement security, privacy, and data protection controls
Establish information security, privacy, and data protection strategies and levelsTest, evaluate, and implement information security and privacy and data protection controls
Understand information and content management needs and the role of IT services for executing the business strategy
Assess the information and content management implications of new technologiesIdentify and prioritize information and content management actions
Define information elements, composite structure, logical relationships and constraints, taxonomy, and derivation rules
Copyright 2015 APQC and IBM 51 of 733
PCF ID NameHierarchy
IDMetrics
available?10662 7.4.3.2 Develop and implement data and content administration N10586 7.4.4 Perform enterprise data and content management Y10663 7.4.4.1 Define sources and destinations of content data N10664 7.4.4.2 Manage technical interfaces to users of content N10665 7.4.4.3 N
10566 7.5 Develop and maintain information technology solutions Y10587 7.5.1 Develop the IT development strategy Y10666 7.5.1.1 Establish sourcing strategy for IT development N10667 7.5.1.2 N
10668 7.5.1.3 Select development methodologies and tools N10588 7.5.2 Perform IT services and solutions life cycle planning N10669 7.5.2.1 Plan development of new requirements N10670 7.5.2.2 Plan development of feature and functionality enhancement N10671 7.5.2.3 Develop life cycle plan for IT services and solutions N10589 7.5.3 Develop and maintain IT services and solutions architecture N10672 7.5.3.1 Create IT services and solutions architecture N10673 7.5.3.2 Revise IT services and solutions architecture N10674 7.5.3.3 Retire IT services and solutions architecture N10590 7.5.4 Create IT services and solutions Y10675 7.5.4.1 Understand confirmed requirements N10676 7.5.4.2 Design IT services and solutions N10677 7.5.4.3 Acquire/Develop IT service/solution components N10678 7.5.4.4 Train services and solutions resources N10679 7.5.4.5 Test IT services/solutions N10680 7.5.4.6 Confirm customer acceptance N10591 7.5.5 Maintain IT services and solutions Y10681 7.5.5.1 Understand upkeep/enhance requirements and defect analysis N
10682 7.5.5.2 Design change to existing IT service/solution N10683 7.5.5.3 Acquire/Develop changed IT service/solution component N10684 7.5.5.4 Test IT service/solution change N10685 7.5.5.5 Retire solutions and services N10567 7.6 Deploy information technology solutions Y10592 7.6.1 Develop the IT deployment strategy N10686 7.6.1.1 Establish IT services and solutions change policies N10687 7.6.1.2 Define deployment process, procedures, and tools standards N
10688 7.6.1.3 Select deployment methodologies and tools N10593 7.6.2 Plan and implement changes N10689 7.6.2.1 Plan change deployment N10690 7.6.2.2 Communicate changes to stakeholders N10691 7.6.2.3 Administer change schedule N10692 7.6.2.4 Train impacted users N
Manage retention, revision, and retirement of enterprise information
Define development processes, methodologies, and tools standards
Copyright 2015 APQC and IBM 52 of 733
PCF ID NameHierarchy
IDMetrics
available?10693 7.6.2.5 Distribute and install change N10694 7.6.2.6 Verify change N10594 7.6.3 Plan and manage releases N10695 7.6.3.1 Understand and coordinate release design and acceptance N10696 7.6.3.2 Plan release rollout N10697 7.6.3.3 Distribute and install release N10698 7.6.3.4 Verify release N10568 7.7 Deliver and support information technology services Y10595 7.7.1 Develop IT services and solution delivery strategy N10699 7.7.1.1 Establish sourcing strategy for IT delivery N10700 7.7.1.2 Define delivery processes, procedures, and tools standards N10701 7.7.1.3 Select delivery methodologies and tools N10596 7.7.2 Develop IT support strategy N10702 7.7.2.1 Establish sourcing strategy for IT support N10703 7.7.2.2 Define IT support services N10597 7.7.3 Manage IT infrastructure resources N10704 7.7.3.1 Manage IT inventory and assets N10705 7.7.3.2 Manage IT resource capacity N10598 7.7.4 Manage IT infrastructure operations N10706 7.7.4.1 Deliver IT services and solutions N10707 7.7.4.2 Perform IT operations support services N10599 7.7.5 Support IT services and solutions Y10708 7.7.5.1 Manage availability N10709 7.7.5.2 Manage facilities N10710 7.7.5.3 Manage backup/recovery N10711 7.7.5.4 Manage performance and capacity N10712 7.7.5.5 Manage incidents N10713 7.7.5.6 Manage problems N10714 7.7.5.7 Manage inquiries N
Copyright 2015 APQC and IBM 53 of 733
PCF ID Name17058 8.0 Manage Financial Resources N10728 8.1 Perform planning and management accounting Y10738 8.1.1 Perform planning/budgeting/forecasting Y10771 8.1.1.1 Develop and maintain budget policies and procedures N10772 8.1.1.2 Prepare periodic budgets and plans N10773 8.1.1.3 Prepare periodic financial forecasts N10739 8.1.2 Perform cost accounting and control Y10774 8.1.2.1 Perform inventory accounting N10775 8.1.2.2 Perform cost of sales analysis N10776 8.1.2.3 Perform product costing N10777 8.1.2.4 Perform variance analysis N11175 8.1.2.5 Report on profitability N10740 8.1.3 Perform cost management Y10778 8.1.3.1 Determine key cost drivers N10779 8.1.3.2 Measure cost drivers N10780 8.1.3.3 Determine critical activities N10781 8.1.3.4 Manage asset resource deployment and utilization N10741 8.1.4 Evaluate and manage financial performance Y10782 8.1.4.1 Assess customer and product profitability N10783 8.1.4.2 Evaluate new products N10784 8.1.4.3 Perform life cycle costing N10785 8.1.4.4 Optimize customer and product mix N10786 8.1.4.5 Track performance of new customer and product strategies N10787 8.1.4.6 Prepare activity-based performance measures N10788 8.1.4.7 Manage continuous cost improvement N10729 8.2 Perform revenue accounting Y10742 8.2.1 Process customer credit Y10789 8.2.1.1 Establish credit policies N10790 8.2.1.2 Analyze/Approve new account applications N10791 8.2.1.3 Review existing accounts N10792 8.2.1.4 Produce credit/collection reports N10793 8.2.1.5 Reinstate or suspend accounts based on credit policies N10743 8.2.2 Invoice customer Y10794 8.2.2.1 Maintain customer/product master files N10795 8.2.2.2 Generate customer billing data N10796 8.2.2.3 Transmit billing data to customers N10797 8.2.2.4 Post receivable entries N10798 8.2.2.5 Resolve customer billing inquiries N10744 8.2.3 Process accounts receivable (AR) Y10799 8.2.3.1 Establish AR policies N10800 8.2.3.2 Receive/Deposit customer payments N10801 8.2.3.3 Apply cash remittances N10802 8.2.3.4 Prepare AR reports N10803 8.2.3.5 Post AR activity to the general ledger N10745 8.2.4 Manage and process collections Y
Hierarchy ID
Metrics available?
Copyright 2015 APQC and IBM 54 of 733
PCF ID NameHierarchy
IDMetrics
available?10804 8.2.4.1 Establish policies for delinquent accounts N10805 8.2.4.2 Analyze delinquent account balances N10806 8.2.4.3 Correspond/Negotiate with delinquent accounts N10807 8.2.4.4 Discuss account resolution with internal parties N10808 8.2.4.5 Process adjustments/write-off balances N10746 8.2.5 Manage and process adjustments/deductions Y10809 8.2.5.1 Establish policies/procedures for adjustments N10810 8.2.5.2 Analyze adjustments N10811 8.2.5.3 Correspond/Negotiate with customer N10812 8.2.5.4 Discuss resolution with internal parties N10813 8.2.5.5 Prepare chargeback invoices N10814 8.2.5.6 Process related entries N10730 8.3 Perform general accounting and reporting Y10747 8.3.1 Manage policies and procedures Y10815 8.3.1.1 Negotiate service level agreements N10816 8.3.1.2 Establish accounting policies N10817 8.3.1.3 Set and enforce approval limits N10818 8.3.1.4 Establish common financial systems N10748 8.3.2 Perform general accounting Y10819 8.3.2.1 Maintain chart of accounts N10820 8.3.2.2 Process journal entries N10821 8.3.2.3 Process allocations N10822 8.3.2.4 N
10823 8.3.2.5 Post and reconcile intercompany transactions N10824 8.3.2.6 Reconcile general ledger accounts N10825 8.3.2.7 Perform consolidations and process eliminations N10826 8.3.2.8 Prepare trial balance N10827 8.3.2.9 Prepare and post management adjustments N10749 8.3.3 Perform fixed asset accounting Y10828 8.3.3.1 Establish fixed asset policies and procedures N10829 8.3.3.2 Maintain fixed asset master data files N10830 8.3.3.3 Process and record fixed asset additions and retires N10831 8.3.3.4 N
10832 8.3.3.5 N
10833 8.3.3.6 Calculate and record depreciation expense N10834 8.3.3.7 Reconcile fixed asset ledger N10835 8.3.3.8 Track fixed assets including physical inventory N10836 8.3.3.9 N
10750 8.3.4 Perform financial reporting Y10837 8.3.4.1 Prepare business unit financial statements N10838 8.3.4.2 Prepare consolidated financial statements N
Process period end adjustments (e.g., accruals, currency conversions, etc.)
Process and record fixed asset adjustments, enhancements, revaluations, and transfersProcess and record fixed asset maintenance and repair expenses
Provide fixed asset data to support tax, statutory, and regulatory reporting
Copyright 2015 APQC and IBM 55 of 733
PCF ID NameHierarchy
IDMetrics
available?10839 8.3.4.3 Perform business unit reporting/review management reports N10840 8.3.4.4 N
10841 8.3.4.5 Prepare statements for board review N10842 8.3.4.6 Produce quarterly/annual filings and shareholder reports N10843 8.3.4.7 Produce regulatory reports N10731 8.4 Manage fixed asset project accounting Y10751 8.4.1 Perform capital planning and project approval Y10844 8.4.1.1 Develop capital investment policies and procedures N10845 8.4.1.2 Develop and approve capital expenditure plans and budgets N10846 8.4.1.3 N
10847 8.4.1.4 Conduct financial justification for project approval N10752 8.4.2 Perform capital project accounting Y10848 8.4.2.1 Create project account codes N10849 8.4.2.2 Record project-related transactions N10850 8.4.2.3 Monitor and track capital projects and budget spending N10851 8.4.2.4 Close/capitalize projects N10852 8.4.2.5 Measure financial returns on completed capital projects N10732 8.5 Process payroll Y10753 8.5.1 Report time Y10853 8.5.1.1 Establish policies and procedures N10854 8.5.1.2 Collect and record employee time worked N10855 8.5.1.3 Analyze and report paid and unpaid leave N10856 8.5.1.4 Monitor regular, overtime, and other hours N10857 8.5.1.5 Analyze and report employee utilization N10754 8.5.2 Manage pay Y10858 8.5.2.1 Enter employee time worked into payroll system N10859 8.5.2.2 Maintain and administer employee earnings information N10860 8.5.2.3 Maintain and administer applicable deductions N10861 8.5.2.4 Monitor changes in tax status of employees N10862 8.5.2.5 Process and distribute payments N10863 8.5.2.6 Process and distribute manual checks N10864 8.5.2.7 Process period end adjustments N10865 8.5.2.8 Respond to employee payroll inquiries N10755 8.5.3 Process payroll taxes Y10866 8.5.3.1 Calculate and pay applicable payroll taxes N10867 8.5.3.2 Produce and distribute employee annual tax statements N10868 8.5.3.3 File regulatory payroll tax forms N10733 8.6 Process accounts payable and expense reimbursements Y10756 8.6.1 Process accounts payable (AP) Y10869 8.6.1.1 Verify AP pay file with purchase order vendor master file N10870 8.6.1.2 Maintain/manage electronic commerce N10873 8.6.1.3 Process financial accruals and reversals N10877 8.6.1.4 Respond to AP inquiries N
Perform consolidated reporting/review of cost management reports
Review and approve capital projects and fixed asset acquisitions
Copyright 2015 APQC and IBM 56 of 733
PCF ID NameHierarchy
IDMetrics
available?10878 8.6.1.5 Retain records N10879 8.6.1.6 Adjust accounting records N12213 8.6.1.7 Match receipts with purchase orders N12214 8.6.1.8 Perform evaluated receipt settlement N12215 8.6.1.9 Process invoices N10871 8.6.1.9.1 Audit invoices and key data in AP system N12217 8.6.1.9.2 Process recurring invoices N19775 8.6.1.9.3 Process one-time invoices N10872 8.6.1.9.4 Approve payments N10874 8.6.1.9.5 Process taxes N10875 8.6.1.9.6 Research/resolve exceptions N10876 8.6.1.9.7 Process payments Y10757 8.6.2 Process expense reimbursements Y10880 8.6.2.1 N
10881 8.6.2.2 Capture and report relevant tax data N10882 8.6.2.3 Approve reimbursements and advances N10883 8.6.2.4 Process reimbursements and advances N10884 8.6.2.5 Manage personal accounts N10734 8.7 Manage treasury operations Y10758 8.7.1 Manage treasury policies and procedures N10885 8.7.1.1 Establish scope and governance of treasury operations N10886 8.7.1.2 Establish and publish treasury policies N10887 8.7.1.3 Develop treasury procedures N10888 8.7.1.4 Monitor treasury procedures N10889 8.7.1.5 Audit treasury procedures N10890 8.7.1.6 Revise treasury procedures N10891 8.7.1.7 Develop and confirm internal controls for treasury N10892 8.7.1.8 Define system security requirements N10759 8.7.2 Manage cash Y10893 8.7.2.1 Manage and reconcile cash positions N10894 8.7.2.2 Manage cash equivalents N10895 8.7.2.3 Process and oversee electronic fund transfers (EFTs) N10896 8.7.2.4 Develop cash flow forecasts N10897 8.7.2.5 Manage cash flows N10898 8.7.2.6 Produce cash management accounting transactions and reports N
10899 8.7.2.7 Manage and oversee banking relationships N10900 8.7.2.8 Analyze, negotiate, resolve, and confirm bank fees N10760 8.7.3 Manage in-house bank accounts N10901 8.7.3.1 Manage in-house bank accounts for subsidiaries N10902 8.7.3.2 Manage and facilitate inter-company borrowing transactions N10903 8.7.3.3 N
10904 8.7.3.4 Manage central incoming payments on behalf of subsidiaries N
Establish and communicate expense reimbursement policies and approval limits
Manage centralized outgoing payments on behalf of subsidiaries
Copyright 2015 APQC and IBM 57 of 733
PCF ID NameHierarchy
IDMetrics
available?10905 8.7.3.5 Manage internal payments and netting transactions N10906 8.7.3.6 Calculate interest and fees for in-house bank accounts N10907 8.7.3.7 Provide account statements for in-house bank accounts N10761 8.7.4 Manage debt and investment N10908 8.7.4.1 Manage financial intermediary relationships N10909 8.7.4.2 Manage liquidity N10910 8.7.4.3 Manage issuer exposure N10911 8.7.4.4 Process and oversee debt and investment transactions N10912 8.7.4.5 Process and oversee foreign currency transactions N10913 8.7.4.6 Produce debt and investment accounting transaction reports N14210 8.7.4.7 Process and oversee interest rate transactions N12218 8.7.5 Maintain bank account information N11208 8.7.6 Monitor and execute risk and hedging transactions Y11209 8.7.6.1 Manage interest rate risk N11210 8.7.6.2 Manage foreign exchange risk N11211 8.7.6.3 Manage exposure risk N11212 8.7.6.4 Develop and execute hedging transactions N11213 8.7.6.5 Evaluate and refine hedging positions N11214 8.7.6.6 Produce hedge accounting transactions and reports N11215 8.7.6.7 Monitor credit N10735 8.8 Manage internal controls Y10762 8.8.1 Establish internal controls policies and procedures Y10914 8.8.1.1 Establish board of directors and audit committee N10915 8.8.1.2 Define and communicate code of ethics N10916 8.8.1.3 Assign roles and responsibility for internal controls N11250 8.8.1.4 Define business process objectives and risks N11251 8.8.1.5 Define entity/unit risk tolerances N10763 8.8.2 Y
10917 8.8.2.1 Design and implement control activities N10918 8.8.2.2 Monitor control effectiveness N10919 8.8.2.3 Remediate control deficiencies N10920 8.8.2.4 Create compliance function N10921 8.8.2.5 Operate compliance function N10922 8.8.2.6 N
10764 8.8.3 Report on internal controls compliance Y10923 8.8.3.1 Report to external auditors N10924 8.8.3.2 N
10925 8.8.3.3 Report to third parties (e.g., business partners) N10926 8.8.3.4 Report to internal management N10736 8.9 Manage taxes Y10765 8.9.1 Develop tax strategy and plan N10927 8.9.2 Develop foreign, national, state, and local tax strategy N
Operate controls and monitor compliance with internal controls policies and procedures
Implement and maintain controls-related enabling technologies and tools
Report to regulators, share/debt-holders, securities exchanges, etc.
Copyright 2015 APQC and IBM 58 of 733
PCF ID NameHierarchy
IDMetrics
available?10928 8.9.3 Consolidate and optimize total tax plan N10929 8.9.4 Maintain tax master data N10766 8.9.5 Process taxes N10930 8.9.5.1 Perform tax planning/strategy N10931 8.9.5.2 Prepare returns N10932 8.9.5.3 Prepare foreign taxes N10933 8.9.5.4 Calculate deferred taxes N10934 8.9.5.5 Account for taxes N10935 8.9.5.6 Monitor tax compliance N10936 8.9.5.7 Address tax inquiries N10737 8.10 Manage international funds/consolidation N10767 8.10.1 Monitor international rates N10768 8.10.2 Manage transactions N10769 8.10.3 Monitor currency exposure/hedge currency N10770 8.10.4 Report results N17059 8.11 Perform global trade services N14090 8.11.1 Screen sanctioned party list N14091 8.11.2 Control exports and imports N14092 8.11.3 Classify products N14093 8.11.4 Calculate duty N14094 8.11.5 Communicate with customs N14095 8.11.6 Document trade N14096 8.11.7 Process trade preferences N14097 8.11.8 Handle restitution N14098 8.11.9 Prepare letter of credit N
Copyright 2015 APQC and IBM 59 of 733
PCF ID Name19207 9.0 Acquire, Construct, and Manage Assets N10937 9.1 Design and construct/acquire buildings and facilities N10941 9.1.1 Develop property strategy and long-term vision N10955 9.1.1.1 N
10956 9.1.1.2 Assess the external environment N10957 9.1.1.3 Make build-or-buy decision N10942 9.1.2 Develop, construct, and modify sites N11276 9.1.2.1 Perform construction performance management N11277 9.1.2.2 Obtain construction permissions N11278 9.1.2.3 Perform construction design and planning N11279 9.1.2.4 Perform construction N10943 9.1.3 Plan facility N10958 9.1.3.1 Design facility N19776 9.1.3.1.1 Design / define maintenance facility N10959 9.1.3.2 Analyze budget N10960 9.1.3.3 Select property N10961 9.1.3.4 Negotiate terms for facility N10962 9.1.3.5 Manage construction or modification to building N10944 9.1.4 Provide workspace and assets N10963 9.1.4.1 Acquire workspace and assets N10964 9.1.4.2 Change fit/form/function of workspace and assets N19208 9.2 Design and construct productive assets N19209 9.2.1 Manage capital program for productive assets N19210 9.2.1.1 Define capital investment plan N19211 9.2.1.2 Monitor capital program N19212 9.2.1.3 Secure construction financing N19219 9.2.2 Design and plan asset construction N19220 9.2.2.1 Develop construction strategy N19221 9.2.2.2 Obtain construction permissions N19222 9.2.2.3 Design assets N19223 9.2.2.4 Plan construction resources N19224 9.2.3 Manage asset construction N19225 9.2.3.1 Monitor work performance N19226 9.2.3.2 Undertake quality control N19227 9.2.3.3 Create work and asset records N19228 9.2.3.4 Manage safety, security, and access to sites N19229 9.2.4 Schedule and perform construction works N19230 9.2.4.1 Schedule work N19231 9.2.4.2 Obtain resources N19232 9.2.4.3 Construct new assets N19233 9.2.4.4 Augment existing assets N19234 9.2.4.5 Renew/Replace assets N11280 9.2.5 Commission new assets N19235 9.2.5.1 Schedule commissioning N
Hierarchy ID
Metrics available?
Confirm alignment of property requirements with business strategy
Copyright 2015 APQC and IBM 60 of 733
PCF ID NameHierarchy
IDMetrics
available?19236 9.2.5.2 Co-ordinate energization with network operations N19237 9.2.5.3 Capture commissioning records N19238 9.3 Maintain assets N19239 9.3.1 Plan asset maintenance N19240 9.3.1.1 Develop maintenance strategies N10967 9.3.1.2 Analyze assets and predict maintenance requirements N19241 9.3.1.3 Specify maintenance policies N10968 9.3.1.4 Integrate preventive maintenance into operations schedule N19242 9.3.1.5 Identify work management tasks and priorities N19243 9.3.1.6 Conduct resource planning N19244 9.3.1.7 Create work plans N19245 9.3.2 Manage asset maintenance N19246 9.3.2.1 Schedule work N19247 9.3.2.2 Obtain required resources N19248 9.3.2.3 Undertake quality control N19249 9.3.2.4 Update work and asset records N19250 9.3.2.5 Manage maintenance work safety N19251 9.3.2.6 Define maintenance performance targets N19252 9.3.2.7 Monitor maintenance performance against targets/contracts N19253 9.3.3 Perform asset maintenance N10947 9.3.3.1 Perform preventative asset maintenance N19254 9.3.3.2 Perform routine asset maintenance N19255 9.3.3.3 Perform corrective asset maintenance and repairs N19256 9.3.3.4 Identify unplanned maintenance requirements N19257 9.3.3.5 Perform unplanned maintenance and repairs N10940 9.4 Dispose of assets N10952 9.4.1 Develop exit strategy N19258 9.4.2 Decommission productive assets N10953 9.4.3 Perform sale or trade N10954 9.4.4 Perform abandonment N
Copyright 2015 APQC and IBM 61 of 733
PCF ID Name16437 10.0 N
17060 10.1 Manage enterprise risk N16439 10.1.1 Establish the enterprise risk framework and policies N16440 10.1.1.1 Determine risk tolerance for organization N16441 10.1.1.2 Develop and maintain enterprise risk policies and procedures N
16442 10.1.1.3 Identify and implement enterprise risk management tools N16443 10.1.1.4 N
16444 10.1.1.5 N
16445 10.1.2 Oversee and coordinate enterprise risk management activities N16446 10.1.2.1 Identify enterprise level risks N16447 10.1.2.2 Assess risks to determine which to mitigate N16448 10.1.2.3 N
16449 10.1.2.4 N
16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored N16451 10.1.2.6 Report on risk activities N16452 10.1.3 N
16453 10.1.3.1 N
16454 10.1.3.2 N
17061 10.1.4 Manage business unit and function risk N16456 10.1.4.1 Identify risks N16457 10.1.4.2 N
16458 10.1.4.3 Develop mitigation plans for risks N16459 10.1.4.4 Implement mitigation plans for risks N16460 10.1.4.5 Monitor risks N16461 10.1.4.6 Analyze risk activities and update plans N16462 10.1.4.7 Report on risk activities N17467 10.2 Manage compliance N17468 10.2.1 Establish compliance framework and policies N17469 10.2.1.1 Develop enterprise compliance policies and procedures N17470 10.2.1.2 Implement enterprise compliance activities N14133 10.2.1.3 Manage internal audits N14137 10.2.1.4 Maintain controls-related technologies and tools N16463 10.2.2 Manage regulatory compliance N16464 10.2.2.1 Develop regulatory compliance procedures N16465 10.2.2.2 Identify applicable regulatory requirements N
Hierarchy ID
Metrics available?
Manage Enterprise Risk, Compliance, Remediation and Resiliency
Coordinate the sharing of risk knowledge across the organizationPrepare and report enterprise risk to executive management and board
Develop risk mitigation and management strategy, and integrate with existing performance management processesVerify business unit and functional risk mitigation plans are implemented
Coordinate business unit and functional risk management activities
Ensure that each business unit/function follows the enterprise risk management processEnsure that each business unit/function follows the enterprise risk reporting process
Assess risks using enterprise risk framework policies and procedures
Copyright 2015 APQC and IBM 62 of 733
PCF ID NameHierarchy
IDMetrics
available?16466 10.2.2.3 N
16467 10.2.2.4 N
16468 10.2.2.5 N
16469 10.2.2.6 N
16470 10.2.2.7 Maintain relationships with regulators as appropriate N19777 10.2.2.8 Certify capabilities N11185 10.3 Manage remediation efforts N11201 10.3.1 Create remediation plans N11202 10.3.2 Contact and confer with experts N11203 10.3.3 Identify/Dedicate resources N11204 10.3.4 Investigate legal aspects N11205 10.3.5 Investigate damage cause N11206 10.3.6 Amend or create policy N11216 10.4 Manage business resiliency Y11221 10.4.1 Develop the business resilience strategy N11222 10.4.2 Perform continuous business operations planning N11223 10.4.3 Test continuous business operations N11224 10.4.4 Maintain continuous business operations N16471 10.4.5 N
Monitor the regulatory environment for changing or emerging regulationsAssess current compliance position, and identify weaknesses or shortfalls thereinImplement missing or stronger regulatory compliance controls and policiesMonitor and test, on an ongoing and scheduled basis, regulatory compliance position and existing controls, defining controls that should be added, removed, or modified as required
Share knowledge of specific risks across other parts of the organization
Copyright 2015 APQC and IBM 63 of 733
PCF ID Name10012 11.0 Manage External Relationships N11010 11.1 Build investor relationships N11035 11.1.1 Plan, build, and manage lender relations N11036 11.1.2 Plan, build, and manage analyst relations N11037 11.1.3 Communicate with shareholders N11011 11.2 Manage government and industry relationships N11038 11.2.1 Manage government relations N11039 11.2.2 Manage relations with quasi-government bodies N11040 11.2.3 Manage relations with trade or industry groups N11041 11.2.4 Manage lobby activities N11012 11.3 Manage relations with board of directors N11042 11.3.1 Report results N11043 11.3.2 Report audit findings N11013 11.4 Manage legal and ethical issues N11044 11.4.1 Create ethics policies N11045 11.4.2 Manage corporate governance policies N11046 11.4.3 Develop and perform preventative law programs N11047 11.4.4 Ensure compliance N11053 11.4.4.1 Plan and initiate compliance program N11054 11.4.4.2 Execute compliance program N11048 11.4.5 Manage outside counsel N11056 11.4.5.1 Assess problem and determine work requirements N11057 11.4.5.2 Engage/retain outside counsel if necessary N11058 11.4.5.3 Receive strategy/budget N11059 11.4.5.4 N
11060 11.4.5.5 Process payment for legal services N11061 11.4.5.6 Track legal activity/performance N11049 11.4.6 Protect intellectual property N11062 11.4.6.1 Manage copyrights and patents N11063 11.4.6.2 Maintain intellectual property rights and restrictions N11064 11.4.6.3 Administer licensing terms N11065 11.4.6.4 Administer options N11050 11.4.7 Resolve disputes and litigations N11051 11.4.8 Provide legal advice/counseling N11052 11.4.9 Negotiate and document agreements/contracts N11014 11.5 Manage public relations program N11066 11.5.1 Manage community relations N11067 11.5.2 Manage media relations N11068 11.5.3 Promote political stability N11069 11.5.4 Create press releases N11070 11.5.5 Issue press releases N
Hierarchy ID
Metrics available?
Receive work product and manage/monitor case and work performed
Copyright 2015 APQC and IBM 64 of 733
PCF ID Name10013 12.0 Develop and Manage Business Capabilities Y16378 12.1 Manage business processes N16379 12.1.1 Establish and maintain process management governance N16380 12.1.1.1 Define and manage governance approach N16381 12.1.1.2 Establish and maintain process tools and templates N16382 12.1.1.3 Assign and support process ownership N16383 12.1.1.4 Perform process governance activities N16384 12.1.2 Define and manage process frameworks N16385 12.1.2.1 Establish and maintain process framework N16386 12.1.2.2 Identify cross-functional processes N16387 12.1.3 Define processes N16388 12.1.3.1 Scope processes N16389 12.1.3.2 Analyze processes N16390 12.1.3.3 Map processes N16391 12.1.3.4 Publish processes N16392 12.1.4 Manage process performance N16393 12.1.4.1 Provide process training N16394 12.1.4.2 Support process execution N16395 12.1.4.3 Measure and report process performance N16396 12.1.5 Improve processes N16397 12.1.5.1 Identify and select improvement opportunities N16398 12.1.5.2 Manage improvement projects N16399 12.1.5.3 Perform continuous improvement activities N16400 12.2 Manage portfolio, program, and project N16401 12.2.1 Manage portfolio N16402 12.2.1.1 Establish portfolio strategy N16403 12.2.1.2 Define portfolio governance N16404 12.2.1.3 Monitor and control portfolio N16405 12.2.2 Manage programs N16406 12.2.2.1 Establish program structure and approach N16407 12.2.2.2 Manage program stakeholders and partners N16408 12.2.2.3 Manage program execution N16409 12.2.2.4 Review and report program performance N16410 12.2.3 Manage projects N16411 12.2.3.1 Establish project scope N11117 12.2.3.1.1 Identify project requirements and objectives N16412 12.2.3.1.2 Identify project resource requirements N11118 12.2.3.1.3 N
11119 12.2.3.1.4 Identify appropriate project management methodologies N11120 12.2.3.1.5 Create business case and obtain funding N11121 12.2.3.1.6 Develop project measures and indicators N16413 12.2.3.2 Develop project plans N11123 12.2.3.2.1 Define roles and resources N11124 12.2.3.2.2 Identify specific IT requirements N
Hierarchy ID
Metrics available?
Assess culture and readiness for project management approach
Copyright 2015 APQC and IBM 65 of 733
PCF ID NameHierarchy
IDMetrics
available?11125 12.2.3.2.3 Create training and communication plans N11127 12.2.3.2.4 Design recognition and reward approaches N11128 12.2.3.2.5 Design and plan launch of project N11129 12.2.3.2.6 Deploy the project N16414 12.2.3.3 Execute projects N11131 12.2.3.3.1 N
16415 12.2.3.3.2 Report the status of project N16416 12.2.3.3.3 Manage project scope N11132 12.2.3.3.4 Promote and sustain activity and involvement N11133 12.2.3.3.5 N
16417 12.2.3.4 Review and report project performance N16418 12.2.3.5 Close projects N17471 12.3 Manage enterprise quality N17472 12.3.1 Establish quality requirements N17473 12.3.1.1 Define critical-to-quality characteristics N17474 12.3.1.2 Define preventive quality activities N17475 12.3.1.3 Develop quality controls N17476 12.3.1.3.1 Define process steps for controls (or integration points) N17477 12.3.1.3.2 Define sampling plan N17478 12.3.1.3.3 Identify measurement methods N17479 12.3.1.3.4 Define required competencies N17480 12.3.1.4 Prove capability to assess compliance with requirements N17481 12.3.1.5 Finalize quality plan N17482 12.3.2 Evaluate performance to requirements N17483 12.3.2.1 Test against quality plan N17484 12.3.2.1.1 Conduct test and collect data N17485 12.3.2.1.2 Record result(s) N17486 12.3.2.1.3 Determine disposition of result(s) N17487 12.3.2.2 Assess results of tests N17488 12.3.2.2.1 Assess sample significance N17489 12.3.2.2.2 Summarize result(s) N17490 12.3.2.2.3 Recommend actions N17491 12.3.2.2.4 Decide next steps N17492 12.3.3 Manage non-conformance N17493 12.3.3.1 Assess potential impact N17494 12.3.3.2 Determine immediate action(s) N17495 12.3.3.3 Identify root cause(s) N17496 12.3.3.4 Take corrective or preventative action N17497 12.3.3.5 Close non-conformance N17498 12.3.4 N
17499 12.3.4.1 Define the quality strategy N17500 12.3.4.2 Plan and deploy the EQMS scope, targets, and goals N
Evaluate impact of project management (strategy and projects) on measures and outcomes
Realign and refresh project management strategy and approaches
Implement and maintain the enterprise quality management system (EQMS)
Copyright 2015 APQC and IBM 66 of 733
PCF ID NameHierarchy
IDMetrics
available?17501 12.3.4.3 Identify core EQMS processes, controls, and metrics N17502 12.3.4.4 N
19778 12.3.4.5 Set service level standards N17503 12.3.4.6 Assess the EQMS performance N17504 12.3.4.7 Create environment and capability for EQMS improvement(s) N
17505 12.3.4.7.1 Reward quality excellence N17506 12.3.4.7.2 Create and maintain quality partnerships N17507 12.3.4.7.3 Maintain talent capabilities and competencies N17508 12.3.4.7.4 Incorporate EQMS messaging into communication channels N
17509 12.3.4.7.5 N
17510 12.3.4.7.6 Transfer proven EQMS methods N11074 12.4 Manage change N11134 12.4.1 Plan for change N11138 12.4.1.1 Select process improvement methodology N11139 12.4.1.2 Assess readiness for change N11140 12.4.1.3 Determine stakeholders N11141 12.4.1.4 Engage/Identify champion N11142 12.4.1.5 Form design team N11143 12.4.1.6 Define scope N11144 12.4.1.7 Understand current state N11145 12.4.1.8 Define future state N11146 12.4.1.9 Conduct organizational risk analysis N11147 12.4.1.10 Assess cultural issues N11148 12.4.1.11 Establish accountability for change management N11149 12.4.1.12 Identify barriers to change N11150 12.4.1.13 Determine change enablers N11151 12.4.1.14 Identify resources and develop measures N11135 12.4.2 Design the change N11152 12.4.2.1 Assess connection to other initiatives N11153 12.4.2.2 Develop change management plans N11154 12.4.2.3 Develop training plan N11155 12.4.2.4 Develop communication plan N11156 12.4.2.5 Develop rewards/incentives plan N11157 12.4.2.6 Establish change adoption metrics N11158 12.4.2.7 Establish/Clarify new roles N11159 12.4.2.8 Identify budget/roles N11136 12.4.3 Implement change N11160 12.4.3.1 Create commitment for improvement/change N11161 12.4.3.2 Re-engineer business processes and systems N11162 12.4.3.3 Support transition to new roles or exit strategies for incumbents N
Develop and document EQMS policies, procedures, standards, and measures
Assure independent EQMS management access to appropriate authority in the organization
Copyright 2015 APQC and IBM 67 of 733
PCF ID NameHierarchy
IDMetrics
available?11163 12.4.3.4 Monitor change N11137 12.4.4 Sustain improvement N11164 12.4.4.1 Monitor improved process performance N11165 12.4.4.2 Capture and reuse lessons learned from change process N11166 12.4.4.3 Take corrective action as necessary N11073 12.5 Y
11095 12.5.1 Develop KM strategy N11100 12.5.1.1 Develop governance model N11101 12.5.1.2 Establish central KM core group N11102 12.5.1.3 N
11103 12.5.1.4 Develop funding models N11104 12.5.1.5 Identify links to key initiatives N11105 12.5.1.6 Develop core KM methodologies N11106 12.5.1.7 Assess IT needs and engage IT function N11107 12.5.1.8 Develop training and communication plans N11108 12.5.1.9 Develop change management approaches N11109 12.5.1.10 Develop strategic measures and indicators N11096 12.5.2 Assess KM capabilities N11110 12.5.2.1 Assess maturity of existing KM initiatives N11111 12.5.2.2 Evaluate existing KM approaches N11112 12.5.2.3 Identify gaps and needs N11113 12.5.2.4 Enhance/Modify existing KM approaches N11114 12.5.2.5 Develop new KM approaches N11115 12.5.2.6 Implement new KM approaches N16436 12.6 Measure and benchmark N11071 12.6.1 Create and manage organizational performance strategy N11075 12.6.1.1 Create enterprise measurement systems model N11080 12.6.1.1.1 Establish performance measures N11081 12.6.1.1.2 Establish performance monitoring frequency N11082 12.6.1.1.3 Set performance targets N11076 12.6.1.2 Measure process productivity N11077 12.6.1.3 Measure cost effectiveness N11078 12.6.1.4 Measure staff efficiency N11079 12.6.1.5 Measure cycle time N11072 12.6.2 Benchmark performance N11083 12.6.2.1 Conduct performance assessments N11084 12.6.2.2 Develop benchmarking capabilities N11085 12.6.2.3 N
11089 12.6.2.3.1 Maintain list of processes and organizations to benchmark N11090 12.6.2.3.2 Establish benchmarks N11091 12.6.2.3.3 Measure performance against benchmarks N
Develop and manage enterprise-wide knowledge management (KM) capability
Define roles and accountability of core group versus operating units
Conduct internal process and external competitive benchmarking
Copyright 2015 APQC and IBM 68 of 733
PCF ID NameHierarchy
IDMetrics
available?11087 12.6.2.4 N
11088 12.6.2.5 Establish need for change N19779 12.6.3 Design, develop, modify internal KPIs N19780 12.6.3.1 Identify critical process success indicators N19781 12.6.3.2 Identify measures needed to ascertain business performance N
19782 12.6.3.3 Identify data needed to represent indicator performance N19783 12.6.3.4 Identify appropriate data collections mechanisms and frequency N
19784 12.6.3.5 N
19785 12.6.3.6 N
11179 12.7 Manage environmental health and safety (EHS) N11180 12.7.1 Determine environmental health and safety impacts Y11186 12.7.1.1 N
11187 12.7.1.2 Conduct health and safety and environmental audits N11181 12.7.2 Develop and execute functional EHS program N11188 12.7.2.1 Identify regulatory and stakeholder requirements N11189 12.7.2.2 Assess future risks and opportunities N11190 12.7.2.3 Create EHS policy N11191 12.7.2.4 Record and manage EHS events N11182 12.7.3 Train and educate functional employees N11192 12.7.3.1 Communicate EHS issues to stakeholders and provide support N
11183 12.7.4 Monitor and manage functional EHS management program N11193 12.7.4.1 Manage EHS costs and benefits N11194 12.7.4.2 Measure and report EHS performance N11196 12.7.4.3 Implement emergency response program N11197 12.7.4.4 Implement pollution prevention program N11195 12.7.4.5 Provide employees with EHS support N
Conduct gap analysis to understand need for change and degree needed
Identify appropriate targets and learning curve acceleration factorsCommunicate and train appropriate staff in the collection and use of new KPI's
Evaluate environmental impact of products, services, and operations
Copyright 2015 APQC and IBM 69 of 733
PCF ID Name10002 1.0 Develop Vision and Strategy Y17040 1.1 Define the business concept and long-term vision N10017 1.1.1 Assess the external environment Y10021 1.1.1.1 Analyze and evaluate competition N10022 1.1.1.2 Identify economic trends N10023 1.1.1.3 Identify political and regulatory issues N10024 1.1.1.4 Assess new technology innovations N10025 1.1.1.5 Analyze demographics N10026 1.1.1.6 Identify social and cultural changes N10027 1.1.1.7 Identify ecological concerns N10018 1.1.2 Survey market and determine customer needs and wants N10028 1.1.2.1 Conduct qualitative/quantitative assessments N10029 1.1.2.2 Capture and assess customer needs N19693 1.1.2.3 Model customer, fleets and aircraft demand N10019 1.1.3 Perform internal analysis N10030 1.1.3.1 Analyze organizational characteristics N10031 1.1.3.2 Create baselines for current processes N10032 1.1.3.3 Analyze systems and technology N10033 1.1.3.4 Analyze financial positions N10034 1.1.3.5 Identify enterprise core competencies N10020 1.1.4 Establish strategic vision N10035 1.1.4.1 Align stakeholders around strategic vision N10036 1.1.4.2 Communicate strategic vision to stakeholders N16792 1.1.5 Conduct organization restructuring opportunities N16793 1.1.5.1 Identify restructuring opportunities N16794 1.1.5.2 Perform due-diligence N16795 1.1.5.3 Analyze deal options N16796 1.1.5.3.1 Evaluate acquisition options N16797 1.1.5.3.2 Evaluate merger options N16798 1.1.5.3.3 Evaluate de-merger options N16799 1.1.5.3.4 Evaluate divesture options N10015 1.2 Develop business strategy N10037 1.2.1 Develop overall mission statement N10044 1.2.1.1 Define current business N10045 1.2.1.2 Formulate mission N10046 1.2.1.3 Communicate mission N10038 1.2.2 Evaluate strategic options to achieve the objectives N10047 1.2.2.1 Define strategic options N10048 1.2.2.2 Assess and analyze impact of each option N14189 1.2.2.3 Develop sustainability strategy N14190 1.2.2.4 Develop global support strategy N19694 1.2.2.5 Develop shared services strategy N14197 1.2.2.6 Develop Lean/continuous improvement strategy N19695 1.2.2.7 Develop outsourcing strategy N10040 1.2.3 Coordinate and align functional and process strategies N
Hierarchy ID
Metrics available?
Copyright 2015 APQC and IBM 70 of 733
PCF ID NameHierarchy
IDMetrics
available?10041 1.2.4 N
10049 1.2.4.1 Evaluate breadth and depth of organizational structure N10050 1.2.4.2 Perform job specific roles mapping and value-add analyses N10051 1.2.4.3 Develop role activity diagrams to assess hand-off activity N10052 1.2.4.4 Perform organization redesign workshops N10053 1.2.4.5 Design the relationships between organizational units N10054 1.2.4.6 Develop role analysis and activity diagrams for key processes N
10055 1.2.4.7 Assess organizational implication of feasible alternatives N10056 1.2.4.8 Migrate to new organization N10042 1.2.5 Develop and set organizational goals N10043 1.2.6 Formulate business unit strategies N10016 1.3 Manage strategic initiatives N10057 1.3.1 Develop strategic initiatives N10058 1.3.2 Evaluate strategic initiatives N10059 1.3.3 Select strategic initiatives N10060 1.3.4 Establish high-level measures N
Create organizational design (structure, governance, reporting, etc.)
Copyright 2015 APQC and IBM 71 of 733
PCF ID NameHierarchy
IDMetrics
available?10003 2.0 Develop and Manage Products and Services Y19696 2.1 Perform governance and program management N10061 2.1.1 Manage product and service portfolio N10063 2.1.1.1 N
10066 2.1.1.2 N
10074 2.1.1.3 Prioritize and select new product/service concepts N10073 2.1.1.4 Plan and develop cost and quality targets N10075 2.1.1.5 Specify development timing targets N10076 2.1.1.6 Plan for product/service offering modifications N10067 2.1.2 Manage product and service life cycle N10077 2.1.2.1 Introduce new products/services N10078 2.1.2.2 Retire outdated products/services N10079 2.1.2.3 Identify and refine performance indicators N11740 2.1.3 Manage product and service master data N11741 2.1.3.1 Manage materials master lists N11742 2.1.3.2 Manage bills of material N11743 2.1.3.3 Manage routings N11744 2.1.3.4 Manage specifications N11745 2.1.3.5 Manage drawings N11746 2.1.3.6 Manage product/material classification N11747 2.1.3.7 Develop and maintain quality/inspection documents N11748 2.1.3.8 Maintain process specification data N11749 2.1.3.9 Manage traceability data N11750 2.1.3.10 Review and approve data access requests N16825 2.1.4 Manage and control design of products and services N19941 2.1.4.1 N
16826 2.1.4.2 Review infringement of patents and copyrights N16827 2.1.4.3 N
19697 2.1.4.4 N
19698 2.2 Generate and define new product/service ideas N10065 2.2.1 Perform discovery research N10070 2.2.1.1 Identify new technologies N10071 2.2.1.2 Develop new technologies N10072 2.2.1.3 N
19699 2.2.2 Generate new product/service concepts N10064 2.2.3 Define product/service development requirements Y10068 2.2.3.1 N
10069 2.2.3.2 Identify potential new products and services N
Evaluate performance of existing products/services against market opportunitiesConfirm alignment of product/service concepts with business strategy
Conduct mandatory and elective external reviews (legal, regulatory, standards, internal)
Determine patent and copyright needs for the products and servicesDefine product technical documentation management requirements
Assess feasibility of integrating new leading technologies into product/service concepts
Identify potential improvements to existing products and services
Copyright 2015 APQC and IBM 72 of 733
PCF ID NameHierarchy
IDMetrics
available?19700 2.3 Design, build, and test product/service N10080 2.3.1 Design and prototype aircraft Y11694 2.3.1.1 Plan product development N11695 2.3.1.2 Plan product resource requirements N10083 2.3.1.3 Assign resources to product/service project N10084 2.3.1.4 Prepare high-level business case and technical assessment N10085 2.3.1.5 Develop product/service design specifications N10086 2.3.1.6 Document design specifications N10087 2.3.1.7 N
19701 2.3.1.8 Confirm internal design / production capabilities N11696 2.3.1.9 Determine procurement requirements N11697 2.3.1.10 Determine manufacturing/tooling requirements N11698 2.3.1.11 Determine quality/inspection requirements N11699 2.3.1.12 Determine service/maintenance requirements N11700 2.3.1.13 Finalize process design N11701 2.3.1.14 Prepare preliminary product cost model N10088 2.3.1.15 Build prototypes N10089 2.3.1.16 Eliminate quality and reliability problems N10090 2.3.1.17 N
10091 2.3.1.18 Identify design/development performance indicators N18090 2.3.1.19 Establish service and warranty parameters N11702 2.3.1.20 Conduct, monitor, and manage engineering efforts N19702 2.3.1.21 Obtain aircraft type certification N10092 2.3.1.22 N
11703 2.3.2 Manage configuration N11704 2.3.2.1 Manage engineering change notices (ECNs) N11710 2.3.2.2 Manage effectiveness of ECN N11715 2.3.2.3 Maintain product/process data N11716 2.3.2.4 Manage transfers of product data N19703 2.3.2.5 Reconcile configuration perspectives N10081 2.3.3 Test market for new or revised products and services Y10093 2.3.3.1 Prepare detailed market study N10094 2.3.3.2 Conduct customer tests and interviews N10095 2.3.3.3 Finalize product/service characteristics and business cases N10096 2.3.3.4 Finalize technical requirements N10097 2.3.3.5 N
19704 2.4 Prepare for production or service delivery N11717 2.4.1 Develop and implement manufacturing/services N11718 2.4.1.1 Determine process requirements and specifications N11719 2.4.1.2 Plan process development N11721 2.4.1.3 Determine procurement requirements N
Conduct mandatory and elective product-level external reviews (legal, regulatory, standards, internal)
Conduct in-house product/service testing and evaluate feasibility
Collaborate on design with suppliers and contract manufacturers
Identify requirements for changes to manufacturing/delivery processes
Copyright 2015 APQC and IBM 73 of 733
PCF ID NameHierarchy
IDMetrics
available?11722 2.4.1.4 Determine manufacturing/tooling requirements N11723 2.4.1.5 Determine quality/inspection requirements N11724 2.4.1.6 Determine service/maintenance requirements N11725 2.4.1.7 Finalize process design N11726 2.4.1.8 Refine cost model with process cost data N11727 2.4.1.9 Plan for product launch N11728 2.4.1.10 Gain approval for product launch N11729 2.4.1.11 Conduct and monitor product launch N11730 2.4.2 Plan product resource requirements N19942 2.4.2.1 Coordinate capital asset plan impact N11732 2.4.2.2 Coordinate facilities plan impact N11733 2.4.2.3 Coordinate strategic sourcing impact N11734 2.4.2.4 Coordinate integrated capacity plan impact N11735 2.4.2.5 Coordinate manufacturing schedule impact N11736 2.4.2.6 Coordinate human resources plan impact N11738 2.4.2.7 Coordinate impact on sales forecast N11739 2.4.2.8 Coordinate impact on financial plan N19705 2.4.2.9 Confirm readiness status of facilities N11679 2.4.3 Prepare for production and marketplace introduction N10098 2.4.3.1 N
10099 2.4.3.2 Design and obtain necessary materials and equipment N10100 2.4.3.3 Install and validate production process or methodology N11383 2.4.3.4 Introduce new product and/or service commercially N11384 2.4.3.5 Determine plan for new product development and introduction N
11385 2.4.3.6 N
11386 2.4.3.7 Identify licensing and co-branding opportunities N11387 2.4.3.8 Plan preliminary media buys (print, television, radio) N11388 2.4.3.9 Begin initial creative/advertising development N11389 2.4.3.10 Develop sales communication plan N11390 2.4.3.11 N
11391 2.4.3.12 Disseminate new item and price information N11392 2.4.3.13 N
11399 2.4.3.14 N
11751 2.4.4 Manage transfers of product data N11752 2.4.4.1 Review and approve requests for data transfer N11753 2.4.4.2 Collect data from internal sources N11754 2.4.4.3 Initiate transfer/request for transfer N11755 2.4.4.4 Confirm receipt/transmission of data N11765 2.4.4.5 Estimate demand by program, contract and customer N
Develop and test prototype production and/or service delivery process
Develop product/service launch plans (e.g. timelines, retail communication strategies)
Design preliminary sales collateral, point-of-sale (POS) and promotion prototypes
Coordinate introduction of products and sunset obsolete products with retailers/distributorsManage questions and issues associated with product introduction
Copyright 2015 APQC and IBM 74 of 733
PCF ID NameHierarchy
IDMetrics
available?11416 2.5 N
11417 2.5.1 Monitor production runs N11418 2.5.2 Request engineering change N11419 2.5.3 Manage engineering change orders N11420 2.5.4 Identify product/service design and configuration changes N11421 2.5.5 Capture feedback to refine existing products and services process N
11422 2.5.6 N
Support and implement changes to product manufacturing and service delivery process
Identify manufacturing/service delivery process performance indicators
Copyright 2015 APQC and IBM 75 of 733
PCF ID NameHierarchy
IDMetrics
available?10004 3.0 Market and Sell Products and Services Y10101 3.1 Understand markets, customers, and capabilities Y10106 3.1.1 Perform customer and market intelligence analysis N10108 3.1.1.1 Conduct customer and market research N10114 3.1.1.1.1 N
10109 3.1.1.2 Identify market segments N10115 3.1.1.2.1 Determine market share gain/loss N10110 3.1.1.3 Analyze market and industry trends N10111 3.1.1.4 N
10112 3.1.1.5 Evaluate existing products/brands N10113 3.1.1.6 Assess internal and external business environment N10107 3.1.2 Evaluate and prioritize market opportunities Y10116 3.1.2.1 Quantify market opportunities N10117 3.1.2.2 Determine target segments N10118 3.1.2.3 N
10119 3.1.2.4 Validate opportunities N10120 3.1.2.4.1 Test with customers/consumers N12410 3.1.2.4.2 Confirm internal capabilities N10104 3.2 Develop and manage marketing plans N10148 3.2.1 N
10149 3.2.2 Establish marketing budgets Y10155 3.2.2.1 Confirm marketing alignment to business strategy N10156 3.2.2.2 Determine costs of marketing N10157 3.2.2.3 Create marketing budget N10150 3.2.3 Develop and manage media Y10158 3.2.3.1 Define media objectives N10159 3.2.3.2 Develop marketing messages N10160 3.2.3.3 Define target audience N10161 3.2.3.4 Engage media provider N10162 3.2.3.5 Develop and execute advertising N11253 3.2.3.6 Develop and execute other marketing campaigns/programs N11254 3.2.3.7 Assess brand/product marketing plan performance N10151 3.2.4 Develop and manage pricing Y10163 3.2.4.1 Determine pricing based on volume/unit forecast N10164 3.2.4.2 Execute pricing plan N10165 3.2.4.3 Evaluate pricing performance N10166 3.2.4.4 Refine pricing as needed N10152 3.2.5 Develop and manage promotional activities N10167 3.2.5.1 Define promotional concepts N10168 3.2.5.2 Plan and test promotional activities N10169 3.2.5.3 Execute promotional activities N
Understand consumer needs and predict customer purchasing behavior
Analyze competing organizations, competitive/substitute products
Prioritize opportunities consistent with capabilities and overall business strategy
Establish goals, objectives, and metrics for products by channels/segments
Copyright 2015 APQC and IBM 76 of 733
PCF ID NameHierarchy
IDMetrics
available?10170 3.2.5.4 Evaluate promotional performance metrics N10171 3.2.5.5 Refine promotional performance metrics N10172 3.2.5.6 Incorporate learning into future/planned consumer promotions N
10153 3.2.6 Track customer management measures Y10173 3.2.6.1 Determine customer loyalty/lifetime value N10174 3.2.6.2 Analyze customer revenue trend N10175 3.2.6.3 Analyze customer attrition and retention rates N10176 3.2.6.4 Analyze customer metrics N10177 3.2.6.5 N
10154 3.2.7 Develop and manage packaging strategy N10178 3.2.7.1 Plan packaging strategy N10179 3.2.7.2 Test packaging options N10180 3.2.7.3 Execute packaging strategy N10181 3.2.7.4 Refine packaging N11757 3.3 Perform business development N11758 3.3.1 Develop marketing strategy N11759 3.3.1.1 Identify and assess issues, trends in marketplace N11760 3.3.1.2 Review commercial industry and government needs N11761 3.3.1.3 Conduct marketing studies N11762 3.3.1.4 Develop enterprise sales forecasts N11763 3.3.2 Focus and plan tactical marketing N11764 3.3.2.1 Develop short term marketing forecast N11765 3.3.2.2 Estimate demand by program, contract and customer N11766 3.3.2.3 Forecast sales by program, contract and customer N11767 3.3.2.4 Identify customer requirements N11768 3.3.2.5 Identify sales opportunities N11769 3.3.2.6 Influence customer N11770 3.3.3 Conduct program development N11771 3.3.3.1 Segment feasible opportunities N11772 3.3.3.2 N
11773 3.3.3.3 Match opportunities to business strategy N11774 3.3.3.4 Evaluate fit with corporate goals and business strategy N11775 3.3.3.5 Identify external funding constraints N11776 3.3.3.6 Identify internal and external non-funding constraints N11777 3.3.3.7 Identify internal funding constraints N11778 3.3.3.8 Develop program structure N11779 3.3.4 Bid and proposal development N11780 3.3.4.1 Refine customer requirements N11781 3.3.4.2 Receive Request For Proposal (RFP)/Request For Quote (RFQ) N
11782 3.3.4.3 Review RFP/RFQ request N11783 3.3.4.4 Perform competitive analysis N
Revise customer strategies, objectives, and plans based on metrics
Evaluate opportunities likelihood of developing into Request For Proposal (RFP)/Request For Quote (RFQ)
Copyright 2015 APQC and IBM 77 of 733
PCF ID NameHierarchy
IDMetrics
available?11784 3.3.4.5 Verify match with strategic/tactical plans N11785 3.3.4.6 Validate customer requirements N11786 3.3.4.7 Develop project structure N11787 3.3.4.8 Identify staffing requirements N11788 3.3.4.9 Develop pricing and scheduling estimates N11789 3.3.4.10 Conduct profitability analysis N11790 3.3.4.11 Submit bid N11791 3.3.4.12 Review proposal and approval by submitter N11793 3.3.4.13 Receive notification N11794 3.3.5 Develop business relationships N11795 3.3.5.1 Identify strategic partnering opportunities N11796 3.3.5.2 Define roles and responsibilities of partnerships N11797 3.3.5.3 Validate partnership plan with strategic marketing objectives N11798 3.3.5.4 Support strategic business partnerships N11799 3.3.5.5 Communicate partnership objectives N11800 3.4 Perform integrated business planning N11801 3.4.1 Plan demand N11802 3.4.1.1 Review existing pipeline for existing and/or backlog demand N11803 3.4.1.2 Review existing pipeline N11804 3.4.1.3 Review government trends and check for updates in policies N11805 3.4.1.4 Project sales pipeline by product/market N11806 3.4.1.5 Develop annual sales plan by product/market N11807 3.4.1.6 Consolidate sales plan by segment/business unit/corporation N
11808 3.4.2 Plan operations N11809 3.4.2.1 Transfer sales plan to operations planning N11810 3.4.2.2 Perform capacity planning N11811 3.4.2.3 Perform logistics planning N11812 3.4.2.4 Perform inventory planning N11813 3.4.2.5 Perform maintenance planning N11814 3.4.2.6 Perform sourcing planning N11815 3.4.2.7 Perform tooling planning N11816 3.4.3 Plan financials N11817 3.4.3.1 Identify cost centers/profit centers/activities/rates N11818 3.4.3.2 Create master data N11819 3.4.3.3 Calculate direct costs N11820 3.4.3.4 Calculate indirect costs N11821 3.4.3.5 Project revenues from sales plan N11822 3.4.3.6 Prepare projected income statement by legal entity N11823 3.4.3.7 N
11824 3.4.3.8 Prepare projected balance sheet by legal entity N11825 3.4.3.9 N
Prepare projected income statement by business unit/managers entity
Prepare projected balance sheet by business unit/managers entity
Copyright 2015 APQC and IBM 78 of 733
PCF ID NameHierarchy
IDMetrics
available?11826 3.4.3.10 Prepare projected cash flow by business unit managers entity N
11827 3.4.3.11 Prepare projected cash flow by legal entity N11828 3.4.3.12 Prepare consolidated income statement N11829 3.4.3.13 Prepare consolidated balance sheet N11830 3.4.3.14 Prepare consolidated cash flow N11838 3.5 Manage contracts and programs N11839 3.5.1 Determine contract and program requirements N11840 3.5.1.1 Identify contract type N11841 3.5.1.2 Record contract data N11842 3.5.1.3 Evaluate risks and assumptions N11843 3.5.2 Plan and schedule program N11844 3.5.2.1 Determine procurement N11845 3.5.2.2 Refine order of magnitude estimate N11846 3.5.2.3 Identify and schedule production N11847 3.5.2.4 Reevaluate risk and assumptions N11848 3.5.2.5 Identify and schedule qualified suppliers N11849 3.5.2.6 Complete detailed production schedule N11850 3.5.2.7 Refine work breakdown structure N11851 3.5.2.8 Develop network task N11852 3.5.2.9 Include program in budget N11853 3.5.2.10 Validate funding against corporate plan N11854 3.5.2.11 Obtain approval for funding N11855 3.5.3 Execute program N11856 3.5.3.1 Execute tasks N11857 3.5.3.2 Record program milestones N11858 3.5.3.3 Collect direct costs N11859 3.5.3.4 Collect indirect costs N11860 3.5.3.5 Collect revenues N11861 3.5.4 Control and manage contracts and program performance N11862 3.5.4.1 Prepare subcontractor reports N11863 3.5.4.2 Support financial reporting N11864 3.5.4.3 Report Central Security Service (CSS)/SCS compliance N11865 3.5.4.4 Report earned value management system - EVMS N11866 3.5.4.5 Resolve EVMS issues N11867 3.5.4.6 Report to management N11868 3.5.4.7 Maintain and conduct program status meetings N11869 3.5.4.8 Perform quality reviews N11870 3.5.4.9 Perform financial/contract audit N11871 3.5.4.10 Report classified projects N11872 3.5.4.11 Identify project changes N11873 3.5.4.12 Identify options to resolve issues N11874 3.5.4.13 Revise program plan to incorporate options N11875 3.5.4.14 Transfer and borrow payback between contracts/programs N11876 3.5.4.15 Submit for management review and approval N
Copyright 2015 APQC and IBM 79 of 733
PCF ID NameHierarchy
IDMetrics
available?11877 3.5.4.16 Submit for customer review N11878 3.5.4.17 Receive approval, revise program as required N11879 3.5.5 Perform program close out N11880 3.5.5.1 Complete program commitments N11881 3.5.5.2 Close commitments N11882 3.5.5.3 Review procurement documents to close N11883 3.5.5.4 Apply final allocation/overheads N11884 3.5.5.5 Release funds N11885 3.5.5.6 Close program to all postings except rate adjustments N11886 3.5.5.7 Return government property documents N11887 3.5.5.8 N
11888 3.5.5.9 Develop follow up action plan to obtain program enhancements N
11889 3.5.5.10 Post final rate adjustments and close N10105 3.6 Develop and manage sales plans Y10182 3.6.1 Generate leads N10188 3.6.1.1 Identify potential customers N10189 3.6.1.2 Identify leads N10183 3.6.2 Manage customers and accounts Y11173 3.6.2.1 Develop sales/key account plan N11174 3.6.2.2 Manage customer relationships N14208 3.6.2.3 Manage customer master data N11890 3.6.2.4 Compare program actual vs. estimate N11891 3.6.2.5 Develop marketing plan N11892 3.6.2.6 Track sales performance N11893 3.6.3 Analyze sales results N11894 3.6.3.1 Compare actual sales to forecast N11895 3.6.3.2 Revise marketing strategy N10184 3.6.4 Manage customer sales Y10190 3.6.4.1 Perform sales calls N10191 3.6.4.2 Perform pre-sales activities N10192 3.6.4.3 Close the sale N10193 3.6.4.4 Record outcome of sales process N18634 3.6.5 Generate quotes N19706 3.6.5.1 N
19707 3.6.5.2 Produce quotes N19708 3.6.5.3 Submit quotes to customers N18637 3.6.5.4 Adjust quotes N19709 3.6.5.5 Obtain approval to proceed N18638 3.6.5.6 Convert quotes to sales orders N10185 3.6.6 Manage sales orders Y10194 3.6.6.1 Accept and validate sales orders N10195 3.6.6.2 Collect and maintain customer account information N
Revaluate return on investment (ROI) or earned value analysis (EVA) reports
Receive requests for quotes / identify requirement to generate a quote
Copyright 2015 APQC and IBM 80 of 733
PCF ID NameHierarchy
IDMetrics
available?10201 3.6.6.2.1 Administer key customer/account details N10202 3.6.6.2.2 Retrieve full customer details N10203 3.6.6.2.3 Modify involved party details N10204 3.6.6.2.4 Record address details N10205 3.6.6.2.5 Record contact details N10206 3.6.6.2.6 Record key customer communication profile details N10207 3.6.6.2.7 Review involved party information N10208 3.6.6.2.8 Terminate involved party information N10196 3.6.6.3 Determine availability N10197 3.6.6.4 Determine fulfillment process N10198 3.6.6.5 N
10199 3.6.6.6 Process back orders and updates N10200 3.6.6.7 N
10186 3.6.7 Manage sales force Y10209 3.6.7.1 Determine sales resource allocation N10210 3.6.7.2 Establish sales force incentive plan N10187 3.6.8 Manage sales partners and alliances N10211 3.6.8.1 Provide sales and product training to sales partners/alliances N
10212 3.6.8.2 Develop sales forecast by partner/alliance N10213 3.6.8.3 Agree on partner and alliance commissions N10214 3.6.8.4 Evaluate partner/alliance results N14209 3.6.8.5 Manage channel partner master data N19710 3.6.8.6 Manage vendor recovery N
Enter orders into system and identify/perform cross-sell/up-sell activity
Handle order inquiries including post-order fulfillment transactions
Copyright 2015 APQC and IBM 81 of 733
PCF ID NameHierarchy
IDMetrics
available?10005 4.0 Deliver Products and Services Y10215 4.1 Plan for and align supply chain resources Y10221 4.1.1 Develop production and materials strategies N10229 4.1.1.1 Define manufacturing goals N10230 4.1.1.2 Define labor and materials policies N10231 4.1.1.3 Define outsourcing policies N10232 4.1.1.4 Define manufacturing capital expense policies N10233 4.1.1.5 Define capacities N10234 4.1.1.6 Define production network and supply constraints N14193 4.1.1.7 Define production process N14194 4.1.1.8 Define production workplace layout and infrastructure N10222 4.1.2 Manage demand for products and services N19711 4.1.2.1 Perform forward parts requirements forecasting N19712 4.1.2.2 Establish demand for PMA parts N10235 4.1.2.3 Develop baseline forecasts N10236 4.1.2.4 Collaborate with customers N10237 4.1.2.5 Develop consensus forecast N10238 4.1.2.6 Determine available to promise N10239 4.1.2.7 Monitor activity against forecast and revise forecast N10240 4.1.2.8 Evaluate and revise forecasting approach N10241 4.1.2.9 Measure forecast accuracy N10223 4.1.3 Create materials plan N10242 4.1.3.1 Create unconstrained plan N10243 4.1.3.2 Collaborate with supplier and contract manufacturers N10244 4.1.3.3 Identify critical materials and supplier capacity N10245 4.1.3.4 Monitor material specifications N10246 4.1.3.5 Generate constrained plan N14196 4.1.3.6 Define production balance and control N19713 4.1.3.7 Manage interchangeability and supersession N10224 4.1.4 Create and manage master production schedule N10247 4.1.4.1 Create site level plan and schedule N10248 4.1.4.2 Manage work-in-progress inventory N10249 4.1.4.3 Collaborate with suppliers N10250 4.1.4.4 Execute site- level production plan and schedule N17041 4.1.4.5 Monitor master production schedule and plan N17042 4.1.5 Plan distribution requirements N10252 4.1.5.1 Maintain master data N10253 4.1.5.2 Determine finished goods inventory requirements at destination N
10254 4.1.5.3 Calculate requirements as destination N10255 4.1.5.4 Calculate consolidation at source N10256 4.1.5.5 Manage collaborative replenishment planning N10257 4.1.5.6 Manage requirements for partners N10258 4.1.5.7 Calculate destination dispatch plan N10259 4.1.5.8 Manage dispatch plan attainment N
Copyright 2015 APQC and IBM 82 of 733
PCF ID NameHierarchy
IDMetrics
available?10260 4.1.5.9 Calculate destination load plans N10261 4.1.5.10 Manage partner load plan N10262 4.1.5.11 Manage the cost of supply N10263 4.1.5.12 Manage capacity utilization N10226 4.1.6 Establish distribution planning constraints N10267 4.1.6.1 Establish distribution center layout constraints N10268 4.1.6.2 Establish inventory management constraints N10269 4.1.6.3 Establish transportation management constraints N10227 4.1.7 Review distribution planning policies N10264 4.1.7.1 Review distribution network N10265 4.1.7.2 Establish sourcing relationships N10266 4.1.7.3 Establish dynamic deployment policies N10228 4.1.8 Assess distribution planning performance N10270 4.1.8.1 Establish appropriate performance indicators (metrics) N10271 4.1.8.2 Establish monitoring frequency N10272 4.1.8.3 Calculate performance measures N10273 4.1.8.4 Identify performance trends N10274 4.1.8.5 Analyze performance benchmark gaps N10275 4.1.8.6 Prepare appropriate reports N10276 4.1.8.7 Develop performance improvement plan N10368 4.1.9 Develop quality standards and procedures N10371 4.1.9.1 Establish quality targets N10372 4.1.9.2 Develop standard testing procedures N10373 4.1.9.3 Communicate quality specifications N10216 4.2 Procure materials and services Y10277 4.2.1 Develop sourcing strategies Y10281 4.2.1.1 Develop procurement plan N10282 4.2.1.2 Clarify purchasing requirements N10283 4.2.1.3 Develop inventory strategy N10284 4.2.1.4 Match needs to supply capabilities N10285 4.2.1.5 Analyze company’s spend profile N10286 4.2.1.6 Seek opportunities to improve efficiency and value N10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities N11923 4.2.2 Define and manage procurement strategies N11924 4.2.2.1 Define material management strategy N11925 4.2.2.2 Develop material receipt strategy N11926 4.2.2.3 Develop supplier payment strategy N11927 4.2.2.4 N
11928 4.2.2.5 Conduct spend analysis and determine customer requirements N
10278 4.2.3 Select suppliers and develop/maintain contracts Y10288 4.2.3.1 Select suppliers N19714 4.2.3.2 Evaluate suppliers N10289 4.2.3.3 Certify and validate suppliers N
Ensure alignment of procurement strategy with enterprise wide business strategy
Copyright 2015 APQC and IBM 83 of 733
PCF ID NameHierarchy
IDMetrics
available?10290 4.2.3.4 Negotiate and establish contracts N10291 4.2.3.5 Manage contracts N11931 4.2.4 Perform strategic sourcing N11932 4.2.4.1 Maintain material sourcing categories N11933 4.2.4.2 Conduct supplier evaluation N11934 4.2.4.3 Select suppliers and negotiate agreements N11935 4.2.4.4 Develop sourcing implementation plans N11936 4.2.4.5 Maintain supplier information N11937 4.2.4.6 Maintain supplier catalogs and price lists N11938 4.2.4.7 Maintain supplier contracts N11939 4.2.4.8 Define outside supplier /partner relationships N10279 4.2.5 Order materials and services Y10292 4.2.5.1 Process/Review requisitions N10293 4.2.5.2 Approve requisitions N10294 4.2.5.3 Solicit/Track vendor quotes N10295 4.2.5.4 Create/Distribute purchase orders N10296 4.2.5.5 Expedite orders and satisfy inquiries N10297 4.2.5.6 Record receipt of goods N10298 4.2.5.7 Research/Resolve exceptions N11946 4.2.6 Inspect material quality N11947 4.2.6.1 Inspect goods/services N11948 4.2.6.2 Return goods/services N19715 4.2.6.3 Verify effectiveness of inventory control and quality N10280 4.2.7 Manage suppliers Y10299 4.2.7.1 Monitor/Manage supplier information N10300 4.2.7.2 Prepare/Analyze procurement and vendor performance N10301 4.2.7.3 Support inventory and production processes N10302 4.2.7.4 Monitor quality of product delivered N10217 4.3 Produce/Manufacture/Deliver product Y11952 4.3.1 Define assembly and test (A&T) operations strategy N11953 4.3.1.1 Compile and update customer quality and service requirements N
11954 4.3.1.2 Compile and update internal A&T operational capabilities N11955 4.3.1.3 N
11956 4.3.1.4 Define product specific quality and service N11957 4.3.1.5 Prepare capital appropriations requests N11958 4.3.1.6 Define outside supplier partner terms and conditions N11959 4.3.1.7 Disaggregate gross budget to appropriate departments N11960 4.3.1.8 N
11961 4.3.1.9 Publish annual assembly and test operating budget and plan N11962 4.3.1.10 Define all safety and environmental policies N11963 4.3.2 Define manufacturing operations strategy N
Compile and update future market trends impacting A&T strategy
Disseminate customer service and operations targets to the appropriate departmental organizations
Copyright 2015 APQC and IBM 84 of 733
PCF ID NameHierarchy
IDMetrics
available?11964 4.3.2.1 N
11965 4.3.2.2 N
11966 4.3.2.3 Define product specific quality and service N11967 4.3.2.4 N
11968 4.3.2.5 Determine capabilities gaps and closure strategies N11969 4.3.2.6 Prepare capital appropriations N11971 4.3.2.7 Disaggregate gross budget to appropriate departments N11972 4.3.2.8 N
11973 4.3.2.9 Publish annual assembly and test operating budget and plan N11974 4.3.3 Plan production operations N11975 4.3.3.1 N
11976 4.3.3.2 Develop intermediate range production and inventory plans N11977 4.3.3.3 N
11978 4.3.3.4 N
11979 4.3.3.5 Determine final sourcing alternatives N11980 4.3.3.6 N
11981 4.3.3.7 Create production project with work breakdown structure N11982 4.3.3.8 N
11983 4.3.3.9 N
11984 4.3.3.10 N
11985 4.3.4 Manage production equipment and facilities N11986 4.3.4.1 Manage equipment data N11987 4.3.4.2 Develop plant equipment preventative maintenance plans N11988 4.3.4.3 N
11989 4.3.4.4 Schedule facility and equipment preventative maintenance N11990 4.3.4.5 Execute facility and equipment preventative maintenance N11991 4.3.4.6 Execute unplanned maintenance activities N11992 4.3.4.7 Determine and identify corrective actions N11993 4.3.5 Schedule production operations N11994 4.3.5.1 Generate short range DRP, MRP, and CRP N11995 4.3.5.2 N
Compile and update all manufacturing organization quality and service requirementsCompile and update internal manufacturing operational capabilities
Define operational practice policies, measures and performance targets that support goal fulfillment
Disseminate customer service and operations targets to the appropriate departmental organizations
Compile and update all pertinent inputs from business planning and strategy department
Develop options for next period sales and operations planning meetingConduct sales and operations planning (S&OP) periodic meeting and update final S&OP into detailed
Generate master schedules with tooling rough cut capacity planning and maintenance
Modify master plans and projects to accommodate logistics, maintenance and production tooling constraintsGenerate intermediate range material resource planning, distribution resource planning, capacity requirements planning (MRP, DRP, CRP)
Publish annual plans to sales procurement transportation and manufacturing operations
Develop physical plant preventative maintenance and energy management plans
Conduct periodic meetings on short schedule - operations, procurement, tooling and maintenance
Copyright 2015 APQC and IBM 85 of 733
PCF ID NameHierarchy
IDMetrics
available?11996 4.3.5.3 Transfer final schedules to operating departments N11997 4.3.5.4 Perform ongoing net change MRP or DRP and optimize N11998 4.3.5.5 Perform full regeneration MRP or DRP and analyze N11999 4.3.5.6 Create and release production orders/batches N12000 4.3.5.7 Create run schedule header N12001 4.3.5.8 N
12002 4.3.5.9 Develop contract pegging relationships N12003 4.3.5.10 Provide daily delivery schedules to external suppliers N12004 4.3.5.11 Generate and print internal pick lists N12005 4.3.5.12 N
12006 4.3.5.13 Reschedule backlog orders and inbound shipments N12007 4.3.5.14 Receive electronic numeric control (NC) tapes and load N12008 4.3.5.15 Receive and review work instructions N12009 4.3.5.16 Receive and review quality instructions N12010 4.3.5.17 Receive and review production schedules N12011 4.3.5.18 Receive and review tooling pick lists and allocate N12012 4.3.5.19 Receive confirmations from plant maintenance N12013 4.3.5.20 Allocate gauging and miscellaneous measurement devices N12014 4.3.5.21 Perform setup activities N12015 4.3.5.22 Confirm material availability N12016 4.3.6 Execute production operations N10310 4.3.6.1 Manage raw material inventory N12017 4.3.6.2 Issue goods against purchase order (PO) or batch N12018 4.3.6.3 Receive goods to purchase order (PO) or batch N12019 4.3.6.4 Refer material for manufacturing change N12020 4.3.6.5 Quarantine material for quality hold/check N12021 4.3.6.6 Execute production activities N12022 4.3.6.7 Perform in-line product inspections N12023 4.3.6.8 Perform post production inspections N12024 4.3.6.9 Refer nonconforming material for disposition N12025 4.3.6.10 Downgrade/upgrade material N12026 4.3.6.11 Quarantine nonconformance matériel N10313 4.3.6.12 Rerun defective items N12027 4.3.6.13 Record production related data N12028 4.3.6.14 Back flush inventory N12029 4.3.6.15 Close batches or PO N12030 4.3.6.16 Consume demand forecast N12031 4.3.6.17 Execute packaging and labeling activities N12032 4.3.6.18 Enter run schedule header N12033 4.3.6.19 Reconcile and close run schedule header N12034 4.3.6.20 Record and track piece part serial numbers N12035 4.3.6.21 Record calibration data and measurement device N19716 4.3.6.22 Obtain aircraft production certification N
Manage ongoing schedule changes interactions with customers, suppliers, production, tooling and maintenance
Generate and communicate delivery requirements to internal and external shipping points
Copyright 2015 APQC and IBM 86 of 733
PCF ID NameHierarchy
IDMetrics
available?10314 4.3.6.23 Assess production performance N10369 4.3.7 Perform quality testing N10318 4.3.7.1 Calibrate test equipment N10374 4.3.7.2 Perform testing using the standard testing procedure N10375 4.3.7.3 Record test results N12036 4.3.8 Manage product quality N12037 4.3.8.1 Update governmental and regulatory quality requirements N12038 4.3.8.2 Benchmark industry quality capabilities N12039 4.3.8.3 Compile and update the cost of quality N12040 4.3.8.4 Compile and update the costs of quality nonconformance N12041 4.3.8.5 Update quality targets and tolerances N12042 4.3.8.6 Develop quality sampling and analysis N12043 4.3.8.7 N
12044 4.3.8.8 N
12045 4.3.8.9 Track and analyze non-conformance trends N12046 4.3.8.10 Perform root cause analysis N12047 4.3.8.11 Perform product design/process improvement analysis N12048 4.3.8.12 Deploy product redesigns/process N12049 4.3.8.13 Perform internal quality audits N12050 4.3.8.14 Perform external quality audits N12051 4.3.8.15 Perform statistical process control (SPC) analysis N12052 4.3.8.16 Perform six-sigma activities N12053 4.3.8.17 N
12054 4.3.8.18 Provide feedback to engineering and product N12055 4.3.8.19 Adjust inventories/scrap - materials disposition N12056 4.3.8.20 Manage reject/rework and on-hold materials N12057 4.3.8.21 Conduct claims related quality investigations N10370 4.3.9 Maintain production records and manage lot traceability N10376 4.3.9.1 Determine lot numbering system N10377 4.3.9.2 Determine lot usage N12058 4.3.10 Manage production tooling operations N12059 4.3.10.1 N
12060 4.3.10.2 N
12061 4.3.10.3 N
12062 4.3.10.4 Obtain approval to proceed or cancel work order N12063 4.3.10.5 Complete detailed design of final tool N12064 4.3.10.6 Generate a work order or purchase request N12065 4.3.10.7 Manufacture or receive final tools N12066 4.3.10.8 Allocate gauging /measurement devices to production N
Allocate gauging and miscellaneous measurement devices against production orders/batchersDevelop training material for operators carrying out quality activities
Generate International Standards Organization (ISO) or similar documentation
Receive high level tool design request from new product development process (new tools)Receive request to modify or repair an existing tool from engineering or operationsDevelop the cost estimate to buy or make the tools - with availability date
Copyright 2015 APQC and IBM 87 of 733
PCF ID NameHierarchy
IDMetrics
available?12067 4.3.10.9 Manage tool inventories N12068 4.3.10.10 Manage crib inventory N12069 4.3.10.11 Manage crib operations N12070 4.3.10.12 Perform fixed tool life cycle management N12071 4.3.10.13 Manage gauge and measurement device calibrations N19717 4.3.10.14 N
19718 4.3.10.15 Record and track serialized tool issuance to operators N12072 4.3.11 Control and report production operations N12073 4.3.11.1 Record production operations information N12074 4.3.11.2 Capture and communicate work order batch status N12075 4.3.11.3 Communicate all inventory status - real-time N12076 4.3.11.4 Communicate human resource status N12077 4.3.11.5 Communicate equipment status N12078 4.3.11.6 Communicate schedules - including downtime and setup N12079 4.3.11.7 Communicate maintenance activities and schedules N12080 4.3.11.8 Generate and communicate field analytical reports N12081 4.3.11.9 N
12082 4.3.12 Manage product and process related data N12083 4.3.12.1 N
12084 4.3.12.2 Maintain product specifications N12085 4.3.12.3 Maintain product catalogs N12086 4.3.12.4 Maintain operating instructions (operations component) N12087 4.3.12.5 Maintain process control parameter data N12088 4.3.12.6 Maintain product and process related documentation N19719 4.3.13 Develop and implement production rate increase methodology N19720 4.3.13.1 N
19721 4.3.13.2 N
19722 4.3.13.3 N
19723 4.3.13.4 N
19724 4.3.13.5 N
19725 4.3.13.6 N
19726 4.3.13.7 N
10218 4.4 Deliver service to customer Y10320 4.4.1 Confirm specific service requirements for individual customer N10324 4.4.1.1 Process customer request N
Create individual tracking record (for individually identified (serialized) tools)
Communicate preemptive and predictive feedback to operations to change practices or schedules
Create and maintain material masters, BOM, routings and other production data
Define method for identifying all impacted partners, suppliers and internal facilitiesDefine mechanism to be used to communicate rate increase requirementsDefine method to be applied by partners, suppliers, internal facilities to assess capabilitiesDefine mechanism by which results of Rate Increase studies can be returnedDefine mechanism by which returned rate increase study results can be consolidatedDefine mechanism by which the results of a Production Rate increase assessment can be communicatedConfirm the frequency (ad-hoc, periodic, event driven) with which studies will be released
Copyright 2015 APQC and IBM 88 of 733
PCF ID NameHierarchy
IDMetrics
available?10325 4.4.1.2 Create customer profile N10326 4.4.1.3 Generate service order N10321 4.4.2 Identify and schedule resources to meet service requirements N10327 4.4.2.1 Create resourcing plan and schedule N10328 4.4.2.2 Create service order fulfillment schedule N10329 4.4.2.3 Develop service order N10322 4.4.3 Provide service to specific customers N10330 4.4.3.1 Organize daily service order fulfillment schedule N10331 4.4.3.2 Dispatch resources N10332 4.4.3.3 Manage order fulfillment progress N10333 4.4.3.4 Validate order fulfillment block completion N10323 4.4.4 Ensure quality of service N10334 4.4.4.1 Identify completed orders for feedback N10335 4.4.4.2 Identify incomplete orders and service failures N10336 4.4.4.3 Solicit customer feedback on services delivered N10337 4.4.4.4 Process customer feedback on services delivered N12089 4.4.5 N
12090 4.4.5.1 Manage customer master information N12091 4.4.5.2 Manage customer pricing and quotations N12092 4.4.5.3 Manage customer claims processing N12093 4.4.5.4 Facilitate customer complaints seminars N12094 4.4.5.5 Facilitate customer design reviews and Initiatives N12095 4.4.5.6 Identify product improvements N12096 4.4.5.7 Support proposal activities N12097 4.4.5.8 Provide cost/price data N12098 4.4.6 Provide field-level support preparation N12099 4.4.6.1 Process customer request for service N12100 4.4.6.2 Determine resource and material requirements N12101 4.4.6.3 Provide pricing and quotations N12102 4.4.6.4 Generate service orders N12103 4.4.6.5 Generate service order documentation N12104 4.4.6.6 Secure resources and materials N12105 4.4.6.7 Manage subcontracts N12106 4.4.6.8 Develop maintenance plans N19727 4.4.7 Perform component/part repair and overhaul activities N19728 4.4.7.1 Perform repair provider selection and interaction N19729 4.4.7.2 Receive component / part and analyze fault N19730 4.4.7.3 Test component / part N19731 4.4.7.4 Perform beyond economic repair (BER) assessment N19732 4.4.7.5 Prioritize repairs (based on aircraft on ground (AOG)) N19733 4.4.7.6 Establish availability of components / parts requiring repair N19734 4.4.7.7 Perform repairs N19735 4.4.7.8 Track component / part repairs (internal / external) N19736 4.4.7.9 Document repair testing N
Manage ongoing maintenance, repair and overhaul service contracts
Copyright 2015 APQC and IBM 89 of 733
PCF ID NameHierarchy
IDMetrics
available?19737 4.4.7.10 Deliver repaired component/ part and relevant documentation N
19738 4.4.7.11 Provide billing / invoice data to finance N19739 4.4.7.12 Manage system and process integration N19791 4.4.8 Define and manage maintenance capacities N19740 4.4.8.1 Define and manage maintenance capacities N19792 4.4.8.2 Plan maintenance work N19741 4.4.8.3 Develop and manage operational capacity plan N19742 4.4.9 Perform maintenance activities N19743 4.4.9.1 Receive aircraft N19744 4.4.9.2 N
19745 4.4.9.3 Perform aircraft / part maintenance N19746 4.4.9.4 Provide status reporting N19747 4.4.9.5 Manage certification documentation N19748 4.4.9.6 N
19749 4.4.9.7 N
19750 4.4.9.8 Manage third party provider interactions N19751 4.4.9.9 Provide invoice / billing data to finance N12658 4.4.10 Manage warranties Y19651 4.4.10.1 Define and manage warranty offering N16893 4.4.10.1.1 Determine and document warranty policies N16890 4.4.10.1.2 Create and manage warranty rules / claim codes for products N
19752 4.4.10.1.3 Agree warranty responsibilities with suppliers N19753 4.4.10.1.4 N
12673 4.4.10.1.5 Communicate warranty policies and offerings N19754 4.4.10.1.6 Manage pre-authorizations N12669 4.4.10.2 Process warranty claims Y19755 4.4.10.2.1 Receive warranty claim N12671 4.4.10.2.2 Validate warranty claim N19756 4.4.10.2.3 Investigate warranty issues N19757 4.4.10.2.3. (Auto PCF) N12677 4.4.10.2.3. (Auto PCF) N12678 4.4.10.2.3. (Auto PCF) N19758 4.4.10.2.3. (Auto PCF) N19759 4.4.10.2.3. (Auto PCF) N19760 4.4.10.2.4 Determine responsible party N12668 4.4.10.2.5 Approve or reject warranty claim N19761 4.4.10.2.6 Notify originator of approve / reject decision N19762 4.4.10.2.7 Authorize payment N19763 4.4.10.2.8 Close claim N
Generate quote for additional maintenance and obtain approval to proceed
Compile aircraft component change and configuration management dataManage task card lifecycle (issue, assign, work, approve, close) compliance
Define warranty related offerings for customers e.g. service contract
Copyright 2015 APQC and IBM 90 of 733
PCF ID NameHierarchy
IDMetrics
available?12667 4.4.10.2.9 Reconcile warranty transaction disposition N19664 4.4.10.3 Manage supplier recovery N19764 4.4.10.3.1 Create supplier recovery claims N19765 4.4.10.3.2 Negotiate recoveries with suppliers N19667 4.4.10.4 Evaluate and manage warranty performance N19766 4.4.10.4.1 N
12676 4.4.10.4.2 Monitor and report on warranty management metrics N19767 4.4.10.4.3 N
12674 4.4.10.4.4 Identify opportunities to eliminate warranty waste N19768 4.4.10.4.5 Investigate fraudulent claims N19769 4.4.10.4.6 Manage recalls N12127 4.4.11 Provide MRO related training N12128 4.4.11.1 Develop training plan N12129 4.4.11.2 Develop training materials N12130 4.4.11.3 Maintains service bulletins/catalogues N12131 4.4.11.4 Manage training schedule N12132 4.4.11.5 Deliver operations training N12133 4.4.11.6 Deliver technical training N12134 4.4.11.7 Perform technical certification testing N12135 4.4.11.8 Evaluate training effectiveness N12136 4.4.11.9 Maintain service master for training N19770 4.4.12 Deliver digital services to customers N19771 4.4.12.1 Deliver Aircraft Health Monitoring Services (AHMS) N19772 4.4.12.2 Deliver loadable software services N19773 4.4.12.3 Deliver predictive analytics and optimization services N10219 4.5 Manage logistics and warehousing Y10338 4.5.1 Define logistics strategy Y10343 4.5.1.1 N
10344 4.5.1.2 Design logistics network N10345 4.5.1.3 Communicate outsourcing needs N10346 4.5.1.4 Develop and maintain delivery service policy N10347 4.5.1.5 Optimize transportation schedules and costs N10348 4.5.1.6 Define key performance measures N10339 4.5.2 Plan and manage inbound material flow Y10349 4.5.2.1 Plan inbound material receipts N10350 4.5.2.2 Manage inbound material flow N10351 4.5.2.3 Monitor inbound delivery performance N10352 4.5.2.4 Manage flow of returned products N10340 4.5.3 Operate warehousing Y10353 4.5.3.1 Track inventory deployment N10354 4.5.3.2 Receive, inspect, and store inbound deliveries N10355 4.5.3.3 Track product availability N
Measure customer satisfaction with warranty handling and resolution
Identify improvement opportunities (e.g. process, warranty offering)
Translate customer service requirements into logistics requirements
Copyright 2015 APQC and IBM 91 of 733
PCF ID NameHierarchy
IDMetrics
available?10356 4.5.3.4 Pick, pack, and ship product for delivery N10357 4.5.3.5 Track inventory accuracy N10358 4.5.3.6 Track third-party logistics storage and shipping performance N10359 4.5.3.7 Manage physical finished goods inventory N10341 4.5.4 Operate outbound transportation Y10360 4.5.4.1 Plan, transport, and deliver outbound product N10361 4.5.4.2 Track carrier delivery performance N10362 4.5.4.3 Manage transportation fleet N10363 4.5.4.4 Process and audit carrier invoices and documents N12137 4.5.4.5 Prepare package and shipment N12145 4.5.4.6 Manage shipping, carriers, and fleets N10342 4.5.5 Manage returns; manage reverse logistics Y10364 4.5.5.1 Authorize and process returns N10365 4.5.5.2 Perform reverse logistics N10366 4.5.5.3 Perform salvage activities N10367 4.5.5.4 Manage and process warranty claims N14195 4.5.5.5 Manage repair/refurbishment and return to customer/stock N12159 4.5.6 Plan material handling and storage N12160 4.5.6.1 Collect and analyze material handling and storage information N
12161 4.5.6.2 Determine material capacity requirements N12162 4.5.6.3 Determine material handling requirements N12163 4.5.6.4 Identify requirements to modify facilities layout N12164 4.5.6.5 Identify changes to material handling N12165 4.5.6.6 Identify changes to material storage systems/procedures N12166 4.5.6.7 Define stock placement strategies, procedures, and systems N
12167 4.5.6.8 Define stock location strategies, procedures, and systems N12168 4.5.6.9 Define stock retrieval strategies, procedures, and systems N12169 4.5.7 Manage inventory storage, location and movement N12170 4.5.7.1 Recognize transfer requests (internal move/external move) N12171 4.5.7.2 Locate stock N12172 4.5.7.3 Prepare stock for movement N12173 4.5.7.4 Physically move stock N12174 4.5.7.5 Maintain inventory status N12175 4.5.7.6 Perform physical inventory procedures N12176 4.5.7.7 Collect, report, and analyze logistics N12177 4.5.7.8 Identify obsolete goods for disposition N12178 4.5.7.9 Adjust inventory N12179 4.5.8 Manage hazardous materials and waste N12180 4.5.8.1 Maintain material safety data sheets N12181 4.5.8.2 N
12182 4.5.8.3 Maintain hazardous material handling and disposal N12183 4.5.8.4 Manage compliance audits N
Maintain awareness of and communicate regulatory requirements
Copyright 2015 APQC and IBM 92 of 733
PCF ID NameHierarchy
IDMetrics
available?12184 4.5.8.5 Recognize need to disposition hazardous materials/waste N12185 4.5.8.6 Determine disposition and associated processing N12186 4.5.8.7 Manage disposition, disposal, reprocessing activities N12187 4.5.8.8 Manage documentation and reporting N12188 4.5.9 Manage kitting operations N12189 4.5.9.1 Define kitting requirements N12190 4.5.9.2 Request materials N12191 4.5.9.3 Build kits N12192 4.5.9.4 Issue materials to kits/consumption N12193 4.5.9.5 Prepare kits for transfer N12194 4.5.9.6 Manage returnable fixtures, containers, and tools N12195 4.5.9.7 Manage labeling of kits N
Copyright 2015 APQC and IBM 93 of 733
PCF ID NameHierarchy
IDMetrics
available?10006 5.0 Manage Customer Service Y10378 5.1 Develop customer care/customer service strategy Y10381 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers) N
10384 5.1.1.1 Analyze existing customers N10385 5.1.1.2 Analyze feedback of customer's needs N10382 5.1.2 Define customer service policies and procedures N10383 5.1.3 Establish service levels for customers Y10379 5.2 Plan and manage customer service operations Y10387 5.2.1 Plan and manage customer service work force Y10390 5.2.1.1 Forecast volume of customer service contacts N10391 5.2.1.2 Schedule customer service work force N10392 5.2.1.3 Track work force utilization N10393 5.2.1.4 N
12196 5.2.2 Manage customer requests/inquiries and provide support N10394 5.2.2.1 Receive customer requests/inquiries N10395 5.2.2.2 Route customer requests/inquiries N10396 5.2.2.3 Respond to customer requests/inquiries N12197 5.2.2.4 Support customer order status inquiry N12198 5.2.2.5 Support customer deliver status inquiry N12199 5.2.2.6 Support customer financial inquiry N10389 5.2.3 Manage customer complaints N10397 5.2.3.1 Receive customer complaints N10398 5.2.3.2 Route customer complaints N10399 5.2.3.3 Resolve customer complaints N10400 5.2.3.4 Respond to customer complaints N12200 5.2.3.5 Support customer complaints and service N10380 5.3 Measure and evaluate customer service operations Y19774 5.3.1 N
10405 5.3.1.1 Solicit customer feedback on customer service experience N10406 5.3.1.2 N
10402 5.3.2 N
11236 5.3.2.1 Solicit customer feedback on complaint handling and resolution N
11237 5.3.2.2 N
10403 5.3.3 Measure customer satisfaction with products and services N11238 5.3.3.1 N
11239 5.3.3.2 Solicit post-sale customer feedback on ad effectiveness N
Monitor and evaluate quality of customer interactions with customer service representatives
Measure customer satisfaction with customer requests/inquiries handling
Analyze customer service satisfaction data and identify improvement opportunities
Measure customer satisfaction with customer-complaint handling and resolution
Analyze customer complaint data and identify improvement opportunities
Gather and solicit post-sale customer feedback on products and services
Copyright 2015 APQC and IBM 94 of 733
PCF ID NameHierarchy
IDMetrics
available?11240 5.3.3.3 N
11241 5.3.3.4 N
Analyze product and service satisfaction data and identify improvement opportunitiesProvide customer feedback to product management on products and services
Copyright 2015 APQC and IBM 95 of 733
PCF ID NameHierarchy
IDMetrics
available?10007 6.0 Develop and Manage Human Capital Y17043 6.1 N
17044 6.1.1 Develop human resources strategy N10418 6.1.1.1 Identify strategic HR needs N10419 6.1.1.2 Define HR and business function roles and accountability N10420 6.1.1.3 Determine HR costs N10421 6.1.1.4 Establish HR measures N10422 6.1.1.5 Communicate HR strategies N10432 6.1.1.6 Develop strategy for HR systems/technologies/tools N17045 6.1.2 Develop and implement workforce strategy and policies N10423 6.1.2.1 N
10424 6.1.2.2 Plan employee resourcing requirements per unit/organization N
10425 6.1.2.3 Develop compensation plan N10426 6.1.2.4 Develop succession plan N10427 6.1.2.5 Develop employee diversity plan N10428 6.1.2.6 Develop other HR programs N10429 6.1.2.7 Develop HR policies N10430 6.1.2.8 Administer HR policies N10431 6.1.2.9 Plan employee benefits N10433 6.1.2.10 Develop workforce strategy models N10417 6.1.3 Monitor and update strategy, plans, and policies N10434 6.1.3.1 Measure realization of objectives N10435 6.1.3.2 Measure contribution to business strategy N10436 6.1.3.3 Communicate plans and provide updates to stakeholders N10438 6.1.3.4 Review and revise HR plans N17046 6.1.4 Develop competency management models N10410 6.2 Recruit, source, and select employees Y10439 6.2.1 Manage employee requisitions N10445 6.2.1.1 N
10446 6.2.1.2 Develop and open job requisition N10447 6.2.1.3 Develop job descriptions N10448 6.2.1.4 Post requisitions N10449 6.2.1.5 Manage internal/external job posting Web sites N10450 6.2.1.6 Modify requisitions N10451 6.2.1.7 Notify hiring manager N10452 6.2.1.8 Manage requisition dates N10440 6.2.2 Recruit/Source candidates N10453 6.2.2.1 Determine recruitment methods N10454 6.2.2.2 Perform recruiting activities/events N10455 6.2.2.3 Manage recruitment vendors N17047 6.2.2.4 Manage employee referral programs N
Develop and manage human resources (HR) planning, policies, and strategies
Gather skill requirements according to corporate strategy and market environment
Align staffing plan to workforce plan and business unit strategies/resource needs
Copyright 2015 APQC and IBM 96 of 733
PCF ID NameHierarchy
IDMetrics
available?17048 6.2.2.5 Monitor recruitment channels N17049 6.2.3 Screen and select candidates N10456 6.2.3.1 Identify and deploy candidate selection tools N10457 6.2.3.2 Interview candidates N10458 6.2.3.3 Test candidates N10459 6.2.3.4 Select and reject candidates N10460 6.2.3.5 Obtain candidate background information N10443 6.2.4 Manage new hire/re-hire Y10463 6.2.4.1 Draw up and make offer N10464 6.2.4.2 Negotiate offer N10465 6.2.4.3 Hire candidate N10444 6.2.5 Manage applicant information N10466 6.2.5.1 Create applicant record N10467 6.2.5.2 Manage/track applicant data N10468 6.2.5.3 Archive and retain records of non-hires N10411 6.3 Develop and counsel employees Y10469 6.3.1 Manage employee orientation and deployment Y10474 6.3.1.1 Create/maintain employee on-boarding program N11243 6.3.1.2 N
17050 6.3.1.3 Execute onboarding program N10470 6.3.2 Manage employee performance Y10479 6.3.2.1 Define performance objectives N10480 6.3.2.2 Review, appraise, and manage employee performance N10481 6.3.2.3 Evaluate and review performance program N10472 6.3.3 Manage employee development Y10487 6.3.3.1 Define employee development guidelines N10488 6.3.3.2 Develop employee career plans N17051 6.3.3.3 Manage employee skills development N10473 6.3.4 Develop and train employees Y10490 6.3.4.1 Align employee and organization development needs N10491 6.3.4.2 Align learning programs with competencies N10492 6.3.4.3 N
10493 6.3.4.4 Y
17052 6.4 Manage employee relations N10483 6.4.1 Manage labor relations N10484 6.4.2 Manage collective bargaining process N10485 6.4.3 Manage labor management partnerships N10531 6.4.4 Manage employee grievances N10412 6.5 Reward and retain employees Y17053 6.5.1 N
10498 6.5.1.1 Develop salary/compensation structure and plan N
Evaluate the effectiveness of the employee on-boarding program
Establish training needs by analysis of required and available skillsDevelop, conduct, and manage employee and/or management training programs
Develop and manage reward, recognition, and motivation programs
Copyright 2015 APQC and IBM 97 of 733
PCF ID NameHierarchy
IDMetrics
available?10499 6.5.1.2 Develop benefits and reward plan N10500 6.5.1.3 Perform competitive analysis of benefit and rewards N10501 6.5.1.4 N
10502 6.5.1.5 Administer compensation and rewards to employees N10503 6.5.1.6 Reward and motivate employees N10508 6.5.1.7 Deliver programs to support work/life balance for employees N10495 6.5.2 Manage and administer benefits N10504 6.5.2.1 Deliver employee benefits program N10505 6.5.2.2 Administer benefit enrollment N10506 6.5.2.3 Process claims N10507 6.5.2.4 Perform benefit reconciliation N17054 6.5.3 Manage employee assistance and retention N10497 6.5.4 Administer Payroll Y10413 6.6 Re-deploy and retire employees Y10512 6.6.1 Manage promotion and demotion process N10513 6.6.2 Manage separation Y10514 6.6.3 Manage retirement N10515 6.6.4 Manage leave of absence N10516 6.6.5 Develop and implement employee outplacement N10517 6.6.6 Manage deployment of personnel N17055 6.6.7 Relocate employees and manage assignments N10520 6.6.8 Manage expatriates N17056 6.7 Manage employee information and analytics N10522 6.7.1 Manage reporting processes N10523 6.7.2 Manage employee inquiry process Y10524 6.7.3 Manage and maintain employee data N10525 6.7.4 Manage human resource information systems (HRIS) N10526 6.7.5 Develop and manage employee metrics N10527 6.7.6 Develop and manage time and attendance systems N10510 6.7.7 Review retention and motivation indicators N10530 6.7.8 N
17057 6.8 Manage employee communication N10529 6.8.1 Develop employee communication plan N10532 6.8.2 Deliver employee communications N10532 Publish employee communications N
Identify compensation requirements based on financial, benefits, and HR policies
Manage/Collect employee suggestions and perform employee research
Copyright 2015 APQC and IBM 98 of 733
PCF ID NameHierarchy
IDMetrics
available?10008 7.0 Manage Information Technology Y10563 7.1 Manage the business of information technology Y10570 7.1.1 Develop the enterprise IT strategy Y10603 7.1.1.1 Build strategic intelligence N10604 7.1.1.2 N
10605 7.1.1.3 Define strategic standards, guidelines, and principles N10606 7.1.1.4 Define and establish IT architecture and development standards N
10607 7.1.1.5 Define strategic vendors for IT components N10608 7.1.1.6 Establish IT governance organization and processes N10609 7.1.1.7 Build strategic plan to support business objectives N10571 7.1.2 Define the enterprise architecture N10611 7.1.2.1 Establish the enterprise architecture definition N10612 7.1.2.2 Confirm enterprise architecture maintenance approach N10613 7.1.2.3 Maintain the relevance of the enterprise architecture N10614 7.1.2.4 Act as clearinghouse for IT research and innovation N10615 7.1.2.5 Govern the enterprise architecture N10572 7.1.3 Manage the IT portfolio N10616 7.1.3.1 Establish the IT portfolio N10617 7.1.3.2 N
10618 7.1.3.3 Provision resources in accordance with strategic priorities N10573 7.1.4 Perform IT research and innovation N10620 7.1.4.1 Research technologies to innovate IT services and solutions N10621 7.1.4.2 N
10575 7.1.5 Evaluate and communicate IT business value and performance Y
10625 7.1.5.1 Establish and monitor key performance indicators N10626 7.1.5.2 Evaluate IT plan performance N10627 7.1.5.3 Communicate IT value N10564 7.2 Develop and manage IT customer relationships Y10578 7.2.1 Develop IT services and solutions strategy Y11244 7.2.1.1 N
11245 7.2.1.2 N
11246 7.2.1.3 Formulate IT services and solutions strategic initiatives N11247 7.2.1.4 N
11248 7.2.1.5 N
10579 7.2.2 Develop and manage IT service levels N10640 7.2.2.1 Create and maintain the IT services and solutions catalog N
Identify long-term IT needs of the enterprise in collaboration with stakeholders
Analyze and evaluate the value of the IT portfolio for the enterprise
Transition viable technologies for IT services and solutions development
Research IT services and solutions to address business and user requirementsTranslate business and user requirements into IT services and solutions requirements
Coordinate strategies with internal stakeholders to ensure alignmentEvaluate and select IT services and solutions strategic initiatives
Copyright 2015 APQC and IBM 99 of 733
PCF ID NameHierarchy
IDMetrics
available?10641 7.2.2.2 N
10642 7.2.2.3 Evaluate and report service level attainment results N10643 7.2.2.4 N
10580 7.2.3 Perform demand side management (DSM) for IT services N10644 7.2.3.1 Analyze IT services and solutions consumption and usage N10645 7.2.3.2 N
10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions N10581 7.2.4 Manage IT customer satisfaction Y10647 7.2.4.1 Capture and analyze customer satisfaction N10648 7.2.4.2 Assess and communicate customer satisfaction patterns N10649 7.2.4.3 Initiate improvements based on customer satisfaction patterns N
10582 7.2.5 Market IT services and solutions N10650 7.2.5.1 Develop IT services and solutions marketing strategy N10651 7.2.5.2 Develop and manage IT customer strategy N10652 7.2.5.3 N
10653 7.2.5.4 Process and track IT services and solutions orders N11220 7.3 N
11230 7.3.1 N
11231 7.3.2 N
10565 7.4 Manage enterprise information Y10583 7.4.1 Develop information and content management strategies Y10654 7.4.1.1 N
10655 7.4.1.2 N
10656 7.4.1.3 N
10584 7.4.2 Define the enterprise information architecture Y10657 7.4.2.1 N
10658 7.4.2.2 Define information access requirements N10659 7.4.2.3 Establish data custodianship N10660 7.4.2.4 Manage changes to content data architecture requirements N10585 7.4.3 Manage information resources Y10661 7.4.3.1 Define the enterprise information/data policies and standards N
Establish and maintain business and IT service level agreements
Communicate business and IT service level improvement opportunities
Develop and implement incentive programs that improve consumption efficiency
Manage IT services and solutions advertising and promotional campaigns
Develop and implement security, privacy, and data protection controls
Establish information security, privacy, and data protection strategies and levelsTest, evaluate, and implement information security and privacy and data protection controls
Understand information and content management needs and the role of IT services for executing the business strategy
Assess the information and content management implications of new technologiesIdentify and prioritize information and content management actions
Define information elements, composite structure, logical relationships and constraints, taxonomy, and derivation rules
Copyright 2015 APQC and IBM 100 of 733
PCF ID NameHierarchy
IDMetrics
available?10662 7.4.3.2 Develop and implement data and content administration N10586 7.4.4 Perform enterprise data and content management Y10663 7.4.4.1 Define sources and destinations of content data N10664 7.4.4.2 Manage technical interfaces to users of content N10665 7.4.4.3 N
10566 7.5 Develop and maintain information technology solutions Y10587 7.5.1 Develop the IT development strategy Y10666 7.5.1.1 Establish sourcing strategy for IT development N10667 7.5.1.2 N
10668 7.5.1.3 Select development methodologies and tools N10588 7.5.2 Perform IT services and solutions life cycle planning N10669 7.5.2.1 Plan development of new requirements N10670 7.5.2.2 Plan development of feature and functionality enhancement N10671 7.5.2.3 Develop life cycle plan for IT services and solutions N10589 7.5.3 Develop and maintain IT services and solutions architecture N10672 7.5.3.1 Create IT services and solutions architecture N10673 7.5.3.2 Revise IT services and solutions architecture N10674 7.5.3.3 Retire IT services and solutions architecture N10590 7.5.4 Create IT services and solutions Y10675 7.5.4.1 Understand confirmed requirements N10676 7.5.4.2 Design IT services and solutions N10677 7.5.4.3 Acquire/Develop IT service/solution components N10678 7.5.4.4 Train services and solutions resources N10679 7.5.4.5 Test IT services/solutions N10680 7.5.4.6 Confirm customer acceptance N10591 7.5.5 Maintain IT services and solutions Y10681 7.5.5.1 Understand upkeep/enhance requirements and defect analysis N
10682 7.5.5.2 Design change to existing IT service/solution N10683 7.5.5.3 Acquire/Develop changed IT service/solution component N10684 7.5.5.4 Test IT service/solution change N10685 7.5.5.5 Retire solutions and services N10567 7.6 Deploy information technology solutions Y10592 7.6.1 Develop the IT deployment strategy N10686 7.6.1.1 Establish IT services and solutions change policies N10687 7.6.1.2 Define deployment process, procedures, and tools standards N
10688 7.6.1.3 Select deployment methodologies and tools N10593 7.6.2 Plan and implement changes N10689 7.6.2.1 Plan change deployment N10690 7.6.2.2 Communicate changes to stakeholders N10691 7.6.2.3 Administer change schedule N10692 7.6.2.4 Train impacted users N
Manage retention, revision, and retirement of enterprise information
Define development processes, methodologies, and tools standards
Copyright 2015 APQC and IBM 101 of 733
PCF ID NameHierarchy
IDMetrics
available?10693 7.6.2.5 Distribute and install change N10694 7.6.2.6 Verify change N10594 7.6.3 Plan and manage releases N10695 7.6.3.1 Understand and coordinate release design and acceptance N10696 7.6.3.2 Plan release rollout N10697 7.6.3.3 Distribute and install release N10698 7.6.3.4 Verify release N10568 7.7 Deliver and support information technology services Y10595 7.7.1 Develop IT services and solution delivery strategy N10699 7.7.1.1 Establish sourcing strategy for IT delivery N10700 7.7.1.2 Define delivery processes, procedures, and tools standards N10701 7.7.1.3 Select delivery methodologies and tools N10596 7.7.2 Develop IT support strategy N10702 7.7.2.1 Establish sourcing strategy for IT support N10703 7.7.2.2 Define IT support services N10597 7.7.3 Manage IT infrastructure resources N10704 7.7.3.1 Manage IT inventory and assets N10705 7.7.3.2 Manage IT resource capacity N10598 7.7.4 Manage IT infrastructure operations N10706 7.7.4.1 Deliver IT services and solutions N10707 7.7.4.2 Perform IT operations support services N10599 7.7.5 Support IT services and solutions Y10708 7.7.5.1 Manage availability N10709 7.7.5.2 Manage facilities N10710 7.7.5.3 Manage backup/recovery N10711 7.7.5.4 Manage performance and capacity N10712 7.7.5.5 Manage incidents N10713 7.7.5.6 Manage problems N10714 7.7.5.7 Manage inquiries N
Copyright 2015 APQC and IBM 102 of 733
PCF ID NameHierarchy
IDMetrics
available?17058 8.0 Manage Financial Resources N10728 8.1 Perform planning and management accounting Y10738 8.1.1 Perform planning/budgeting/forecasting Y10771 8.1.1.1 Develop and maintain budget policies and procedures N10772 8.1.1.2 Prepare periodic budgets and plans N10773 8.1.1.3 Prepare periodic financial forecasts N10739 8.1.2 Perform cost accounting and control Y10774 8.1.2.1 Perform inventory accounting N10775 8.1.2.2 Perform cost of sales analysis N10776 8.1.2.3 Perform product costing N10777 8.1.2.4 Perform variance analysis N11175 8.1.2.5 Report on profitability N10740 8.1.3 Perform cost management Y10778 8.1.3.1 Determine key cost drivers N10779 8.1.3.2 Measure cost drivers N10780 8.1.3.3 Determine critical activities N10781 8.1.3.4 Manage asset resource deployment and utilization N10741 8.1.4 Evaluate and manage financial performance Y10782 8.1.4.1 Assess customer and product profitability N10783 8.1.4.2 Evaluate new products N10784 8.1.4.3 Perform life cycle costing N10785 8.1.4.4 Optimize customer and product mix N10786 8.1.4.5 Track performance of new customer and product strategies N10787 8.1.4.6 Prepare activity-based performance measures N10788 8.1.4.7 Manage continuous cost improvement N10729 8.2 Perform revenue accounting Y10742 8.2.1 Process customer credit Y10789 8.2.1.1 Establish credit policies N10790 8.2.1.2 Analyze/Approve new account applications N10791 8.2.1.3 Review existing accounts N10792 8.2.1.4 Produce credit/collection reports N10793 8.2.1.5 Reinstate or suspend accounts based on credit policies N10743 8.2.2 Invoice customer Y10794 8.2.2.1 Maintain customer/product master files N10795 8.2.2.2 Generate customer billing data N10796 8.2.2.3 Transmit billing data to customers N10797 8.2.2.4 Post receivable entries N10798 8.2.2.5 Resolve customer billing inquiries N10744 8.2.3 Process accounts receivable (AR) Y10799 8.2.3.1 Establish AR policies N10800 8.2.3.2 Receive/Deposit customer payments N10801 8.2.3.3 Apply cash remittances N10802 8.2.3.4 Prepare AR reports N10803 8.2.3.5 Post AR activity to the general ledger N10745 8.2.4 Manage and process collections Y
Copyright 2015 APQC and IBM 103 of 733
PCF ID NameHierarchy
IDMetrics
available?10804 8.2.4.1 Establish policies for delinquent accounts N10805 8.2.4.2 Analyze delinquent account balances N10806 8.2.4.3 Correspond/Negotiate with delinquent accounts N10807 8.2.4.4 Discuss account resolution with internal parties N10808 8.2.4.5 Process adjustments/write-off balances N10746 8.2.5 Manage and process adjustments/deductions Y10809 8.2.5.1 Establish policies/procedures for adjustments N10810 8.2.5.2 Analyze adjustments N10811 8.2.5.3 Correspond/Negotiate with customer N10812 8.2.5.4 Discuss resolution with internal parties N10813 8.2.5.5 Prepare chargeback invoices N10814 8.2.5.6 Process related entries N10730 8.3 Perform general accounting and reporting Y10747 8.3.1 Manage policies and procedures Y10815 8.3.1.1 Negotiate service level agreements N10816 8.3.1.2 Establish accounting policies N10817 8.3.1.3 Set and enforce approval limits N10818 8.3.1.4 Establish common financial systems N10748 8.3.2 Perform general accounting Y10819 8.3.2.1 Maintain chart of accounts N10820 8.3.2.2 Process journal entries N10821 8.3.2.3 Process allocations N10822 8.3.2.4 N
10823 8.3.2.5 Post and reconcile intercompany transactions N10824 8.3.2.6 Reconcile general ledger accounts N10825 8.3.2.7 Perform consolidations and process eliminations N10826 8.3.2.8 Prepare trial balance N10827 8.3.2.9 Prepare and post management adjustments N10749 8.3.3 Perform fixed asset accounting Y10828 8.3.3.1 Establish fixed asset policies and procedures N10829 8.3.3.2 Maintain fixed asset master data files N10830 8.3.3.3 Process and record fixed asset additions and retires N10831 8.3.3.4 N
10832 8.3.3.5 N
10833 8.3.3.6 Calculate and record depreciation expense N10834 8.3.3.7 Reconcile fixed asset ledger N10835 8.3.3.8 Track fixed assets including physical inventory N10836 8.3.3.9 N
10750 8.3.4 Perform financial reporting Y10837 8.3.4.1 Prepare business unit financial statements N10838 8.3.4.2 Prepare consolidated financial statements N
Process period end adjustments (e.g., accruals, currency conversions, etc.)
Process and record fixed asset adjustments, enhancements, revaluations, and transfersProcess and record fixed asset maintenance and repair expenses
Provide fixed asset data to support tax, statutory, and regulatory reporting
Copyright 2015 APQC and IBM 104 of 733
PCF ID NameHierarchy
IDMetrics
available?10839 8.3.4.3 Perform business unit reporting/review management reports N10840 8.3.4.4 N
10841 8.3.4.5 Prepare statements for board review N10842 8.3.4.6 Produce quarterly/annual filings and shareholder reports N10843 8.3.4.7 Produce regulatory reports N10731 8.4 Manage fixed asset project accounting Y10751 8.4.1 Perform capital planning and project approval Y10844 8.4.1.1 Develop capital investment policies and procedures N10845 8.4.1.2 Develop and approve capital expenditure plans and budgets N10846 8.4.1.3 N
10847 8.4.1.4 Conduct financial justification for project approval N10752 8.4.2 Perform capital project accounting Y10848 8.4.2.1 Create project account codes N10849 8.4.2.2 Record project-related transactions N10850 8.4.2.3 Monitor and track capital projects and budget spending N10851 8.4.2.4 Close/capitalize projects N10852 8.4.2.5 Measure financial returns on completed capital projects N10732 8.5 Process payroll Y10753 8.5.1 Report time Y10853 8.5.1.1 Establish policies and procedures N10854 8.5.1.2 Collect and record employee time worked N10855 8.5.1.3 Analyze and report paid and unpaid leave N10856 8.5.1.4 Monitor regular, overtime, and other hours N10857 8.5.1.5 Analyze and report employee utilization N10754 8.5.2 Manage pay Y10858 8.5.2.1 Enter employee time worked into payroll system N10859 8.5.2.2 Maintain and administer employee earnings information N10860 8.5.2.3 Maintain and administer applicable deductions N10861 8.5.2.4 Monitor changes in tax status of employees N10862 8.5.2.5 Process and distribute payments N10863 8.5.2.6 Process and distribute manual checks N10864 8.5.2.7 Process period end adjustments N10865 8.5.2.8 Respond to employee payroll inquiries N10755 8.5.3 Process payroll taxes Y10866 8.5.3.1 Calculate and pay applicable payroll taxes N10867 8.5.3.2 Produce and distribute employee annual tax statements N10868 8.5.3.3 File regulatory payroll tax forms N10733 8.6 Process accounts payable and expense reimbursements Y10756 8.6.1 Process accounts payable (AP) Y10869 8.6.1.1 Verify AP pay file with purchase order vendor master file N10870 8.6.1.2 Maintain/manage electronic commerce N10873 8.6.1.3 Process financial accruals and reversals N10877 8.6.1.4 Respond to AP inquiries N
Perform consolidated reporting/review of cost management reports
Review and approve capital projects and fixed asset acquisitions
Copyright 2015 APQC and IBM 105 of 733
PCF ID NameHierarchy
IDMetrics
available?10878 8.6.1.5 Retain records N10879 8.6.1.6 Adjust accounting records N12213 8.6.1.7 Match receipts with purchase orders N12214 8.6.1.8 Perform evaluated receipt settlement N12215 8.6.1.9 Process invoices N10871 8.6.1.9.1 Audit invoices and key data in AP system N12217 8.6.1.9.2 Process recurring invoices N19775 8.6.1.9.3 Process one-time invoices N10872 8.6.1.9.4 Approve payments N10874 8.6.1.9.5 Process taxes N10875 8.6.1.9.6 Research/resolve exceptions N10876 8.6.1.9.7 Process payments Y10757 8.6.2 Process expense reimbursements Y10880 8.6.2.1 N
10881 8.6.2.2 Capture and report relevant tax data N10882 8.6.2.3 Approve reimbursements and advances N10883 8.6.2.4 Process reimbursements and advances N10884 8.6.2.5 Manage personal accounts N10734 8.7 Manage treasury operations Y10758 8.7.1 Manage treasury policies and procedures N10885 8.7.1.1 Establish scope and governance of treasury operations N10886 8.7.1.2 Establish and publish treasury policies N10887 8.7.1.3 Develop treasury procedures N10888 8.7.1.4 Monitor treasury procedures N10889 8.7.1.5 Audit treasury procedures N10890 8.7.1.6 Revise treasury procedures N10891 8.7.1.7 Develop and confirm internal controls for treasury N10892 8.7.1.8 Define system security requirements N10759 8.7.2 Manage cash Y10893 8.7.2.1 Manage and reconcile cash positions N10894 8.7.2.2 Manage cash equivalents N10895 8.7.2.3 Process and oversee electronic fund transfers (EFTs) N10896 8.7.2.4 Develop cash flow forecasts N10897 8.7.2.5 Manage cash flows N10898 8.7.2.6 Produce cash management accounting transactions and reports N
10899 8.7.2.7 Manage and oversee banking relationships N10900 8.7.2.8 Analyze, negotiate, resolve, and confirm bank fees N10760 8.7.3 Manage in-house bank accounts N10901 8.7.3.1 Manage in-house bank accounts for subsidiaries N10902 8.7.3.2 Manage and facilitate inter-company borrowing transactions N10903 8.7.3.3 N
10904 8.7.3.4 Manage central incoming payments on behalf of subsidiaries N
Establish and communicate expense reimbursement policies and approval limits
Manage centralized outgoing payments on behalf of subsidiaries
Copyright 2015 APQC and IBM 106 of 733
PCF ID NameHierarchy
IDMetrics
available?10905 8.7.3.5 Manage internal payments and netting transactions N10906 8.7.3.6 Calculate interest and fees for in-house bank accounts N10907 8.7.3.7 Provide account statements for in-house bank accounts N10761 8.7.4 Manage debt and investment N10908 8.7.4.1 Manage financial intermediary relationships N10909 8.7.4.2 Manage liquidity N10910 8.7.4.3 Manage issuer exposure N10911 8.7.4.4 Process and oversee debt and investment transactions N10912 8.7.4.5 Process and oversee foreign currency transactions N10913 8.7.4.6 Produce debt and investment accounting transaction reports N14210 8.7.4.7 Process and oversee interest rate transactions N12218 8.7.5 Maintain bank account information N11208 8.7.6 Monitor and execute risk and hedging transactions Y11209 8.7.6.1 Manage interest rate risk N11210 8.7.6.2 Manage foreign exchange risk N11211 8.7.6.3 Manage exposure risk N11212 8.7.6.4 Develop and execute hedging transactions N11213 8.7.6.5 Evaluate and refine hedging positions N11214 8.7.6.6 Produce hedge accounting transactions and reports N11215 8.7.6.7 Monitor credit N10735 8.8 Manage internal controls Y10762 8.8.1 Establish internal controls policies and procedures Y10914 8.8.1.1 Establish board of directors and audit committee N10915 8.8.1.2 Define and communicate code of ethics N10916 8.8.1.3 Assign roles and responsibility for internal controls N11250 8.8.1.4 Define business process objectives and risks N11251 8.8.1.5 Define entity/unit risk tolerances N10763 8.8.2 Y
10917 8.8.2.1 Design and implement control activities N10918 8.8.2.2 Monitor control effectiveness N10919 8.8.2.3 Remediate control deficiencies N10920 8.8.2.4 Create compliance function N10921 8.8.2.5 Operate compliance function N10922 8.8.2.6 N
10764 8.8.3 Report on internal controls compliance Y10923 8.8.3.1 Report to external auditors N10924 8.8.3.2 N
10925 8.8.3.3 Report to third parties (e.g., business partners) N10926 8.8.3.4 Report to internal management N10736 8.9 Manage taxes Y10765 8.9.1 Develop tax strategy and plan N10927 8.9.2 Develop foreign, national, state, and local tax strategy N
Operate controls and monitor compliance with internal controls policies and procedures
Implement and maintain controls-related enabling technologies and tools
Report to regulators, share/debt-holders, securities exchanges, etc.
Copyright 2015 APQC and IBM 107 of 733
PCF ID NameHierarchy
IDMetrics
available?10928 8.9.3 Consolidate and optimize total tax plan N10929 8.9.4 Maintain tax master data N10766 8.9.5 Process taxes N10930 8.9.5.1 Perform tax planning/strategy N10931 8.9.5.2 Prepare returns N10932 8.9.5.3 Prepare foreign taxes N10933 8.9.5.4 Calculate deferred taxes N10934 8.9.5.5 Account for taxes N10935 8.9.5.6 Monitor tax compliance N10936 8.9.5.7 Address tax inquiries N10737 8.10 Manage international funds/consolidation N10767 8.10.1 Monitor international rates N10768 8.10.2 Manage transactions N10769 8.10.3 Monitor currency exposure/hedge currency N10770 8.10.4 Report results N17059 8.11 Perform global trade services N14090 8.11.1 Screen sanctioned party list N14091 8.11.2 Control exports and imports N14092 8.11.3 Classify products N14093 8.11.4 Calculate duty N14094 8.11.5 Communicate with customs N14095 8.11.6 Document trade N14096 8.11.7 Process trade preferences N14097 8.11.8 Handle restitution N14098 8.11.9 Prepare letter of credit N
Copyright 2015 APQC and IBM 108 of 733
PCF ID NameHierarchy
IDMetrics
available?19207 9.0 Acquire, Construct, and Manage Assets N10937 9.1 Design and construct/acquire buildings and facilities N10941 9.1.1 Develop property strategy and long-term vision N10955 9.1.1.1 N
10956 9.1.1.2 Assess the external environment N10957 9.1.1.3 Make build-or-buy decision N10942 9.1.2 Develop, construct, and modify sites N11276 9.1.2.1 Perform construction performance management N11277 9.1.2.2 Obtain construction permissions N11278 9.1.2.3 Perform construction design and planning N11279 9.1.2.4 Perform construction N10943 9.1.3 Plan facility N10958 9.1.3.1 Design facility N19776 9.1.3.1.1 Design / define maintenance facility N10959 9.1.3.2 Analyze budget N10960 9.1.3.3 Select property N10961 9.1.3.4 Negotiate terms for facility N10962 9.1.3.5 Manage construction or modification to building N10944 9.1.4 Provide workspace and assets N10963 9.1.4.1 Acquire workspace and assets N10964 9.1.4.2 Change fit/form/function of workspace and assets N19208 9.2 Design and construct productive assets N19209 9.2.1 Manage capital program for productive assets N19210 9.2.1.1 Define capital investment plan N19211 9.2.1.2 Monitor capital program N19212 9.2.1.3 Secure construction financing N19219 9.2.2 Design and plan asset construction N19220 9.2.2.1 Develop construction strategy N19221 9.2.2.2 Obtain construction permissions N19222 9.2.2.3 Design assets N19223 9.2.2.4 Plan construction resources N19224 9.2.3 Manage asset construction N19225 9.2.3.1 Monitor work performance N19226 9.2.3.2 Undertake quality control N19227 9.2.3.3 Create work and asset records N19228 9.2.3.4 Manage safety, security, and access to sites N19229 9.2.4 Schedule and perform construction works N19230 9.2.4.1 Schedule work N19231 9.2.4.2 Obtain resources N19232 9.2.4.3 Construct new assets N19233 9.2.4.4 Augment existing assets N19234 9.2.4.5 Renew/Replace assets N11280 9.2.5 Commission new assets N19235 9.2.5.1 Schedule commissioning N
Confirm alignment of property requirements with business strategy
Copyright 2015 APQC and IBM 109 of 733
PCF ID NameHierarchy
IDMetrics
available?19236 9.2.5.2 Co-ordinate energization with network operations N19237 9.2.5.3 Capture commissioning records N19238 9.3 Maintain assets N19239 9.3.1 Plan asset maintenance N19240 9.3.1.1 Develop maintenance strategies N10967 9.3.1.2 Analyze assets and predict maintenance requirements N19241 9.3.1.3 Specify maintenance policies N10968 9.3.1.4 Integrate preventive maintenance into operations schedule N19242 9.3.1.5 Identify work management tasks and priorities N19243 9.3.1.6 Conduct resource planning N19244 9.3.1.7 Create work plans N19245 9.3.2 Manage asset maintenance N19246 9.3.2.1 Schedule work N19247 9.3.2.2 Obtain required resources N19248 9.3.2.3 Undertake quality control N19249 9.3.2.4 Update work and asset records N19250 9.3.2.5 Manage maintenance work safety N19251 9.3.2.6 Define maintenance performance targets N19252 9.3.2.7 Monitor maintenance performance against targets/contracts N19253 9.3.3 Perform asset maintenance N10947 9.3.3.1 Perform preventative asset maintenance N19254 9.3.3.2 Perform routine asset maintenance N19255 9.3.3.3 Perform corrective asset maintenance and repairs N19256 9.3.3.4 Identify unplanned maintenance requirements N19257 9.3.3.5 Perform unplanned maintenance and repairs N10940 9.4 Dispose of assets N10952 9.4.1 Develop exit strategy N19258 9.4.2 Decommission productive assets N10953 9.4.3 Perform sale or trade N10954 9.4.4 Perform abandonment N
Copyright 2015 APQC and IBM 110 of 733
PCF ID NameHierarchy
IDMetrics
available?16437 10.0 N
17060 10.1 Manage enterprise risk N16439 10.1.1 Establish the enterprise risk framework and policies N16440 10.1.1.1 Determine risk tolerance for organization N16441 10.1.1.2 Develop and maintain enterprise risk policies and procedures N
16442 10.1.1.3 Identify and implement enterprise risk management tools N16443 10.1.1.4 N
16444 10.1.1.5 N
16445 10.1.2 Oversee and coordinate enterprise risk management activities N16446 10.1.2.1 Identify enterprise level risks N16447 10.1.2.2 Assess risks to determine which to mitigate N16448 10.1.2.3 N
16449 10.1.2.4 N
16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored N16451 10.1.2.6 Report on risk activities N16452 10.1.3 N
16453 10.1.3.1 N
16454 10.1.3.2 N
17061 10.1.4 Manage business unit and function risk N16456 10.1.4.1 Identify risks N16457 10.1.4.2 N
16458 10.1.4.3 Develop mitigation plans for risks N16459 10.1.4.4 Implement mitigation plans for risks N16460 10.1.4.5 Monitor risks N16461 10.1.4.6 Analyze risk activities and update plans N16462 10.1.4.7 Report on risk activities N17467 10.2 Manage compliance N17468 10.2.1 Establish compliance framework and policies N17469 10.2.1.1 Develop enterprise compliance policies and procedures N17470 10.2.1.2 Implement enterprise compliance activities N14133 10.2.1.3 Manage internal audits N14137 10.2.1.4 Maintain controls-related technologies and tools N16463 10.2.2 Manage regulatory compliance N16464 10.2.2.1 Develop regulatory compliance procedures N16465 10.2.2.2 Identify applicable regulatory requirements N
Manage Enterprise Risk, Compliance, Remediation and Resiliency
Coordinate the sharing of risk knowledge across the organizationPrepare and report enterprise risk to executive management and board
Develop risk mitigation and management strategy, and integrate with existing performance management processesVerify business unit and functional risk mitigation plans are implemented
Coordinate business unit and functional risk management activities
Ensure that each business unit/function follows the enterprise risk management processEnsure that each business unit/function follows the enterprise risk reporting process
Assess risks using enterprise risk framework policies and procedures
Copyright 2015 APQC and IBM 111 of 733
PCF ID NameHierarchy
IDMetrics
available?16466 10.2.2.3 N
16467 10.2.2.4 N
16468 10.2.2.5 N
16469 10.2.2.6 N
16470 10.2.2.7 Maintain relationships with regulators as appropriate N19777 10.2.2.8 Certify capabilities N11185 10.3 Manage remediation efforts N11201 10.3.1 Create remediation plans N11202 10.3.2 Contact and confer with experts N11203 10.3.3 Identify/Dedicate resources N11204 10.3.4 Investigate legal aspects N11205 10.3.5 Investigate damage cause N11206 10.3.6 Amend or create policy N11216 10.4 Manage business resiliency Y11221 10.4.1 Develop the business resilience strategy N11222 10.4.2 Perform continuous business operations planning N11223 10.4.3 Test continuous business operations N11224 10.4.4 Maintain continuous business operations N16471 10.4.5 N
Monitor the regulatory environment for changing or emerging regulationsAssess current compliance position, and identify weaknesses or shortfalls thereinImplement missing or stronger regulatory compliance controls and policiesMonitor and test, on an ongoing and scheduled basis, regulatory compliance position and existing controls, defining controls that should be added, removed, or modified as required
Share knowledge of specific risks across other parts of the organization
Copyright 2015 APQC and IBM 112 of 733
PCF ID NameHierarchy
IDMetrics
available?10012 11.0 Manage External Relationships N11010 11.1 Build investor relationships N11035 11.1.1 Plan, build, and manage lender relations N11036 11.1.2 Plan, build, and manage analyst relations N11037 11.1.3 Communicate with shareholders N11011 11.2 Manage government and industry relationships N11038 11.2.1 Manage government relations N11039 11.2.2 Manage relations with quasi-government bodies N11040 11.2.3 Manage relations with trade or industry groups N11041 11.2.4 Manage lobby activities N11012 11.3 Manage relations with board of directors N11042 11.3.1 Report results N11043 11.3.2 Report audit findings N11013 11.4 Manage legal and ethical issues N11044 11.4.1 Create ethics policies N11045 11.4.2 Manage corporate governance policies N11046 11.4.3 Develop and perform preventative law programs N11047 11.4.4 Ensure compliance N11053 11.4.4.1 Plan and initiate compliance program N11054 11.4.4.2 Execute compliance program N11048 11.4.5 Manage outside counsel N11056 11.4.5.1 Assess problem and determine work requirements N11057 11.4.5.2 Engage/retain outside counsel if necessary N11058 11.4.5.3 Receive strategy/budget N11059 11.4.5.4 N
11060 11.4.5.5 Process payment for legal services N11061 11.4.5.6 Track legal activity/performance N11049 11.4.6 Protect intellectual property N11062 11.4.6.1 Manage copyrights and patents N11063 11.4.6.2 Maintain intellectual property rights and restrictions N11064 11.4.6.3 Administer licensing terms N11065 11.4.6.4 Administer options N11050 11.4.7 Resolve disputes and litigations N11051 11.4.8 Provide legal advice/counseling N11052 11.4.9 Negotiate and document agreements/contracts N11014 11.5 Manage public relations program N11066 11.5.1 Manage community relations N11067 11.5.2 Manage media relations N11068 11.5.3 Promote political stability N11069 11.5.4 Create press releases N11070 11.5.5 Issue press releases N
Receive work product and manage/monitor case and work performed
Copyright 2015 APQC and IBM 113 of 733
PCF ID NameHierarchy
IDMetrics
available?10013 12.0 Develop and Manage Business Capabilities Y16378 12.1 Manage business processes N16379 12.1.1 Establish and maintain process management governance N16380 12.1.1.1 Define and manage governance approach N16381 12.1.1.2 Establish and maintain process tools and templates N16382 12.1.1.3 Assign and support process ownership N16383 12.1.1.4 Perform process governance activities N16384 12.1.2 Define and manage process frameworks N16385 12.1.2.1 Establish and maintain process framework N16386 12.1.2.2 Identify cross-functional processes N16387 12.1.3 Define processes N16388 12.1.3.1 Scope processes N16389 12.1.3.2 Analyze processes N16390 12.1.3.3 Map processes N16391 12.1.3.4 Publish processes N16392 12.1.4 Manage process performance N16393 12.1.4.1 Provide process training N16394 12.1.4.2 Support process execution N16395 12.1.4.3 Measure and report process performance N16396 12.1.5 Improve processes N16397 12.1.5.1 Identify and select improvement opportunities N16398 12.1.5.2 Manage improvement projects N16399 12.1.5.3 Perform continuous improvement activities N16400 12.2 Manage portfolio, program, and project N16401 12.2.1 Manage portfolio N16402 12.2.1.1 Establish portfolio strategy N16403 12.2.1.2 Define portfolio governance N16404 12.2.1.3 Monitor and control portfolio N16405 12.2.2 Manage programs N16406 12.2.2.1 Establish program structure and approach N16407 12.2.2.2 Manage program stakeholders and partners N16408 12.2.2.3 Manage program execution N16409 12.2.2.4 Review and report program performance N16410 12.2.3 Manage projects N16411 12.2.3.1 Establish project scope N11117 12.2.3.1.1 Identify project requirements and objectives N16412 12.2.3.1.2 Identify project resource requirements N11118 12.2.3.1.3 N
11119 12.2.3.1.4 Identify appropriate project management methodologies N11120 12.2.3.1.5 Create business case and obtain funding N11121 12.2.3.1.6 Develop project measures and indicators N16413 12.2.3.2 Develop project plans N11123 12.2.3.2.1 Define roles and resources N11124 12.2.3.2.2 Identify specific IT requirements N
Assess culture and readiness for project management approach
Copyright 2015 APQC and IBM 114 of 733
PCF ID NameHierarchy
IDMetrics
available?11125 12.2.3.2.3 Create training and communication plans N11127 12.2.3.2.4 Design recognition and reward approaches N11128 12.2.3.2.5 Design and plan launch of project N11129 12.2.3.2.6 Deploy the project N16414 12.2.3.3 Execute projects N11131 12.2.3.3.1 N
16415 12.2.3.3.2 Report the status of project N16416 12.2.3.3.3 Manage project scope N11132 12.2.3.3.4 Promote and sustain activity and involvement N11133 12.2.3.3.5 N
16417 12.2.3.4 Review and report project performance N16418 12.2.3.5 Close projects N17471 12.3 Manage enterprise quality N17472 12.3.1 Establish quality requirements N17473 12.3.1.1 Define critical-to-quality characteristics N17474 12.3.1.2 Define preventive quality activities N17475 12.3.1.3 Develop quality controls N17476 12.3.1.3.1 Define process steps for controls (or integration points) N17477 12.3.1.3.2 Define sampling plan N17478 12.3.1.3.3 Identify measurement methods N17479 12.3.1.3.4 Define required competencies N17480 12.3.1.4 Prove capability to assess compliance with requirements N17481 12.3.1.5 Finalize quality plan N17482 12.3.2 Evaluate performance to requirements N17483 12.3.2.1 Test against quality plan N17484 12.3.2.1.1 Conduct test and collect data N17485 12.3.2.1.2 Record result(s) N17486 12.3.2.1.3 Determine disposition of result(s) N17487 12.3.2.2 Assess results of tests N17488 12.3.2.2.1 Assess sample significance N17489 12.3.2.2.2 Summarize result(s) N17490 12.3.2.2.3 Recommend actions N17491 12.3.2.2.4 Decide next steps N17492 12.3.3 Manage non-conformance N17493 12.3.3.1 Assess potential impact N17494 12.3.3.2 Determine immediate action(s) N17495 12.3.3.3 Identify root cause(s) N17496 12.3.3.4 Take corrective or preventative action N17497 12.3.3.5 Close non-conformance N17498 12.3.4 N
17499 12.3.4.1 Define the quality strategy N17500 12.3.4.2 Plan and deploy the EQMS scope, targets, and goals N
Evaluate impact of project management (strategy and projects) on measures and outcomes
Realign and refresh project management strategy and approaches
Implement and maintain the enterprise quality management system (EQMS)
Copyright 2015 APQC and IBM 115 of 733
PCF ID NameHierarchy
IDMetrics
available?17501 12.3.4.3 Identify core EQMS processes, controls, and metrics N17502 12.3.4.4 N
19778 12.3.4.5 Set service level standards N17503 12.3.4.6 Assess the EQMS performance N17504 12.3.4.7 Create environment and capability for EQMS improvement(s) N
17505 12.3.4.7.1 Reward quality excellence N17506 12.3.4.7.2 Create and maintain quality partnerships N17507 12.3.4.7.3 Maintain talent capabilities and competencies N17508 12.3.4.7.4 Incorporate EQMS messaging into communication channels N
17509 12.3.4.7.5 N
17510 12.3.4.7.6 Transfer proven EQMS methods N11074 12.4 Manage change N11134 12.4.1 Plan for change N11138 12.4.1.1 Select process improvement methodology N11139 12.4.1.2 Assess readiness for change N11140 12.4.1.3 Determine stakeholders N11141 12.4.1.4 Engage/Identify champion N11142 12.4.1.5 Form design team N11143 12.4.1.6 Define scope N11144 12.4.1.7 Understand current state N11145 12.4.1.8 Define future state N11146 12.4.1.9 Conduct organizational risk analysis N11147 12.4.1.10 Assess cultural issues N11148 12.4.1.11 Establish accountability for change management N11149 12.4.1.12 Identify barriers to change N11150 12.4.1.13 Determine change enablers N11151 12.4.1.14 Identify resources and develop measures N11135 12.4.2 Design the change N11152 12.4.2.1 Assess connection to other initiatives N11153 12.4.2.2 Develop change management plans N11154 12.4.2.3 Develop training plan N11155 12.4.2.4 Develop communication plan N11156 12.4.2.5 Develop rewards/incentives plan N11157 12.4.2.6 Establish change adoption metrics N11158 12.4.2.7 Establish/Clarify new roles N11159 12.4.2.8 Identify budget/roles N11136 12.4.3 Implement change N11160 12.4.3.1 Create commitment for improvement/change N11161 12.4.3.2 Re-engineer business processes and systems N11162 12.4.3.3 Support transition to new roles or exit strategies for incumbents N
Develop and document EQMS policies, procedures, standards, and measures
Assure independent EQMS management access to appropriate authority in the organization
Copyright 2015 APQC and IBM 116 of 733
PCF ID NameHierarchy
IDMetrics
available?11163 12.4.3.4 Monitor change N11137 12.4.4 Sustain improvement N11164 12.4.4.1 Monitor improved process performance N11165 12.4.4.2 Capture and reuse lessons learned from change process N11166 12.4.4.3 Take corrective action as necessary N11073 12.5 Y
11095 12.5.1 Develop KM strategy N11100 12.5.1.1 Develop governance model N11101 12.5.1.2 Establish central KM core group N11102 12.5.1.3 N
11103 12.5.1.4 Develop funding models N11104 12.5.1.5 Identify links to key initiatives N11105 12.5.1.6 Develop core KM methodologies N11106 12.5.1.7 Assess IT needs and engage IT function N11107 12.5.1.8 Develop training and communication plans N11108 12.5.1.9 Develop change management approaches N11109 12.5.1.10 Develop strategic measures and indicators N11096 12.5.2 Assess KM capabilities N11110 12.5.2.1 Assess maturity of existing KM initiatives N11111 12.5.2.2 Evaluate existing KM approaches N11112 12.5.2.3 Identify gaps and needs N11113 12.5.2.4 Enhance/Modify existing KM approaches N11114 12.5.2.5 Develop new KM approaches N11115 12.5.2.6 Implement new KM approaches N16436 12.6 Measure and benchmark N11071 12.6.1 Create and manage organizational performance strategy N11075 12.6.1.1 Create enterprise measurement systems model N11080 12.6.1.1.1 Establish performance measures N11081 12.6.1.1.2 Establish performance monitoring frequency N11082 12.6.1.1.3 Set performance targets N11076 12.6.1.2 Measure process productivity N11077 12.6.1.3 Measure cost effectiveness N11078 12.6.1.4 Measure staff efficiency N11079 12.6.1.5 Measure cycle time N11072 12.6.2 Benchmark performance N11083 12.6.2.1 Conduct performance assessments N11084 12.6.2.2 Develop benchmarking capabilities N11085 12.6.2.3 N
11089 12.6.2.3.1 Maintain list of processes and organizations to benchmark N11090 12.6.2.3.2 Establish benchmarks N11091 12.6.2.3.3 Measure performance against benchmarks N
Develop and manage enterprise-wide knowledge management (KM) capability
Define roles and accountability of core group versus operating units
Conduct internal process and external competitive benchmarking
Copyright 2015 APQC and IBM 117 of 733
PCF ID NameHierarchy
IDMetrics
available?11087 12.6.2.4 N
11088 12.6.2.5 Establish need for change N19779 12.6.3 Design, develop, modify internal KPIs N19780 12.6.3.1 Identify critical process success indicators N19781 12.6.3.2 Identify measures needed to ascertain business performance N
19782 12.6.3.3 Identify data needed to represent indicator performance N19783 12.6.3.4 Identify appropriate data collections mechanisms and frequency N
19784 12.6.3.5 N
19785 12.6.3.6 N
11179 12.7 Manage environmental health and safety (EHS) N11180 12.7.1 Determine environmental health and safety impacts Y11186 12.7.1.1 N
11187 12.7.1.2 Conduct health and safety and environmental audits N11181 12.7.2 Develop and execute functional EHS program N11188 12.7.2.1 Identify regulatory and stakeholder requirements N11189 12.7.2.2 Assess future risks and opportunities N11190 12.7.2.3 Create EHS policy N11191 12.7.2.4 Record and manage EHS events N11182 12.7.3 Train and educate functional employees N11192 12.7.3.1 Communicate EHS issues to stakeholders and provide support N
11183 12.7.4 Monitor and manage functional EHS management program N11193 12.7.4.1 Manage EHS costs and benefits N11194 12.7.4.2 Measure and report EHS performance N11196 12.7.4.3 Implement emergency response program N11197 12.7.4.4 Implement pollution prevention program N11195 12.7.4.5 Provide employees with EHS support N
Conduct gap analysis to understand need for change and degree needed
Identify appropriate targets and learning curve acceleration factorsCommunicate and train appropriate staff in the collection and use of new KPI's
Evaluate environmental impact of products, services, and operations
Copyright 2015 APQC and IBM 118 of 733
Process element10001 Root10002 1.0 Develop Vision and Strategy
17040 1.1 Define the business concept and long-term vision
Process Element
IDHierarchy
ID
Copyright 2015 APQC and IBM 119 of 733
Process element
Process Element
IDHierarchy
ID10015 1.2 Develop business strategy
10016 1.3 Manage strategic initiatives
10003 2.0 Develop and Manage Products and Services
Copyright 2015 APQC and IBM 120 of 733
Process element
Process Element
IDHierarchy
ID10061 2.1.1 Manage product and service portfolio
10063 2.1.1.1 Evaluate performance of existing products/services against market opportunities
Copyright 2015 APQC and IBM 121 of 733
Process element
Process Element
IDHierarchy
ID10066 2.1.1.2
10067 2.1.2 Manage product and service life cycle
16826 2.1.4.2 Review infringement of patents and copyrights
Confirm alignment of product/service concepts with business strategy
Copyright 2015 APQC and IBM 122 of 733
Process element
Process Element
IDHierarchy
ID10072 2.2.1.3 Assess feasibility of integrating new leading technologies
into product/service concepts
Copyright 2015 APQC and IBM 123 of 733
Process element
Process Element
IDHierarchy
ID10064 2.2.3 Define product/service development requirements
Copyright 2015 APQC and IBM 124 of 733
Process element
Process Element
IDHierarchy
ID10080 2.3.1 Design and prototype aircraft
10081 2.3.3 Test market for new or revised products and services
Copyright 2015 APQC and IBM 125 of 733
Process element
Process Element
IDHierarchy
ID10004 3.0 Market and Sell Products and Services
10101 3.1 Understand markets, customers, and capabilities10106 3.1.1 Perform customer and market intelligence analysis
Copyright 2015 APQC and IBM 126 of 733
Process element
Process Element
IDHierarchy
ID10107 3.1.2 Evaluate and prioritize market opportunities
10104 3.2 Develop and manage marketing plans
10148 3.2.1 Establish goals, objectives, and metrics for products by channels/segments
Copyright 2015 APQC and IBM 127 of 733
Process element
Process Element
IDHierarchy
ID10149 3.2.2 Establish marketing budgets
10150 3.2.3 Develop and manage media
10151 3.2.4 Develop and manage pricing
Copyright 2015 APQC and IBM 128 of 733
Process element
Process Element
IDHierarchy
ID10152 3.2.5 Develop and manage promotional activities
10153 3.2.6 Track customer management measures
10177 3.2.6.5 Revise customer strategies, objectives, and plans based on metrics
Copyright 2015 APQC and IBM 129 of 733
Process element
Process Element
IDHierarchy
ID10154 3.2.7 Develop and manage packaging strategy
11784 3.3.4.5 Verify match with strategic/tactical plans11825 3.4.3.9
10105 3.6 Develop and manage sales plans
Prepare projected balance sheet by business unit/managers entity
Copyright 2015 APQC and IBM 130 of 733
Process element
Process Element
IDHierarchy
ID10182 3.6.1 Generate leads
10183 3.6.2 Manage customers and accounts
10184 3.6.4 Manage customer sales
10185 3.6.6 Manage sales orders
Copyright 2015 APQC and IBM 131 of 733
Process element
Process Element
IDHierarchy
ID10186 3.6.7 Manage sales force
10187 3.6.8 Manage sales partners and alliances
10005 4.0 Deliver Products and Services
10215 4.1 Plan for and align supply chain resources
Copyright 2015 APQC and IBM 132 of 733
Process element
Process Element
IDHierarchy
ID10222 4.1.2 Manage demand for products and services
10223 4.1.3 Create materials plan
Copyright 2015 APQC and IBM 133 of 733
Process element
Process Element
IDHierarchy
ID10216 4.2 Procure materials and services
Copyright 2015 APQC and IBM 134 of 733
Process element
Process Element
IDHierarchy
ID10277 4.2.1 Develop sourcing strategies
10278 4.2.3 Select suppliers and develop/maintain contracts
Copyright 2015 APQC and IBM 135 of 733
Process element
Process Element
IDHierarchy
ID10279 4.2.5 Order materials and services
10280 4.2.7 Manage suppliers
10217 4.3 Produce/Manufacture/Deliver product
12047 4.3.8.11 Perform product design/process improvement analysis12048 4.3.8.12 Deploy product redesigns/process12056 4.3.8.20 Manage reject/rework and on-hold materials10218 4.4 Deliver service to customer
Copyright 2015 APQC and IBM 136 of 733
Process element
Process Element
IDHierarchy
ID10320 4.4.1 Confirm specific service requirements for individual customer
10321 4.4.2 Identify and schedule resources to meet service requirements
10322 4.4.3 Provide service to specific customers10323 4.4.4 Ensure quality of service
19727 4.4.7 Perform component/part repair and overhaul activities12658 4.4.10 Manage warranties
19752 4.4.10.1.3 Agree warranty responsibilities with suppliers
19754 4.4.10.1.6 Manage pre-authorizations
Copyright 2015 APQC and IBM 137 of 733
Process element
Process Element
IDHierarchy
ID10219 4.5 Manage logistics and warehousing
10338 4.5.1 Define logistics strategy
10339 4.5.2 Plan and manage inbound material flow
10340 4.5.3 Operate warehousing
Copyright 2015 APQC and IBM 138 of 733
Process element
Process Element
IDHierarchy
ID10341 4.5.4 Operate outbound transportation
10342 4.5.5 Manage returns; manage reverse logistics
Copyright 2015 APQC and IBM 139 of 733
Process element
Process Element
IDHierarchy
ID10006 5.0 Manage Customer Service
Copyright 2015 APQC and IBM 140 of 733
Process element
Process Element
IDHierarchy
ID10378 5.1 Develop customer care/customer service strategy
10381 5.1.1
10382 5.1.2 Define customer service policies and procedures
10383 5.1.3 Establish service levels for customers
Develop customer service segmentation/prioritization (e.g., tiers)
Copyright 2015 APQC and IBM 141 of 733
Process element
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations
10387 5.2.1 Plan and manage customer service work force
Copyright 2015 APQC and IBM 142 of 733
Process element
Process Element
IDHierarchy
ID10389 5.2.3 Manage customer complaints
Copyright 2015 APQC and IBM 143 of 733
Process element
Process Element
IDHierarchy
ID10380 5.3 Measure and evaluate customer service operations
Copyright 2015 APQC and IBM 144 of 733
Process element
Process Element
IDHierarchy
ID10402 5.3.2 Measure customer satisfaction with customer-complaint
handling and resolution
Copyright 2015 APQC and IBM 145 of 733
Process element
Process Element
IDHierarchy
ID10403 5.3.3 Measure customer satisfaction with products and services
Copyright 2015 APQC and IBM 146 of 733
Process element
Process Element
IDHierarchy
ID10007 6.0 Develop and Manage Human Capital
17043 6.1
10433 6.1.2.10 Develop workforce strategy models
10417 6.1.3 Monitor and update strategy, plans, and policies
Develop and manage human resources (HR) planning, policies, and strategies
Copyright 2015 APQC and IBM 147 of 733
Process element
Process Element
IDHierarchy
ID10410 6.2 Recruit, source, and select employees
10439 6.2.1 Manage employee requisitions
10440 6.2.2 Recruit/Source candidates
10443 6.2.4 Manage new hire/re-hire
10444 6.2.5 Manage applicant information
10411 6.3 Develop and counsel employees
10469 6.3.1 Manage employee orientation and deployment
10470 6.3.2 Manage employee performance
Copyright 2015 APQC and IBM 148 of 733
Process element
Process Element
IDHierarchy
ID10472 6.3.3 Manage employee development
10473 6.3.4 Develop and train employees
17052 6.4 Manage employee relations
10483 6.4.1 Manage labor relations10484 6.4.2 Manage collective bargaining process
10485 6.4.3 Manage labor management partnerships
10412 6.5 Reward and retain employees
Copyright 2015 APQC and IBM 149 of 733
Process element
Process Element
IDHierarchy
ID10495 6.5.2 Manage and administer benefits
10497 6.5.4 Administer Payroll10413 6.6 Re-deploy and retire employees
10512 6.6.1 Manage promotion and demotion process
10513 6.6.2 Manage separation
10514 6.6.3 Manage retirement
10515 6.6.4 Manage leave of absence
10516 6.6.5 Develop and implement employee outplacement
10517 6.6.6 Manage deployment of personnel
Copyright 2015 APQC and IBM 150 of 733
Process element
Process Element
IDHierarchy
ID10520 6.6.8 Manage expatriates
17056 6.7 Manage employee information and analytics
10522 6.7.1 Manage reporting processes
10523 6.7.2 Manage employee inquiry process
10524 6.7.3 Manage and maintain employee data
10525 6.7.4 Manage human resource information systems (HRIS)
10526 6.7.5 Develop and manage employee metrics
10527 6.7.6 Develop and manage time and attendance systems
17057 6.8 Manage employee communication
10532 6.8.2 Deliver employee communications10532 Publish employee communications
Copyright 2015 APQC and IBM 151 of 733
Process element
Process Element
IDHierarchy
ID10008 7.0 Manage Information Technology
10563 7.1 Manage the business of information technology
10570 7.1.1 Develop the enterprise IT strategy
10605 7.1.1.3 Define strategic standards, guidelines, and principles10571 7.1.2 Define the enterprise architecture
Copyright 2015 APQC and IBM 152 of 733
Process element
Process Element
IDHierarchy
ID10572 7.1.3 Manage the IT portfolio
10573 7.1.4 Perform IT research and innovation
10575 7.1.5
10564 7.2 Develop and manage IT customer relationships
Evaluate and communicate IT business value and performance
Copyright 2015 APQC and IBM 153 of 733
Process element
Process Element
IDHierarchy
ID10578 7.2.1 Develop IT services and solutions strategy
10579 7.2.2 Develop and manage IT service levels
10580 7.2.3 Perform demand side management (DSM) for IT services
Copyright 2015 APQC and IBM 154 of 733
Process element
Process Element
IDHierarchy
ID10581 7.2.4 Manage IT customer satisfaction
10582 7.2.5 Market IT services and solutions
Copyright 2015 APQC and IBM 155 of 733
Process element
Process Element
IDHierarchy
ID11220 7.3
10565 7.4 Manage enterprise information
10583 7.4.1 Develop information and content management strategies
10584 7.4.2 Define the enterprise information architecture
10585 7.4.3 Manage information resources
10586 7.4.4 Perform enterprise data and content management
Develop and implement security, privacy, and data protection controls
Copyright 2015 APQC and IBM 156 of 733
Process element
Process Element
IDHierarchy
ID10566 7.5 Develop and maintain information technology solutions
10587 7.5.1 Develop the IT development strategy
10588 7.5.2 Perform IT services and solutions life cycle planning
10589 7.5.3 Develop and maintain IT services and solutions architecture
10590 7.5.4 Create IT services and solutions
Copyright 2015 APQC and IBM 157 of 733
Process element
Process Element
IDHierarchy
ID10591 7.5.5 Maintain IT services and solutions
10567 7.6 Deploy information technology solutions
10592 7.6.1 Develop the IT deployment strategy
Copyright 2015 APQC and IBM 158 of 733
Process element
Process Element
IDHierarchy
ID10593 7.6.2 Plan and implement changes
10594 7.6.3 Plan and manage releases
10568 7.7 Deliver and support information technology services
10595 7.7.1 Develop IT services and solution delivery strategy
10596 7.7.2 Develop IT support strategy
Copyright 2015 APQC and IBM 159 of 733
Process element
Process Element
IDHierarchy
ID10597 7.7.3 Manage IT infrastructure resources
10598 7.7.4 Manage IT infrastructure operations
17058 8.0 Manage Financial Resources
10728 8.1 Perform planning and management accounting
Copyright 2015 APQC and IBM 160 of 733
Process element
Process Element
IDHierarchy
ID10738 8.1.1 Perform planning/budgeting/forecasting
10739 8.1.2 Perform cost accounting and control
10740 8.1.3 Perform cost management
Copyright 2015 APQC and IBM 161 of 733
Process element
Process Element
IDHierarchy
ID10741 8.1.4 Evaluate and manage financial performance
10729 8.2 Perform revenue accounting
10742 8.2.1 Process customer credit
Copyright 2015 APQC and IBM 162 of 733
Process element
Process Element
IDHierarchy
ID10743 8.2.2 Invoice customer
10744 8.2.3 Process accounts receivable (AR)
10745 8.2.4 Manage and process collections
Copyright 2015 APQC and IBM 163 of 733
Process element
Process Element
IDHierarchy
ID10746 8.2.5 Manage and process adjustments/deductions
10730 8.3 Perform general accounting and reporting
10747 8.3.1 Manage policies and procedures
10748 8.3.2 Perform general accounting
10824 8.3.2.6 Reconcile general ledger accounts
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Process element
Process Element
IDHierarchy
ID10749 8.3.3 Perform fixed asset accounting
10750 8.3.4 Perform financial reporting
10731 8.4 Manage fixed asset project accounting
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Process element
Process Element
IDHierarchy
ID10751 8.4.1 Perform capital planning and project approval
10752 8.4.2 Perform capital project accounting
10732 8.5 Process payroll
10753 8.5.1 Report time
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Process element
Process Element
IDHierarchy
ID10754 8.5.2 Manage pay
10755 8.5.3 Process payroll taxes
10733 8.6 Process accounts payable and expense reimbursements
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Process element
Process Element
IDHierarchy
ID10756 8.6.1 Process accounts payable (AP)
10757 8.6.2 Process expense reimbursements
10734 8.7 Manage treasury operations
10758 8.7.1 Manage treasury policies and procedures
10759 8.7.2 Manage cash
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Process element
Process Element
IDHierarchy
ID10760 8.7.3 Manage in-house bank accounts
10761 8.7.4 Manage debt and investment
11208 8.7.6 Monitor and execute risk and hedging transactions
10735 8.8 Manage internal controls
10762 8.8.1 Establish internal controls policies and procedures10763 8.8.2 Operate controls and monitor compliance with internal
controls policies and procedures
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Process element
Process Element
IDHierarchy
ID10764 8.8.3 Report on internal controls compliance
10736 8.9 Manage taxes
10765 8.9.1 Develop tax strategy and plan
10766 8.9.5 Process taxes10737 8.10 Manage international funds/consolidation
10767 8.10.1 Monitor international rates
10768 8.10.2 Manage transactions
10769 8.10.3 Monitor currency exposure/hedge currency
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Process element
Process Element
IDHierarchy
ID10770 8.10.4 Report results
17059 8.11 Perform global trade services
19207 9.0 Acquire, Construct, and Manage Assets
10963 9.1.4.1 Acquire workspace and assets10964 9.1.4.2 Change fit/form/function of workspace and assets19208 9.2 Design and construct productive assets
19236 9.2.5.2 Co-ordinate energization with network operations10940 9.4 Dispose of assets
19258 9.4.2 Decommission productive assets
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Process element
Process Element
IDHierarchy
ID16437 10.0
17060 10.1 Manage enterprise risk
16453 10.1.3.1
17467 10.2 Manage compliance
11185 10.3 Manage remediation efforts
11216 10.4 Manage business resiliency
Manage Enterprise Risk, Compliance, Remediation and Resiliency
Ensure that each business unit/function follows the enterprise risk management process
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Process element
Process Element
IDHierarchy
ID10012 11.0 Manage External Relationships
11011 11.2 Manage government and industry relationships
11012 11.3 Manage relations with board of directors
11013 11.4 Manage legal and ethical issues
11059 11.4.5.4
11014 11.5 Manage public relations program
Receive work product and manage/monitor case and work performed
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Process element
Process Element
IDHierarchy
ID10013 12.0 Develop and Manage Business Capabilities
16400 12.2 Manage portfolio, program, and project
17471 12.3 Manage enterprise quality
17472 12.3.1 Establish quality requirements
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Process element
Process Element
IDHierarchy
ID17473 12.3.1.1 Define critical-to-quality characteristics
17474 12.3.1.2 Define preventive quality activities
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Process element
Process Element
IDHierarchy
ID17475 12.3.1.3 Develop quality controls
17481 12.3.1.5 Finalize quality plan
17482 12.3.2 Evaluate performance to requirements
17484 12.3.2.1.1 Conduct test and collect data
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Process element
Process Element
IDHierarchy
ID17485 12.3.2.1.2 Record result(s)
17486 12.3.2.1.3 Determine disposition of result(s)
17488 12.3.2.2.1 Assess sample significance
17489 12.3.2.2.2 Summarize result(s)
17491 12.3.2.2.4 Decide next steps
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Process element
Process Element
IDHierarchy
ID17493 12.3.3.1 Assess potential impact
17496 12.3.3.4 Take corrective or preventative action17499 12.3.4.1 Define the quality strategy11074 12.4 Manage change
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Process element
Process Element
IDHierarchy
ID11134 12.4.1 Plan for change
11135 12.4.2 Design the change
11136 12.4.3 Implement change
11137 12.4.4 Sustain improvement
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Process element
Process Element
IDHierarchy
ID11073 12.5 Develop and manage enterprise-wide knowledge
management (KM) capability
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Process element
Process Element
IDHierarchy
ID11095 12.5.1 Develop KM strategy
11096 12.5.2 Assess KM capabilities
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Process element
Process Element
IDHierarchy
ID16436 12.6 Measure and benchmark
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Process element
Process Element
IDHierarchy
ID11071 12.6.1 Create and manage organizational performance strategy
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Process element
Process Element
IDHierarchy
ID11075 12.6.1.1 Create enterprise measurement systems model
11076 12.6.1.2 Measure process productivity
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Process element
Process Element
IDHierarchy
ID11077 12.6.1.3 Measure cost effectiveness
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Process element
Process Element
IDHierarchy
ID11078 12.6.1.4 Measure staff efficiency
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Process element
Process Element
IDHierarchy
ID11079 12.6.1.5 Measure cycle time
11072 12.6.2 Benchmark performance
11083 12.6.2.1 Conduct performance assessments
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Process element
Process Element
IDHierarchy
ID11084 12.6.2.2 Develop benchmarking capabilities
11087 12.6.2.4
11179 12.7 Manage environmental health and safety (EHS)
11191 12.7.2.4 Record and manage EHS events
Conduct gap analysis to understand need for change and degree needed
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DefinitionThis is the root of the PCF hierarchyDevelop vision and strategy establishes a direction and vision for an organization. It involves defining the business concept and long-term vision, as well as developing the business strategy and managing strategic initiatives. Processes in this category focus on creating a vision, a mission, and strategic objectives, and culminate in creating measures to ensure that the organization is moving in the desired direction.
The Define the business concept and long-term vision process group encompasses four processes related to developing an organization’s strategy and business design. First, the organization assesses the external environment, which provides insight into the operating framework. Next, the organization surveys the market, which provides insight into business opportunities and customer desires. Third, there is an internal analysis of the organization’s characteristics, which assesses how it matches market requirements and opportunities; this process results in the ability to define internal core capabilities. Finally, the organization defines a strategic vision that states long-term goals. This process group forms an organization’s strategic direction.
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DefinitionThe Develop business strategy process group encompasses the development of an organization’s mission statement, strategy, and business design. The first step is to develop a mission statement that clarifies the reason for the organization. The next steps are to define key steps in realizing the vision and to develop strategic options to achieve objectives. Implications of strategic options should match the organization’s internal capabilities, which are then transformed into a long-term business strategy. After the organization’s strategy is defined, functional and process strategies are developed to coordinate with the overarching vision. Based on the requirements set through these processes, an organizational design is created and goals are defined. The formulation of business unit strategies is the final process in this group.
Manage strategic initiatives focuses on actions, projects, or programs that enable an organization to realize its strategy and achieve goals. It includes analyzing the operating environment for the development of strategic initiatives. Strategic initiatives are evaluated and the most appropriate initiatives are selected for execution. It is critical to follow the progress of execution so that the impact of the initiatives is identified. Refer to 12.2 Manage portfolio, program, and project for additional information on managing strategic initiatives.
Develop and manage products and services represents the process groups "management of the product and service portfolio" and "develop of products and services."
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DefinitionThis process group encompasses all processes associated with product and service portfolio management, including the analysis of the current portfolio compared to market opportunities and the definition of requirements for new/evolved products and services using that analysis. This group also includes activities related to the alignment of new additions to the portfolio with corporate business strategy as well as the management of the product or service lifecycle. Preliminary research and development falls in this group, under 2.1.3 Perform discovery research.
The Evaluate performance of existing products/services against market opportunities process is used to identify gaps between existing product/service capabilities or performance levels and the current market demand, available technologies, and customer requirements. This process culminates in the decision of whether or not to proceed with investments in the development of new deliverables. Input gathered from customers through exercises such as focus groups assess marketplace need. In addition, input can be gathered from internal or third-party service organizations to support the product/service evaluation. Although the marketplace may look for new technologies or techniques to enhance existing products and services, customers may not be willing to pay more for them. Accordingly, remember that perfection can be the enemy of good enough. Find out exactly what customers are willing to pay for, and ensure that efforts do not exceed the parameters of the development business case. This is especially important for global products where cost and availability issues may be more apparent.
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DefinitionHaving evaluated the market needs and specified the requirements for new product or services, the Confirm alignment of product/service concepts with business strategy process is a reality check prior to significant investment by the organization. It ensures that the new product/service concepts are in line with overall business strategy. This process plans and develops the cost, quality, and risk targets for the new products/services. This process can also be used in the prioritization and timing of development activities if there are a number of concepts vying for funding or other scarce resources. This process is most useful when the business strategy is current. If the strategy is outdated, this process may trigger a review of the corporate business direction and drivers.
The Manage product and service life cycle process describes how new products and services are conceived, introduced to the market, supported, and retired. This process also encompasses how new product performance in the marketplace is monitored and continuously improved. Introduction of the new product/service may be timed to coincide with key marketing opportunities. Products and services should be retired when their marketplace or cost effectiveness begins to decline below a predetermined threshold. Once a product or service has reached marketplace maturity, its performance indicators should be continuously refined.
Review Patentability & Infringement Activities : Usage of Open Source in commercial Product development to be reviewed with regard to licensing, community development etc.
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DefinitionThe Perform discovery research process encompasses those tasks and decisions associated with early-stage research and development—when product/service assumptions are greater than knowledge. Based on the gap between current product/service characteristics and new/changing requirements (from the marketplace, customers, or other business forces), organizations use this process to identify and develop new technologies in support of a new product. This process also includes an assessment of how feasible it is to incorporate those new or potential technologies into products and services. This process guides the funding and documentation of preliminary research and development projects and ensures that any findings (related to feasibility of technology or other recommendations) carry over to stage-gate processes that drive overall product/service development. Consider the ramifications of being too “bleeding-edge” (as opposed to being on the leading or cutting edge) with new products. Key stakeholders in the supply chain or marketplace may not be ready to adopt the latest and greatest technologies, increasing the risk that the product or service will not succeed or be adopted.
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DefinitionThe Define product/service development requirements process encompasses the identification and capture of new product/ service requirements or potential improvements to current products/services. This process entails collaboration with members of the supply chain to ensure the feasibility of what is being defined in the requirements. For example, a product with manufacturing requirements that supply chain cannot currently fulfill requires a corporate decision to either upgrade manufacturing capabilities or abandon the new product. Enterprise-level effects and needs must be considered. Depending on the nature of the final product or service, these requirements are often defined as a set of abilities, such as availability or reliability, that influence product development decisions.
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DefinitionThe Design, build, and evaluate product and services process describes the core engineering design and development of any new product/service introduction or existing product/service upgrade. The process includes planning the development of the product/service and assigning resources to deliver the plan. Building on the research and development efforts carried out earlier in the development lifecycle, these process activities further define the engineering intent based on customer specifications and input from marketplace gap analysis. Further detailed specifications may be developed as part of this process to ensure compliance to original requirements. This process can also include collaboration with customers to review progress and ensure compliance; with suppliers to stay current on any changes in requirements; and, where applicable, with regulatory bodies for product or service certification. Cross-functional collaboration, in parallel with the pure design definition, will enable the capture and honing of manufacturing, tooling, production, quality, inspection, and in-service requirements. With the design underway, organizations may chose to create physical or virtual prototypes of the products to aid with compliance certification. They may also conduct customer acceptance testing to eliminate, as early as possible, any quality or reliability problems.
The process Test market for new or revised products and services is a more detailed iteration of the marketplace analysis that took place earlier in the product development lifecycle. The results from this in-depth analysis will help the organization finalize product/service characteristics and technical requirements and also identify any needed changes in the manufacturing and delivery processes that support market delivery. To prepare a detailed market study that accounts for any changes in the global environment, the organization may want to conduct a series of interviews, workshops, and focus groups with potential and existing customers.
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DefinitionThe "market and sell products and services" category contains process groups related to understanding markets, customers, and capabilities; developing marketing strategies; executing marketing plans; developing sales strategies; developing and managing marketing plans; and managing sales partners and alliances.
In the Perform customer and market intelligence analysis process, an organization researches the market and collects/ reviews data about its customers. This may be accomplished through surveys, secondary research, customer feedback repositories, customer conversations, polls, etc. Contacting and/or profiling existing customers is a key way to determine which marketing strategies work and which do not. During this process, the organization also looks internally at its existing offerings and at the current business environment, gathering data and charting trends. The information collected here will be used in process 3.1.2 Evaluate and prioritize market opportunities. Before starting this process, identify your target buyer, any obstacles in reaching that buyer, and risks associated with entering that market. Redefine this target buyer if research reveals new markets and potential customers. Importantly, map out the customer buying cycle during this process. Determining the customer buying cycle allows marketing and sales to reach customers before budgets are locked and at optimal times of the year.
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DefinitionDuring the Evaluate and prioritize market opportunities process, an organization takes the information and analysis gathered in process 3.1.1 Perform customer and market intelligence analysis and determines which opportunities exist to connect with customers in the marketplace. Organizations typically begin by identifying where new touch points can be gained or where new customer bases may exist. Then, those opportunities are prioritized according to the resources, strategic direction, and availability of the organization. Organizations also segment customers into meaningful categories during this process and verify that the opportunities identified can be pursued from every angle of the business.
Based on strategy established within “develop marketing strategy” and through coordination with sales strategies established in “develop sales strategy,” the organization creates specific plans to market its offerings to customers within this process group. This process group includes processes for making budgets, identifying and developing media, pricing products and services, managing packaging, managing marketing content and promotional activities, tracking and responding to customer insight and monitoring measures established within “develop marketing strategy.” Additionally, in this process group, organizations take action on plans made in earlier processes. Here, marketing and customers are managed and measured along with any supporting materials.
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DefinitionIn the Establish marketing budgets process, an organization ensures that marketing plans align with business strategy and, based on those links, determines how those plans should be budgeted. This includes making cost assumptions, forecasting return on investment, and attributing the costs to the appropriate areas of the business. This process is often accomplished prior to process 3.1.1 Perform customer and market intelligence analysis; the timing will differ from organization to organization, depending on the budgeting schedule and which departments handle that process.
The Develop and manage media process involves any kind of media the organization chooses to use to market its offerings to customers. The choice of media should be determined based on customer characteristics and market strategy. This process includes the sourcing and engagement of media providers as well as the actual creation of media materials and the messages they contain. Defining the ultimate objectives for each piece of media and assessing the performance of media against marketing plans and projections also take place here Begin this process early, engaging with public relations firms and external contacts well in advance of campaigns. Give the media time to gain interest.
During the Develop and manage pricing process, the organization determines pricing plans for its offerings based on forecasted sales and the characteristics of its customers. This process is ongoing throughout the lifecycle of a product or service and depends on market, customer, sales, and production costs. Activity 3.4.4.3 Evaluate pricing performance can be executed at any time to reexamine pricing thresholds and schedules, and changes can be made in activity 3.4.4.4 Refine pricing as needed.
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DefinitionThe Develop and manage promotional activities process encompasses all activities related to conceptualizing, testing, executing product/service/brand promotions. Once a promotion has launched, this process continues as the organization tweaks parts of the promotion or chooses to use ideas or lessons learned during the promotion in future activities. The promotion’s performance according to organizational measures is also evaluated in this process. Determine early on whether you need third party help with promotion. You may need to purchase lists, consult with social media experts, hire seasonal staff, or pay for additional research
The Track customer management measures process focuses on the analysis of customer data in order to refine strategy and marketing plans. These measures are primarily quantitative, but qualitative information can be used as well. Focus on the value of customers and their responsiveness to marketing campaigns and promotions to determine priorities and tactics for reaching customers more effectively.
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DefinitionWithin the Develop and manage packaging strategy process, organizations determine how to physically package their products to facilitate transportation, preservation, and brand communication. Marketing, product development, and supply chain functions typically work together in this process to develop packaging that functions properly (for transport, storage, delivery, etc.), informs the customer of how to use the product, attracts customer attention, and grows brand awareness. This process includes the planning and testing of packaging for a product as well as the actual execution and ongoing improvement of the packaging. Execution activities will vary by organization depending on which departments handle the actual design, manufacturing, and application of the physical package. Marketing may hand off these tasks completely or may remain involved. In any case, marketing should evaluate the effectiveness and value of the packaging on an ongoing basis.
Develop and manage sales plans includes the processes required to manage sales on an ongoing basis. This process group covers the activities an organization uses to sell products and services. These processes are often highly linked to processes within categories “deliver products and services” and "manage customer service,” and sales must align with these categories in order to set customer expectations appropriately. Sales staff must deal with customers based on products and services the organization actually provides, using the same schedule that product/service development, production, and customer service follow. This process group also includes some processes related to managing sales personnel and partnerships/alliances sales may form with other entities.
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DefinitionThe Generate leads process involves identifying viable customers based on strategy and market research conducted in process group 3.1 Understand markets, customers, and capabilities. This process covers the discovery of leads, whether this process is accomplished through an IT application, cold calling, reference/network development, or other sales methodology. Every organization can usually generate leads, but it takes extra work to identify quality leads. Develop a well-defined scoring model to determine which leads to prioritize.
During the Manage customers and accounts process, the organization develops and executes customer relationship management plans. This includes the accumulation of customer data in the appropriate tools (IT applications and systems) and the administrative management of proactive and responsive customer contact and facilitation methods (processes you have mapped for responding to customer inquiries and making scheduled contact).
The Manage customer sales process includes the basic activities required to open and close a sale. It covers initial sales calls and all the preparatory work required to make sure that customers get the information they need and that you completely understand what they want before the sale is made. It also encompasses the actual closing of the sale, along with any administrative activities related to data entry and the processing of the sale. Entering lessons learned, updating customer or sales information, and transferring information to billing or other departments as part of making and closing out the sale also fall within this category.
Once a sale has been achieved, the Manage sales orders process begins. It involves the acceptance/validation of sales orders, coordination with other departments required to fulfill the orders, data entry, and follow-up activities such as inquiries and reports of transactions.
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DefinitionThe Manage sales force process involves allocating the appropriate number of sales resources to strategically advantageous locations or customer segments. The management of the sales force includes the development of an incentive plan to drive sales as well as coordinating sales assignments.
The Manage sales partners and alliances process incorporates activities required to manage working relationships with external sales or channel entities. The process involves training new partners in the organization’s offerings and sales strategy, developing a cooperative forecast based on the expected output of the partner and their requirements of the organization, determining appropriate compensation, measuring and evaluating the results, tracking data, and analyzing progress. The organization should regularly review, prioritize, and update these partnerships in process 3.3.2 Develop sales partner/alliance relationships.
"Deliver products and services" refers to the process groups "plan for and align supply chain resources," "procure materials and services," "produce/manufacture/deliver product, "deliver service to customer," and "manage logistics and warehousing." This category is traditionally referred to as "supply chain."
This category includes all processes that are involved in planning, including managing the demand for products and services, creating a materials plan, and scheduling production to meet actual demand. Sales and operations planning activities are included in this process group. Key sales and operations planning activities result in the development of the sales and production plan. The processes in this group may be performed regularly (i.e. at the beginning of each period).
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Definition“Manage demand for products and services” is the process that defines the activities used to predict demand for products and services, including forecast measurements (such as baseline and consensus), collaboration with customers, and allocating available to promise inventory or capable to promise capacity. Various types of demand are considered in this process, including firm demand, opportunity demand, and forecasted demand; these comprise the overall demand plan. Note that demand management can take on a different aspect through the use of promotions and pricing in cases where demand must be constrained due to limited availability, or where there is a goal to motivate purchases of certain products or services. An important measure for this process is forecast accuracy percentage.
The “create materials plan” process is used to source and obtain materials needed to execute operations necessary to meet customer demand. In products-related businesses, materials plans consider hard goods, while in services oriented businesses, materials plans consider management of service delivery resources. Critical to the success of this process is the definition and maintenance of item nomenclature for products based industries and skills taxonomies for services based industries. Without common nomenclatures, mismatches between suppliers and producers can occur. This process begins with generating an unconstrained plan. Additional steps include collaborating with suppliers or contractors, identifying critical materials and supplier constraints, anticipating special events that restrict supply flow, and generating a constrained plan. Demand may be geographic, regional, and global, and the material plan must take into account the most practical means to satisfy the demand using identified resources
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DefinitionThe “procure materials and services” process group addresses the collaborative sourcing that takes place based upon the Production Order (refreshed monthly, weekly and even daily) to supply the factory lines as needed. It includes the business activities of procurement planning, purchasing, and sourcing beginning with developing sourcing strategies for materials and services, the selection of suppliers to provide the materials and services, the development and maintenance of the corresponding contracts, and the ordering of materials and services. Finally, the performance of the procurement function is assessed. Procurement includes both direct and general items, for example, production parts and products; maintenance, repair, and operating (MRO) supplies; and services (administrative and technical). Procurement may also include subcontracted labor resources.
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DefinitionDeveloping sourcing strategies, also known as “supplier portfolio strategies,” comprises multiple activities including clarifying purchasing requirements, matching needs to supplier capabilities, analyzing a company’s spend profile to identify high opportunity categories, matching the most effective sourcing strategy by category, seeking opportunities to improve efficiency and value, and collaborating with suppliers to identify sourcing strategies. The process may include the development of a timeline that incorporates sourcing milestones for each category of sourced product or service. Sourcing strategies are occasionally identified by category or supplier, for example, reverse auction, request for information (RFI), request for proposal (RFP), request for quote (RFQ), or consortium. For services business that are human resource-centric, the sourcing strategy will include sources of supply other than those that are procured. For example, in-house, low-cost labor from other geographies, low-cost labor from alternate employee categories (e.g., retirees that reenter the company with a modified employment type), use of affiliates, or a joint venture. All of these elements are used to create a procurement strategy and plan that guides purchasing activities with a focus on reducing total cost of supply and creating a balanced supplier portfolio.
The process to select suppliers and develop/maintain contracts is responsible for selecting suppliers (typically through a request for information [RFI], request for proposal [RFP], or request for quote [RFQ] process) to create business value, reduce cost, and ensure quality. The process comprises multiple activities including identifying categories of purchase, matching suppliers by category, certifying and validating suppliers, and negotiating and managing contracts
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Definition“Order materials and services” is the process of planning, ordering, and executing the physical delivery of materials and services from suppliers to the points of need and use. This process comprises multiple activities including processing/ reviewing requisitions, approving requisitions, soliciting/tracking vendor quotes, creating/distributing purchase orders, expediting orders to satisfy special requests, and researching/resolving exceptions.
Appraising and developing suppliers is the process of developing and managing programs and policies for interacting with suppliers and measuring/improving their performance. This includes monitoring and managing supplier information, preparing/analyzing spend and vendor performance (including meeting quality standards) supporting inventory and production processes, and the creation/implementation of suppler training and certification programs
The process group “produce/manufacture/deliver product” comprises three main high-level processes: scheduling production, producing the product and delivering it to the appropriate site, and scheduling and performing maintenance on the capital equipment used during production. Manufacturing is the physical production of finished goods.
This category includes all of the processes that are included in servicing products produced elsewhere in the supply chain. These processes include confirming the specific service requirements, identifying and scheduling resources to meet the service delivery requirements, providing the specific service to the customer, and ensuring that the quality standards are met and the quality of the service is acceptable to the customer.
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DefinitionThis process includes creating or updating a customer profile record, processing individual customer requests and generating service orders. This may involve systems like customer segmentation, customer relationship management (CRM), order management, etc. As part of the process, external and internal customer service audits may be conducted by the company
This process requires creating a resource plan/schedule and an order fulfillment schedule. The resources could include any of the following: personnel, raw materials, equipment, time frames, and finances. Customer service needs might require product development, shipping options, inventory management, order tracking, returns management, etc.
To ensure the quality of service, a company can identify completed product service orders and solicit customer feedback on delivery expectations as a part of the improvement process.
This process group encompasses the management of warranty claims. It begins with the development and administration of warranty claim transactions, progresses to the processing of the claim, adjustments, approvals and other service events and ends with the management of the warranty experience, which includes the management of parts returns.
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Definition“Manage logistics and warehousing” is the process that plans, implements, and controls the forward and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption in order to meet customers’ requirements. This includes defining a logistics strategy and managing inbound transportation, warehousing, and outbound transportation.
Defining logistics strategy refers to the process of translating customer service requirements into capacity requirements and lead time requirements; designing the logistics network required to meet these requirements, including network components such as warehouse and distribution center (DC) assets, transportation assets, technology infrastructure, and inventory deployment; working with procurement to identify, negotiate, and maintain outsourcing agreements; defining delivery service policy elements such as lead times, delivery performance levels, and shipping days; and defining key performance measures such as logistics costs, inbound delivery performance, space utilization, asset utilization, and outbound carrier delivery performance. It also includes managing third-party resources and global/international logistics strategies.
This is the process of planning, transporting, and tracking the delivery of all incoming materials; monitoring inbound transportation carrier performance; and managing the flow of returned materials.
Warehousing is the process of receiving, inspecting, and storing incoming materials; picking, packing, and shipping product for outbound delivery; and tracking inventory deployment. Warehousing supports inbound and outbound transportation services. It may include raw materials, finished goods, products for consumer fulfillment, and/or vendor-managed inventory (VMI). It also includes the evaluation and implementation of private, contract, and public warehousing options.
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Definition“Operate outbound transportation” is the process of preparing the goods for delivery from a warehouse to a receiving location. It typically comprises activities like the notification of goods to be supplied from a warehouse to a customer, carrier selection, loading, advanced shipping notification, proof of delivery from the receiving location and freight bill auditing. Many of these services are provided by transportation management systems.
Returns processing is the physical handling, information processing, and disposition of the product and packaging returned by the buyer to the seller or an intermediary. Returns management includes return approval, transportation coordination, advance communication, product tracking, receipt, disposition of the return (reuse of the material, waste disposal, refurbish, repair, resale, etc.) and processing warranty claims (crediting the customer account, material substitution, replacement, etc.).
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DefinitionThe use of category 5.0 processes will depend on the nature of an organization’s business. At some organizations—such as those in telecommunications, food service, customer contact services, or retail—the core business (or a significant portion of the business) is customer service. In these cases, category 4.0 Deliver Products and Services may be more appropriate—in particular, process group 4.4 Deliver service to customer. When thinking about the distinction between the delivery of a service and the “customer service” function, remember that the employee or group that delivers an initial service to a customer (such as a restaurant server or retail store cashier) is often not the same person or group that deals with customer inquiries, requests, and complaints after the fact. Those who deal with customers before and after the delivery of a service are typically working within the category 5.0 Manage Customer Service. Those delivering the service are working within 4.0 Deliver Products and Services. The distinction between the two depends on the needs of the organization. As long as the organization is consistent in its use of particular processes for certain business activities, the framework structure will work. But typically, categories 4.0 and 5.0 deal with activities related to actual provision of the product or service (4.0) and activities related to customer contact before or after that provision (5.0). Note that not all key performance indicators (KPIs) listed in this document will apply to every organization. The KPIs selected by an organization depend on its structure, strategy, and critical objectives.
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DefinitionProcess group 5.1 Develop customer care/customer service strategy involves understanding and segmenting customers, creating policies to govern customer service, and setting service targets and priorities. Some of these determinations may be informed by segmentation and relationship building that occurred within process category 3.0 Market and Sell Products and Services. This strategy governs the way the organization provides service to customers proactively or in response to customer requests/issues.
During the Develop customer service segmentation/prioritization process, an organization analyzes its existing customers and any feedback it has received. Based on research and customer characteristics and needs, the organization develops an appropriate customer segmentation plan and links customers with the appropriate segment. The organization also prioritizes customers and the types of issues that should be escalated in priority.
The Define customer service policies and procedures process encompasses all the steps required to develop a set of policies and procedures for dealing with customer inquiries, requests, issues, and outreach. These policies govern the actions of employees who provide customer service, and the particulars depend on the kinds of customer service offered by the organization and the importance of customer service to the profitability of the business.
In the Establish service levels for customers process, the organization determines the degree of service it will provide, sometimes differing according to customer segment or type of issue. These targets may be referenced on organizational or individual employee scorecards and are typically communicated to employees during the onboarding process. These levels may be linked to the policies constructed in process 5.1.2 Define customer service policies and procedures.
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DefinitionThis process group involves the development of plans and management standards for the customer service work force and the actual processing and management of customer service requests, inquiries, and complaints. The way these processes are performed depends heavily on the strategy, policies, and service levels established in process group “develop customer care/customer service strategy.”
The Plan and manage customer service work force process concentrates on managing customer service personnel specifically, over and above the activities that reside within process category 6.0 Develop and Manage Human Capital. Customer service employee planning requires the organization to forecast the volume of contact the customer service function is likely to receive within the quarter (and/or other time periods as necessitated by the business). Based on that forecast and knowledge of typical customer contact cycle times and desired service levels, the organization can determine how many employees are required and how they should be scheduled. The scheduling of the work force is based on many factors, including historical service trends and anticipated high-volume time periods. During this process, the work force’s time and utilization is also tracked to enable accurate forecasting in future years. In addition to tracking utilization, the quality of customer interactions is also monitored and measured in this process. The criteria for evaluating customer interactions depends on the nature of the business and the service levels established in process 5.1.3 Establish service levels for customers.
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DefinitionThe Manage customer complaints process deals with every aspect of customer complaints, from initial receipt and routing to resolution and response. This process depends on the planning that occurred in process group 5.1 and process 5.2.1. Customer service representatives themselves accomplish these activities, and their performance is measured in process group 5.3 Measure and evaluate customer service operations. Complaints are handled slightly differently from requests and inquiries, and thus, an activity (5.2.3.3) is present in process 5.2.3 that does not exist in process 5.2.2 Manage customer service requests/inquiries. Activity 5.2.3.3 Resolve customer complaints typically occurs internally, when organization convenes to find an appropriate resolution to the complaint or when an employee executes an action to satisfy the complaint (e.g., fixing a broken link on a Web site or correcting a line item on a receipt or invoice). Once the issue has been resolved or a plan for resolution has been formulated, the organization can move forward to activity 5.2.3.4 Respond to customer complaints. During activity 5.2.3.4, customer service may tell the customer that the issue has been resolved or may discuss the potential solutions to identify next steps.
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DefinitionProcess group “measure and evaluate customer service operations” focuses on measuring customers’ satisfaction with various aspects of the service they receive. The factors that the organization combines to rate customer satisfaction may be determined within process “create enterprise measurement systems model” or in process “establish service levels for customers.” What constitutes customer satisfaction will vary from organization to organization, and the methods used to collect customer feedback will also differ. Many organizations ask their customers if they will continue to come to the organization in the future; if they would recommend it to a friend; or if they will rank how well the organization responds to requests, how quickly the organization responds, or how well the organization seems to understand customer needs.
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DefinitionIn the Measure customer satisfaction with customer complaint handling and resolution process, the organization gathers information from customers about how their complaints were handed by customer service representatives. (Note that the measurement of noncompliant inquiries occurs in process 5.3.1, and customer satisfaction with the products and services themselves is measured in process 5.3.3.) This information may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, during the complaint resolution process (5.2.3), or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management. Activity 5.3.2.2 Analyze customer complaint data and identify improvement opportunities includes the analysis of the data and any work completed internally to make improvements. The analysis of the complaint often results in actions within other process categories—for example, improving the customer experience with billing (category 8.0) or by altering the nature of the products/services themselves (2.0 or 4.0). Feedback may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. The customer satisfaction data for complaints is typically gathered at the time of the complaint on all complaints but still may be aggregated with data gathered in process 5.3.1 Measure customer satisfaction with customer requests/inquiries handling.
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DefinitionIn the Measure customer satisfaction with products and services process, the organization gathers information from customers about their experience with the products and services themselves. (Note that the measurement of customer inquiry handling occurs in process 5.3.1, and the measurement of complaint handling occurs in process 5.3.2.) Organizations may chose to track these activities here (in process 5.3.3) or through activities 4.4.4.3 Solicit customer feedback on services delivered and 4.4.4.4 Process customer feedback on services. This decision usually depends on the strategic use of an organization’s customer service Wherever this information is tracked, it may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management and other areas of the business as necessary. Feedback received here can inform activities 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2.2 Identify potential new products and services, and 3.1.1.1 Conduct customer and market research. Customer satisfaction data may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. Likewise, the reporting methods should match the standards of the organization, whether through spreadsheets, meetings, or online tools. The extent, duration, and frequency of the evaluation will also depend on the organization and its business. The communication of this information throughout the business may be essential to the growth of the business and its overall understanding of customer needs.
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Definition"Develop and manage human capital" is the top-most category responsible for delivering processes traditionally defined as "human resources." Process groups include those related to developing and maintaining workforce strategy, recruiting employees, developing and counseling employees, managing employee relations, rewarding and retaining employees, redeploying and retiring employees, managing employee information, and managing employee communications.
The process group "develop and manage human resources (HR) planning, policies, and strategies" includes developing and implementing HR plans, strategies, and policies as well as monitoring and updating HR plans at regular intervals.
Specific tasks will vary based on business need (ex. penetrating new market, increasing use of flexible staffing[part-time, contingent, contractor]) or business risk being addressed (aging workforce, attrition/turn over of key employees ) towards a single objective of getting the right number of people, with the right skills, in the right place and at the right time. Has a continuum of Basic (reactive; decision tree) to Innovative (predictive; simulations). Can support demand planning at the aggregate level. Develop models with defined thresholds and interventions/actions (e.g. hiring, transitioning, training, contracting) consistent with the workforce management [do we say planning rather than management?] strategy to address resource excesses or shortages (Key inputs from 6.1.2.1 Gather skill requirements according to corporate strategy and market environment) Can support resource optimization: matches demand to supply at the individual level and triggers actions, such as posting hiring requirements and opening purchase orders for contracting services. (Key inputs from 6.1.2.2 Plan employee resourcing requirements per unit/organization)
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DefinitionThe process group "recruit, source, and select employees" includes creating and developing employee requisitions, recruiting and sourcing candidates, screening and selecting candidates, managing pre-placement verification, managing new hires/rehires, and tracking candidates.
The Create and develop employee requisitions process includes aligning the work force plan to business unit strategies/ resource needs, developing and opening job requisitions, preparing job descriptions, posting job requisitions, managing internal/external job posting Web sites, changing/updating requisitions, notifying hiring managers, and managing requisition dates.
The Recruit/source candidates process involves selecting recruiting methods, performing recruiting activities, holding/ participating in recruiting events, and managing recruitment vendors.
The Manage new hire/rehire process includes drawing up and making a job offer, negotiating an offer, and hiring a candidate.The Track candidates process involves creating an applicant record; managing/tracking applicant data; and archiving and retaining records of non-hires.
The "develop and counsel employees" process group consists of managing employee orientation and deployment, managing employee performance, managing employee relations, and managing and implementing employee development plans.
The Manage employee orientation and deployment process involves creating/maintaining employee onboarding programs, introducing new hires to their managers and to the work place, and evaluating the effectiveness of employee onboarding programs.
The Manage employee performance process consists of defining performance objectives; reviewing, appraising, and managing employee performance; and evaluating and reviewing the performance management program.
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DefinitionThe Manage employee development process includes creating short and long-term career goals, reviewing organizational career ladders, and identifying training and development opportunities.
The Develop and train employees process includes aligning employee and organization development needs; developing competencies; conducting training needs analyses; and developing, conducting, and managing employee and/or management training programs.
Managing employee relations includes the activities around managing labor relations, collective bargaining, management of employee grievances, and maintenance of labor/management partnerships.
Manage the negotiations between representatives of the employer and the collective bargaining unit[union] for reaching collective agreements that regulate working conditions. Agreements typically include determining compensation scales, benefits, working hours, overtime, health & safety, training, and grievance mechanisms.
Manage partnerships between labor and management that are outside of formal agreements. Typically intended to address specific goal or issue where management decisions will have broad implications on workforce/workplace climate. Intended 1)to facilitate understanding of goal/issue 2) solicit input/collaborative problem solving 3) provide opportunity for multiple levels of the organization to influence decisions.
The "reward and retain employees" process group consists of developing and managing reward, recognition, and motivation programs; managing employee assistance and retention; managing and administering benefits; and administering payroll.
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DefinitionThe manage and administer benefits process includes delivering the employee benefits program, administering benefits enrollment, processing claims, and performing benefits reconciliation.
The "redeploy and retire employees" process group includes managing promotions and demotions; managing separations, retirements, and leaves of absence; developing and implementing employee outplacement services; managing deployment of personnel; relocating employees and managing assignments; managing employment reduction and retirement; managing expatriates; and managing employee relocations.
The manage promotion and demotion process includes the administration and execution of employee promotion and demotion. It also includes the processing of employee records and payroll and benefits transactions.
The manage separation process includes the administration and execution of employee separations. It includes the creation and generation of final payments, turnover reports, and vendor notification. This process also includes communications with former employees regarding benefits options
The Manage retirement process includes management of the organization’s retirement systems, tools, and processes. It does not include execution of the Manage retirement process itself.
The Manage leaves of absence process includes managing and administering the leave of absence policy for employees who are taking leaves in excess of their annual allowance.
The Develop and implement employee outplacement process involves creating and providing career transition information and advice to employees whose roles have been eliminated.
The Manage deployment of personnel process includes managing the movement of employees to different roles within an organization.
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DefinitionThe Manage expatriates process includes activities associated with both the expatriation and repatriation of employees within the organization.
The "manage employee information" process group consists of managing HR reporting capabilities; managing employee inquiry processes; managing and maintaining employee data; managing human resource information systems; developing and managing employee metrics; developing and managing time and attendance; and managing employee communications.
The manage reporting process consists of providing key HR data and reporting capabilities for varying levels of management.The manage employee inquiry process involves receiving, responding to, and recording information on employee inquiries.The manage and maintain employee data process includes making revisions to personal data such as changing beneficiary designations or employee status.
The manage human resource information systems process involves managing the day-to-day running of human resource information systems
The develop and manage employee metrics process consists of collecting and managing work force data that is used to report on human capital program outcomes, workforce trends, demographics, and performance.
The develop and manage time and attendance process includes collecting, editing, approving, and entering data related to hours worked and paid time off. This process does not include the actual processing of time and attendance data.
Employee communication management includes activities around developing and maintaining the communications plan and actually delivering specific employee communications from the enterprise.
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DefinitionThe "manage information technology" category contains process groups relevant to the business of information technology within an organization. The process groups include "manage the business of information technology," "develop and manage IT customer relationships," "develop and implement security, privacy, and data protection controls," "manage enterprise information," "develop and maintain information technology solutions,, "deploy information technology solutions," and "deliver and support information technology solutions."
Managing the business of information technology involves defining and maintaining the relevance of IT to the enterprise and its mission, communicating the strategy and role of IT within the enterprise, establishing the enterprise architecture and guiding principles, defining the IT management system and governance model, and managing the strategic activities that help ensure attainment of IT value.
Developing the enterprise IT strategy consists of the activities required to define and maintain a business-focused enterprise IT strategy. This includes building strategic intelligence for the enterprise, collaborating with stakeholders to identify the long-term IT needs of the enterprise, and the development and maintenance of the business-focused strategy.
The purpose of defining the enterprise architecture is to assess the interrelationships of the business process architecture, the information architecture, the components and services architectures, and the infrastructure architectures to ensure their continued relevance. Execution of this process requires establishing the enterprise architecture definition, confirming the enterprise architecture maintenance, acting as a clearinghouse for IT research and innovation, and governing the enterprise architecture.
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DefinitionManagement of the IT portfolio results in the establishment of criteria for economic and strategic value and the provisioning of resources in accordance with strategic priorities and efforts to achieve a balanced portfolio. The activities included within the IT portfolio management process are maximizing the value of the IT portfolio for the enterprise, provisioning resources in accordance with strategic priorities, and achieving a balanced portfolio.
This consists of exploring new technologies in pursuit of IT services and solutions innovations, formulating a development project to build and deploy selected technologies, and transitioning those technologies to the development pipeline.
Evaluating and communicating IT business value and performance consists of establishing key performance measures, monitoring trends and key performance indicators, linking business technology investments to business outcomes, and communicating business technology value contributions.
Developing and managing IT customer relationships involves managing communications and interactions between the customers of IT and the providers of IT services and solutions; gathering business requirements; helping customers develop justifications for requested IT services and solutions; providing the initial interface to IT architects responsible for designing the IT services and solutions; and monitoring the customers’ satisfaction with the development, deployment, and ongoing support of the IT services and solutions.
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DefinitionDeveloping an IT services and solutions strategy involves assessing the needs of the business and user, translating those needs into services and solutions requirements, formulating and evaluating IT services and solutions strategic initiatives, and selecting IT services and solutions strategic initiatives to apply. The formulation of IT services and solutions strategic initiatives includes the tasks required to generate new ideas, identify enhancements or extensions to existing IT services and solutions, and identify outdated services and solutions for sunset or retirement. Developing and maintaining a long-term, business-focused IT strategy encompasses tasks to develop, communicate, govern, and track strategy deployment. This includes defining and communicating the strategic intent regarding the organizational use of IT; establishing and maintaining an IT governance structure; articulating strategic assumptions for IT strategy development; and developing and tracking the resulting IT plan, which optimizes the use of technologies, resources, and alliances to improve business agility.
Developing and managing IT service levels requires creating and maintaining the IT services and solutions catalog, establishing and maintaining business and IT service level agreements, evaluating and reporting service level attainment results, and communicating business and IT service level improvement opportunities.
Performing DSM for IT services consists of understanding IT services and solutions consumption and usage, developing and implementing incentive programs that improve consumption efficiency, and developing the volume/unit forecast for IT services and solutions. Development of IT services and solutions requires modeling the effect of incentive programs on the baseline forecast and generating a DSM influenced volume/unit forecast
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DefinitionManagement of IT customer satisfaction includes capturing and analyzing customer satisfaction and assessing and communicating customer satisfaction patterns. Capturing and analyzing customer satisfaction consists of tasks required to manage and monitor IT customer complaints and feedback, conduct qualitative and quantitative assessments, and identify customer satisfaction issues and opportunities for improvement. Assessing and communicating customer satisfaction patterns consists of tasks required to evaluate satisfaction with IT services and solutions, evaluate satisfaction with complaint resolution, and determine IT customer loyalty/lifetime value.
Marketing IT services and solutions includes developing the IT services and solutions marketing strategy, developing and managing the IT customer strategy, managing IT services and solutions advertising and promotional campaigns, and processing and tracking IT services and solutions orders. Developing the services and solutions marketing strategy requires the IT organization to understand IT services and solutions requirements, predict user consumption behavior, and identify common usage/consumption profiles and target IT customers. Developing and managing the IT customer strategy includes tasks to establish and maintain IT customer management goals and strategies, develop a sales forecast and budget, and evaluate IT customer management results. Managing IT services and solutions advertising and promotional campaigns is defined as developing and managing IT services and solutions advertising, promotions, marketing communications, and sales opportunities. Processing and tracking IT services and solutions orders consists of collecting and maintaining IT customer account information, processing orders, and establishing delivery of the IT services and solutions.
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DefinitionDeveloping and implementing security, privacy, and data protection controls includes the establishment of information security, privacy, and data protection strategies and levels as well as the testing, evaluation, and implementation of information security, privacy, and data protection controls.
Managing enterprise information is defined as understanding what information is important to the enterprise; determining how, when and from where that information is collected; defining how that information is structured and organized; and establishing the policies and controls needed to guide the collection and use of that information.
Developing information and content management strategies within the IT organization includes understanding information needs and the role of IT services in executing the business strategy, assessing the information and IT knowledge management implications of new technologies, and planning information and IT knowledge management actions and priorities.
Defining the enterprise information architecture includes defining information elements, composite structure, logical relationships, constraints, and derivation rules; defining information access requirements; and establishing data custodianship.
Managing information resources includes defining the enterprise information/data policies and standards as well as developing and implementing data and content administration.
Performing enterprise data and content management requires the IT organization to ensure that the collection, storage, and use of information and data are in accordance with the established information/data policies. Tasks include monitoring, controlling, and managing exceptions per policies and standards.
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DefinitionDeveloping and managing information technology solutions involves producing, developing, and testing new, enhanced, and improved solutions; enabling services that meet all confirmed requirements; maintaining and managing solutions; supporting services to continue meeting all confirmed requirements; and "sun setting" solutions/discontinuing services no longer needed.
Developing the IT development strategy includes defining a consistent approach to IT development; ensuring the repeatability of development and maintenance activities; and allowing these activities and their outcomes to be measured, thereby enabling continuous improvement.
Performing IT services and solutions life cycle planning includes tasks to maintain the long-term viability of a family of services and solutions from “cradle to grave.” This includes ensuring that new solutions are created and new services enabled when needed and that existing services and solutions are properly repaired/enhanced or sunset/discontinued in an orderly fashion when no longer needed.
Developing and maintaining IT services and solutions architecture includes creating the technical definition of the reference architecture for a family of IT services and solutions while ensuring compliance with the overall enterprise architecture. Tasks include assessing the need for new solutions and services, enabling new solutions and services, and maintaining existing solutions and services in a prescribed fashion consistent across the whole enterprise.
Creating IT services and solutions is defined as the installation of service and/or solution design while ensuring that all functional and nonfunctional requirements are met and that solutions comply with organizational standards. Tasks include understanding service or solution requirements, designing the service or solution, building or integrating components, testing the solution or service, and gaining customer acceptance and certification.
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DefinitionMaintaining IT services and solutions includes the tasks required to upkeep, repair, and develop minor (as defined by enterprise policy) enhancements to existing solutions or services and ensure that existing services or solutions continue to meet requirements. Tasks include understanding requirements or defect analysis, modifying the design of the service or solution, integrating newly required components, testing the change to a solution or service, and gaining customer acceptance and certification.
Deploying information technology solutions involves introducing new, enhanced, or improved functionality into the environment with minimal or no disruption to the services schedules; ensuring consideration of appropriate security and contractual constraints; and properly balancing business benefit with technical and business risk.
Developing the IT deployment strategy includes creating a consistent approach to the introduction of changes and releases into the IT environment, examining feedback from completed changes to ensure a successful deployment, and developing policies specific to “change” and “release.” Tasks include defining what constitutes a change and release, determining who can request changes and releases, establishing procedures to assign priority and approval levels, developing an exception process, defining deployment procedures, establishing and documenting a workflow for change approvals, analyzing completed changes and releases, and evaluating change trends and success rates.
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DefinitionPlanning and implementing changes includes all tasks necessary to administer and plan individual change requests (including accepting or rejecting the request), assessing the business and technical risks of changes, determining which individual changes can be performed simultaneously without increasing overall risk factors, and creating a master change schedule. Other tasks include requesting services, such as procurement and security, from other components to ensure component availability and obtainment of necessary security authorities.
Planning and managing releases involves establishing priority for changes and executing all necessary planning activities to prepare for the actual release implementation. Tasks include understanding release design, coordinating release acceptance, planning rollout, and coordinating training.
Delivering and supporting information technology services involves delivering IT services and solutions within the budget provided; meeting service commitments as measured by customer defined service criteria; and achieving customer satisfaction targets.
Developing the IT services and solutions strategy consists of defining the organizational approach for IT service and delivery. Tasks include developing a strategy for delivering IT infrastructure services and determining sourcing strategies.
Developing the IT support strategy requires defining the organizational approach to delivering key enabling services and assisting in the use of information technology. This strategy would address help desk activities, desk-side support, and third level technical support. Tasks include coordination of vendor support and evaluation of sourcing alternatives.
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Definition Managing IT infrastructure resources involves managing and maintaining the physical computing assets, including hardware and software, of the organization. Tasks include identifying configuration items to be maintained, establishing the information management system, collecting the configuration item information, populating the database, and ensuring that information is available to other components. Other tasks include preventive maintenance, facilities management, configuration management, and inventory (asset) management.
Managing IT infrastructure operations consists of activities required to manage the organizational workload and operation of physical assets, irrespective of their physical location. This includes providing and executing the requested services, preparing and handling customer input and data, managing security requests, and releasing resources employed in the delivery of the requested service and subsequently returning them to the resource pool.
Management of financial resources is a key back-office category for organizations. This category includes process groups related to planning and management accounting, revenue accounting, general accounting and reporting, fixed-asset project accounting, payroll, accounts payable and expense reimbursements, treasury operations, internal controls, tax management, international funds/consolidation, and global trade services.
The "perform planning and management accounting" process group encompasses financial planning processes, including preparing quarterly and annual projections of revenue, expenses, operating profit, net income, and capital investments. The processes in this group support decision making through an analysis of the organization’s historical effectiveness and by recommending the most effective ways to allocate scarce resources to ensure that economic value is created for shareholders.
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DefinitionThis is the process of developing periodic plans, budgets, and forecasts to enable the achievement of organizational performance goals. This includes setting assumptions for revenue and cost levels—as well as cash flows—expected in the pursuit of organizational growth. It also includes proactive cost control and reporting on actual versus targeted financial results. It may also include predicting financial results for the next four to six quarters on a rolling forward basis. Budgets and forecasts should reflect financial targets derived from strategic plans. They also serve as a discussion platform at regular business review meetings, in which managers can decide if, how, and when to alter tactics to ensure that performance targets are achieved.
This is the process of developing and implementing methods and models for the allocation of operating and overhead costs across products and/or services. This is typically used to evaluate and control product/service pricing, profitability, and trends. This includes inventory accounting, cost of sales analysis, product costing, variance analysis, and profitability reporting.
This is the process of developing and implementing methods and approaches to analyze cost drivers, improve business processes, benchmark, deploy/utilize assets and resources, and evaluate value drivers. Within this process, the critical success factors and performance indicators should be determined and linked with activity based measures.
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DefinitionThis is the process of developing and implementing a framework that guides internal decision makers as they deploy resources—financial, human, technical, etc.—in the pursuit of sustainable, profitable growth. It ensures that decisions are aligned with stated organizational goals by measuring performance against predetermined targets and managing the corrective action process. This process includes: assessing customer and product profitability, evaluating new products, lifecycle costing, optimizing the customer and product mix, tracking the performance of new customer and product strategies, preparing activity based performance measures, and managing continuous cost improvement.
The "perform revenue accounting" process group includes the recording/reporting of data related to the sale of goods and/or services provided to customers. Revenue accounting, which is a major component of preparing formal financial statements, reflects the decisions an organization makes to recognize revenues in a given reporting period. Costs (both direct and allocated) are then applied to revenue to determine profit. The Perform revenue accounting process includes revenue recognition decisions and often decisions about reserves held back for bad debts and outstanding liabilities such as warrantees. This process group is greatly affected by process 3.5.4 Manage sales orders, which is explained in the Related Processes section of this document.
This is the process of evaluating customers’ creditworthiness. Typically performed in conjunction with the generation of an order or the creation of a new customer, this process encompasses all operations associated with credit checking— including the establishment of credit policies, the analysis/approval of new account applications, the review of existing accounts, and the generation of credit/collection reports.
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DefinitionThis is the process of developing and delivering customer invoices. It includes creating methods and procedures for communicating and delivering invoices and statements for services and products. The process encompasses the maintenance of customer/product master files, the generation and transmittal of customer billing data to the customer, the posting of receivable entries, and the resolution of customer billing inquiries. It does not include receiving payments; payment receipt is located in process 8.2.3 Process accounts receivable.
This encompasses the processing of payments due from customers, including the processing of any funds received, whether by check or electronically. This process involves the establishment of accounts receivable policies, the receipt and deposit of customer payments, the application of cash remittances, the preparation of accounts receivable reports, and the posting of accounts receivable activities to the general ledger. It does not include the generation of invoices; invoice generation is located in process 8.2.2 Invoice customer.
This is the process of coordinating and following through on collecting payments due. This process includes generating letters and phone calls on delinquent accounts, deciding when to collect, and selecting the collection vehicle (e.g., an external agency or an in-house department). It also encompasses the establishment of policies for delinquent accounts, the analysis of delinquent accounts, correspondence/negotiation with delinquent accounts, internal discussions around account resolution, the processing of adjustments, and the writing off of uncollectable balances.
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DefinitionThis is the process of receiving, rectifying, and monitoring customer adjustments and deductions resulting from warranties, claims, returns, and recalls of products and/or services. This process includes the establishment of policies/procedures for adjustments, the analysis of adjustments, correspondence and negotiation with customers, internal discussions around account resolution, the preparation of chargeback invoices, and the processing of related entries
The "perform general accounting and reporting" process group contains processes related to managing an organization’s ongoing financial records, including the maintenance of the chart of accounts, the processing of journal entries, and the adjustment of the organization’s general ledger accounts. This group also encompasses all operational activities performed to close the books on a monthly, quarterly, and yearly basis as well as the recording, tracking, and depreciation of fixed assets.
This is the process of controlling and updating the policies and procedures related to financial management and control, including maintenance of the financial procedures manual and the establishment of service level agreements with internal customers/suppliers and external financial service providers.
This is the process of managing the general ledger—including the maintenance of the chart of accounts and the processing of journal entries, allocations, period-end adjustments (e.g., accruals, currency conversions), and intercompany transactions. It also encompasses the reconciliation of general ledger accounts and intercompany transactions, the preparation of the trial balance, and the preparation and posting of management adjustments.
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DefinitionThis is the process of accounting for fixed asset transactions, including additions, retires, transfers, adjustments, and depreciation expenses. This process includes establishing fixed asset policies and procedures, recording entries to the fixed asset register, tracking fixed assets through physical inventories, and calculating and recording depreciation and expenses related to fixed asset maintenance and repair. This process often supports tax, statutory, and regulatory reporting by providing data on fixed assets to the appropriate departments. Fixed asset projects that were proposed, pursued, and capitalized under process group 8.4 Manage fixed asset project accounting are thereafter maintained within process 8.3.3, under the auspices of general accounting and reporting—unless a project is initiated to dispose of the asset, in which case the project is again covered in process group 8.4.
This is the process of gathering and consolidating periodic financial performance data and presenting snapshots of financial results for corporate-level, business unit-level, or department-level decision makers. These snapshots take the form of highly structured financial statements and may show comparisons with previous periods, various profitability or growth ratios, cost consumption rates, or even FTE deployment data.
The "manage fixed-asset project accounting" process group encompasses the financial planning and supervising of projects involving fixed assets (capital projects), including additions, retires, transfers, adjustments and depreciation expenses. This group typically relates to the acquisition or disposal of fixed assets.
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DefinitionThis is the process of developing capital investment policies and procedures and implementing them to create and approve the capital expenditure plan and budget. This includes performing justification for project approvals as well as reviewing and approving capital projects and fixed asset acquisitions. This process covers the construction of a business case for a capital project
This is the process of managing and accounting for ongoing activities related to capital projects—including setting up new projects, recording project transactions, monitoring and tracking spending, closing and capitalizing projects, and measuring financial returns on completed projects. Once a project is closed and the asset is capitalized, the accounting for that asset is no longer part of this 8.4.2 Perform capital project accounting process and instead will be performed under the process 8.3.3 Perform fixed asset accounting. Once the project is capitalized, it is a fixed asset.
The "process payroll" process group consists of reporting time, managing pay, and processing taxes. Payroll administration tasks as defined elsewhere in the PCF are not considered in scope for "process payroll."
Capturing employee time information and recording data in the time reporting system for use by payroll, benefits, billing (depending on business model), etc. Preparing the data for payroll and benefits usage by analyzing and reporting paid and unpaid leave, monitoring regular, overtime and other hours, and analyzing and reporting employee utilization. This includes establishing policies and procedures for reporting time, management activities and system maintenance to effectively capture and report on employee time.
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DefinitionThis is the process of calculating employee payroll for each pay period, including bonus runs throughout the year, and transmitting payments to employee accounts or directly to employees. It includes maintaining and administering employee earnings and deductions, monitoring changes in tax status in order to prepare the payroll each period, responding to all payroll-related inquiries, and processing adjustments and/or manual corrections as appropriate. This process also encompasses management activities and payroll system/interface maintenance to ensure accurate payments.
This process ensures regulatory and statutory compliance for payroll tax obligations on behalf of the organization. This includes filing regulatory payroll tax forms in a timely manner and calculating and paying applicable payroll taxes. The production and distribution of employee tax statements on an annual basis (e.g., W2s in the U.S. or local equivalent) is also covered in this process.
The "process accounts payable and expense reimbursement" process consists of processing payments for operating expenses and other supplier charges, which includes verifying of accounts payable with vendor records, maintaining and managing electronic commerce, auditing invoices and approving payments, processing financial accruals and reversals, processing payments and taxes, researching and resolving exceptions, and adjusting accounting records. It also develops policies and procedures around processing of accounts payable and all related operations. Technology is typically key to achieving top performance in this process.
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DefinitionThis process consists of processing payments for operating expenses and other supplier charges, which includes verifying of accounts payable with vendor records, maintaining and managing electronic commerce, auditing invoices and approving payments, processing financial accruals and reversals, processing payments and taxes, researching and resolving exceptions, and adjusting accounting records. It also encompasses the development of policies and procedures around the processing of accounts payable and all related operations. Technology is typically key to achieving top performance in this process.
This process includes the approval and processing of advancements and reimbursements for employee expenses on the organization’s behalf as well as capturing and reporting relevant tax data and managing personal accounts. This process often dovetails with the processing of accounts payable and includes the development and use of policies and procedures.
The "manage treasury operations" process group includes the management of treasury policies and procedures, cash, bank accounts, debts, investments, and financial risks.
This process involves establishing the scope and governance of treasury operations; creating and publishing treasury policies; developing, monitoring, auditing, and revising treasury procedures; developing and confirming internal treasury controls; and defining system security requirements.
This process includes managing and reconciling cash positions; managing cash equivalents; processing and overseeing electronic fund transfers; developing cash flow forecasts; managing cash flows; producing cash management accounting transactions and reports; managing and overseeing banking relationships; and analyzing, negotiating, resolving, and confirming bank fees.
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DefinitionThe activities used to manage in-house bank accounts include managing in-house bank accounts for subsidiaries; managing and facilitating intercompany borrowing transactions; managing centralized outgoing payments on behalf of subsidiaries; managing central incoming payments on behalf of subsidiaries; managing internal payments and netting transactions; calculating interest and fees for in-house bank accounts; and providing account statements for in-house bank accounts.
This process involves managing financial intermediary relationships; managing liquidity and issuer exposure; processing and overseeing debts and investments; making foreign currency transactions; and producing debt and investment accounting transaction reports.
This process includes managing interest rate, foreign exchange, and exposure risks; developing and executing hedging transactions; evaluating and refining hedging positions; producing hedge accounting transactions and reports; and monitoring credit.
The "manage internal controls" process group consists of operating controls, monitoring compliance with internal controls policies and procedures, and reporting on internal controls compliance. Internal controls do NOT include external audit activities.
This process incorporates the planning, management, operation, and monitoring of internal control mechanisms, policies, and procedures. It includes designing and implementing control activities; monitoring control effectiveness; remediating control deficiencies; creating compliance functions; operating compliance functions; and implementing and maintaining technologies and tools to enable the controls-related activities.
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Definition
This is the process of accounting for taxes collected or paid.
This process includes reporting to external auditors, regulators, shareholders, debt holders, securities exchanges, business partners, internal management, and any other bona fide third parties.
The "manage taxes" process group includes the processes associated with estimating an organization’s periodic tax liabilities and ensuring that appropriate taxing authorities receive tax return filings and payments when due.
This process includes setting targets for periodic tax liabilities and assessing the tax impact of various activities, such as the acquisition or disposal of fixed assets or a deliberate change in employee population.
The "manage international funds/consolidation" process is the process of managing cash collections and disbursements made by operating units across the enterprise and, when appropriate, transferring cash from those units to parent level bank accounts managed by the organization’s treasury team.
This is the process of forecasting and monitoring changes in foreign currency value or interest rates around the world.This is the process of converting cash from one currency to another in the course of conducting cross-border trade or investment.
This process involves assessing an organization’s exposures to potential financial losses that could occur as a result of changes in the relative value of currencies globally. Hedging currency exposures refers to the process of forecasting the impacts of movements in foreign currency values and entering into financial transactions designed to offset or limit an organization’s potential exposure to loss.
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DefinitionThis process involves making accounting entries to formally report financial gains or losses experienced as a result of foreign exchange activity.
Global trade services represents the collection of processes related to cross-border collaboration and compliance with international regulations including import/export controls, product classification, duty calculation, relationships with customs, trade communications and documentation, restitution, and international letters of credit.
This category has been expanded in the E&U model to include both the original non-productive assets (such as property, buildings and facilities) plus utility networks and major plant assets.
Previously these processes might have been covered under 9.1. But 9.1 was a poor representation of utility plant and network design and construction processes. The new 9.2 process group for E&U provides a more comprehensive and accurate description of this core utility function, leaving 9.1 to describe processes applicable to property and buildings (as was its original intent).
The process "dispose of productive and nonproductive assets" involves planning how to discontinue the use of an asset at the end of its life cycle. This process group includes developing an exit strategy, performing a sale or trade of assets, and performing asset abandonment.
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DefinitionThe process group "manage enterprise risk, compliance, remediation, and resiliency" is responsible for ensuring that an organization effectively manages its risk. Process groups are aligned with traditional risk management activities.
The "manage enterprise risk" process group addresses enterprise risk management. Risk is the probability or threat of a negative occurrence caused by potential events. Strategic, operational, financial, and hazard risks categories are included in this group. Manage enterprise risk includes establishing an enterprise risk management framework and policies, overseeing enterprise risk management activities across the organization, and coordinating business unit/functional risk management processes. Based on the enterprise-level risk management frameworks and policies, business unit/functional risk management activities are executed and managed. This process group also covers the management of regulatory compliance to ensure the organization has the required procedures in place and follows regulatory requirements.
The "manage compliance" process group is responsible for the development of internal and external compliance activities.Remediation efforts are those processes necessary to repair damage to assets created by the occurrence of a risk, be it a new risk or a risk under existing management.
Managing business resiliency and risk includes the processes required to enable firms to rapidly adapt and respond to any internal or external opportunity, demand, disruption, or threat; continue operations without significant impact to the business; and develop a more dynamic, strategic, and integrated approach to managing compliance obligations.
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DefinitionExternal relationships are those relationships with stakeholders of the entity, including investors, government and industry, the board of directors, and the general public. This is not related to customer management.
Strong government and industry relationships are essential to the longevity of any company. This process group is responsible for managing government relations, trade and industry group relationships, and lobbying activities.
The "manage relations with board of directors" process group encompasses the processes required to select, appoint, govern, and communicate with the organization’s board of directors while complying with the organization’s bylaws. These processes include "report results" and "report audit findings."
"Manage legal and ethical issues" includes a variety of processes that address the legal and moral framework of the organization and policy development and enforcement.
"Manage public relations" includes processes related to the flow of information from an organization to the public. It includes the processes "manage community relations, "manage media relations," "promote political stability," "create press releases," and "issue press releases." Public relations processes influence the public view of an organization and its products or services. These programs may include but are not limited to: corporate social responsibility (CSR) programs, corporate giving, volunteerism, and community partnerships. These programs may use a variety of avenues including media outlets, personalities, social resources, networks, or lobbying.
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DefinitionBusiness capabilities are those activities performed by an organization that are fundamental to the successful operation of the organization, even across functions in a business. Capabilities defined in the PCF include business process management; portfolio, program, and project management; quality management; change management; benchmarking; environmental health and safety management; and knowledge management.
The "manage portfolio, program, and project" process group focuses on identifying projects and initiatives; initiating, executing, and closing projects; monitoring the overall project performance and status; and making projects visible to organizational decision-makers.
The "manage quality" process group creates a quality strategy, plans and supports the staff that oversee quality work force, and conducts quality assessments.
The purpose of the Establish Quality Requirements is to define a specific plan for quality within the execution of work. This requires a complete understanding (e.g., an inventory) of all stakeholder requirements (e.g., product, service, or process) and an associated set of critical-to-quality characteristics (CtQCs) that can be measured for each of these requirement—to prove the requirements are met. These CtQCs are used to evaluate the current capabilities of the organization to meet the requirements and identify any potential gaps that may lead to a nonconformance prior to the execution of work. A determination is made to mitigate the gap with preventive activities or deemed an acceptable risk. As an output, the plan for quality provides documentation about how Quality will be ensured (e.g., preventive, control, assurance) and all actions that will be taken if a nonconformance occurs.
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DefinitionAll stakeholder requirements that describe the characteristics of a product, service, or process must be documented and gathered, in an accessible format, in preparation for establishing quality requirements. The actual establishment of these requirements is not within the scope of the EQ Framework, but is a critical input used throughout planning for Quality. Stakeholders, in this instance, include any internal or external party (e.g., customers, government agencies, industry standards, enterprise policies, business or functional performance targets) that have expressed a requirement (often described as critical-to-customer (CtC) characteristics). CtQCs are measurable elements of the process, product, or service whose performance standards or specifications must be met to satisfy the established requirement. Each stakeholder requirement must have an associated CtQCs, unless the requirement itself fully defines all elements that must exist. The CtQCs must be documented and aligned to the specific requirement being fulfilled.
Analysis is conducted to assess the current state of the processes to achieve the CtQCs. This analysis must include, but is not limited to, all required activities established in the organization's Risk Management standards. All identified gaps are documented and a determination is made as to whether the gap will be mitigated through preventive Quality activities or deemed as acceptable risk. The goal of any preventive quality activities is to create provisions to prevent, control, or reduce the risk of not meeting the CtQCs. In addition, any standard methodology that will be used to design or conduct preventive Quality activities are defined and documented.
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DefinitionThe purpose of quality assurance and control design is to ensure all processes can create products or services that meet the CtQCs, by minimizing defects from occurring (or meeting the specified tolerances for performance). For example, the implementation, alignment, and adherence of work activities to the EQ Framework is considered a quality assurance activity. In planning Quality assurance and activities, the concepts of ‘fit for purpose’ (does the product or service meet the intended purpose) and ‘right the first time’ (elimination of mistakes, errors, or defects) must be considered.
A plan for quality defines how the CTQ characteristics will be achieved, controlled, assured and managed throughout the entire lifecycle of a product or service. The definition of this may be a separate quality plan or can be the inclusion/alignment of the EQ Framework in existing plans. At a minimum, all plans for quality must include the following: requirements, CtQCs, a preventive quality assessment, description of how the product or service is going to be verified, criteria against which the verification is to be assessed, how any nonconformance to those requirements will be managed, and the records that will be kept to demonstrate conformity.
Evaluation compares the work outcomes with respect to quality characteristics against the intended results as designed. It serves as a check for: • Initiating non-conformance management • Identifying long-term root cause analyses • Providing test and compliance data for future analyses Requirements may include both in-process or output standards in addition to customer outcome standards. In particular, key process indicators (KPI’s) and critical to quality (CTQ) characteristics must be used as the basis for any evaluation and test methodology.
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Definition
(input into non-conformance or drive improvement)
The purpose of recording results is to provide documented evidence for (minimally): • Audit requirements by external parties • Non-conformance management • Management reporting requirements • Trend analysis and quality improvement Results should be maintained electronically, in corporate standard format(s), and owned by a designated function or role. Access to results should be provided on an as needed basis to appropriate stakeholders with appropriate levels of editing rights.
The purpose of determining sample significance includes: • Determining whether or not the sample is representative of the larger output or outcome • Determining if the sample meets or does not meet the requirements • Identifying the conditions for acceptance, rejection, remediation, and prevention For each key process indicator (KPI), CtQCs, or other dimension assessed, significance is assigned individually.
Summarizing results of the test(s)/audit(s) provides insights and indicators derived from the raw data. It serves as a basis for informing post-assessment actions by providing information separating significant from insignificant results. Summaries may be shown in various forms, including charts, tables, statistical test results, or written findings and conclusions.
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DefinitionThis process includes the effort to analyze nonconformance events and determine the need for corrective and/or preventative action(s). The level of analysis may include root cause, risk exposure and other evaluations that will be necessary to properly review and approve/reject subsequent actions. Recommended actions may include corrective, preventative or no action based upon the impact and likelihood of reoccurrence. Approval will be based upon cost/benefit, risk exposure and other pertinent factors. Determination of not only what action(s) but also timing and assignment of responsibility will occur. If correct/preventive actions are needed, this will trigger the Preventive Action process.
The "manage change" process group includes all processes involved in implementing and facilitating major changes throughout an organization or in a selected unit, department, division, etc. The needed changes are typically identified in process groups "create and manage organizational performance strategy," "benchmark performance," or "manage strategic initiatives." "Manage change" deals with the activities necessary to plan, develop, implement, and monitor those changes. These are often project related processes for activities that may have a set start and end date. However, activities in the process "sustain improvement" may continue periodically well into the future. In some organizations, monitoring and sustaining improvement takes place within the other process categories specific to the area of the business where the change occurred, and those organizations track change-related processes in those appropriate categories.
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DefinitionThe Plan for change process involves all processes, from selecting the methodology for implementation to identifying stakeholders, resources, and preliminary measures. It also includes the identification of any barriers to the change and the formation of the team who will implement the change. Although the change methodology is selected in this process, the change itself is not extensively designed until process 12.4.2 Design the change. 12.4.1 is a planning and foundation laying process.
During the Design the change process, the change team aligns the change with other activities already in place or planned for the organization. It develops specific training and implementation plans, including communication schedules, new role assignments, and budgets.
In the Implement change process, organizations embed the new processes, systems, or other changes into the business. During this process, training is administered; stakeholders are consulted; and new documents, policies, processes, and technologies go into effect. Processes to continuously measure the change also begin, but measurement activities are typically tracked within the processes under process group 12.1 Create and manage organizational performance strategy.
The Sustain improvement process encompasses the tracking of changes made to the business and the general monitoring and maintenance of performance related to the change. This process includes post improvement project activities, like debriefings where lessons learned during the change are shared and recorded. These processes may be revisited regularly to monitor performance, but these regular processes may eventually be tracked as part of continuous organizational processes under process group 12.1 Create and manage organizational performance strategy.
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DefinitionThe "develop and manage enterprise-wide knowledge management (KM) capability" process group comprises processes associated with knowledge flow within an organization (e.g., create, identify, collect, review, share, access, and use knowledge). At its heart, knowledge is information in action. Knowledge management (KM) is a systematic process that enables information and knowledge to grow, flow, and create value. The KM discipline is about connecting people to the information and expertise they need to achieve business results. Various approaches can be used to support this goal, including content management, communities of practice, transfer of best practices, lessons learned, expertise location, virtual collaboration, and social computing. The specific KM approaches that an organization pursues are determined by the business problems it wants to address. For example, if an organization is seeing similar mistakes repeated across business units, it may implement a lessons learned process so that employees can learn what has and hasn’t worked in other parts of the business. Similarly, an organization that is concerned about knowledge loss due to retirement may consider interviewing senior level employees who are nearing retirement and making their expertise accessible through documents or videos. Although technology plays a role in KM, it is critical to implement technology as part of a larger, systematic change initiative. The introduction of new tools will not change behavior unless people understand when, how, and why to share knowledge and are incentivized to do so.
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Definition The Develop KM strategy process includes activities related to establishing an enterprise KM program. A KM program is an organization wide effort to standardize and excel in KM. The first set of activities relates to logistics such as governance, roles, and funding. An organization with a clear business case for KM is in a better position to select an appropriate governance model. For example, a program focused on expertise location might need ties to the HR function, whereas a program focused on content management might be better housed in the IT function. Funding is also impacted by the business case, but most organizations use a combination of corporate and business unit funding for KM. The second set of activities relates to linking KM to business objectives and managing KM related change. Again, the specific tactics involved will depend on the business problems that KM is intended to solve, as well as the current culture and its receptiveness to KM. Note that processes 12.3.1 and 12.3.4 both contain activities related to technology needs, training, communication, and change management. The difference is that the activities in the Develop KM strategy process relate to the KM program as a whole, as opposed to specific KM approaches.
Before improving how it manages knowledge, an organization must evaluate its current KM processes and practices. The Assess knowledge management capabilities process includes activities for determining exactly where an organization stands on the KM learning curve, pinpointing gaps, and identifying KM approaches and tactics that will have meaningful impact on strategic objectives. For organizations that struggle with this process, frameworks like APQC’s KM Capability Assessment Tool provide standard structures for measuring KM maturity and identifying performance gaps.
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DefinitionThe process "measure and benchmark" encompasses the processes required to develop a strategy for monitoring and improving the performance of an organization including creating and managing organizational performance strategy and benchmarking performance.
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DefinitionThis process group encompasses those processes required to develop a strategy for monitoring and improving the performance of an organization. Although this process group is related to process group 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy focuses more on internal performance rather than external or competitive positions in the marketplace. Process group 12.1 centers around measurement, including the creation of measures and the act of measuring itself. This is the measurement of internal performance within a strategy for tracking, streamlining, and improving it. Activity 1.2.2.6 Develop lean/continuous improvement strategy also relates to these activities but is more typically used when executives are developing a business strategy to enhance external market position. 1.2.2.6 focuses on high-level strategy development, whereas 12.1 encompasses the tactical measurement of internal processes and work force improvement. The measurement processes in process group 12.1 should align with human capital management processes such as 6.6.5 Develop and Manage Employee Metrics. Process 6.6.5 and other human capital management processes refer to the overall management of employee information and the use of metrics to guide employee development and rewards. Process group 12.1 refers to the collection of the data and the strategies employed to gather it. It does not refer to the day-to-day activities of human capital managers, but instead to the development of strategies and systems that allow human resources to more effectively manage personnel. Process group 12.1 also includes the measurement of machines, entire processes, facility and environmental efficiency, overall cost effectiveness, and other activities not directly related to human performance.
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DefinitionThe Create enterprise measurement systems model process refers to the development of a high-level measurement system to track performance across the enterprise or in specific functions or business units. In this process, organizations determine which processes to measure, which measures to use, how often to measure, and what the target measurement results should be. Decision makers usually also define which actions will be taken given certain measurement results. This process does not refer to actual measurement activities or consequential actions; it focuses on strategic decisions about how to best measure an organization. Because measures should be revisited and realigned with organizational goals as time passes, this process should repeat on a regular basis as a review.
The Measure process productivity process includes all activities associated with measuring how productive processes are. This process will vary depending on which activities and business components are being measured. Unlike process 12.1.4 Measure staff efficiency, process 12.1.2 measures outcomes (e.g., how much of X is produced within X time period). A manufacturing process may be measured according to number of units produced per FTE or number of “high-quality” units produced. A marketing department might be measured on the completion of a target number of campaigns per marketing FTE. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function-specific categories. (For example, if measures indicate that inventory levels need to be better optimized, the resulting actions would take place under the process 4.5.3 Operate warehousing.)
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DefinitionThe Measure cost effectiveness process covers all activities associated with measuring the cost effectiveness of a process. This process will vary depending on which activities and business components are being measured. An organization may want to track its return on investing in activities like marketing campaigns, new equipment, and process redefinition. It may also measure cost per employee or cost per cycle for a given process, function, or business unit. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function-specific categories. (For example, if measures indicate that inventory levels need to be better optimized to reduce costs, the resulting actions would take place under the process 4.5.3 Operate warehousing.)
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DefinitionThe Measure staff efficiency process covers all activities associated with measuring how efficiently employees perform. This process will vary depending on which activities and business components are being measured. This process often focuses on measuring activities performed manually or compares manual completion with completion aided by automation. These measures can help determine where automation could increase efficiency or identify differences between the efficiency of one employee or group and another. This process could also include an evaluation of the quality of work, which could potentially reduce or increase the amount of automation or review included in the process. This process, unlike process 12.1.2 Measure process productivity, does not measure outputs of a process. Instead, it measures the agility and speed of the activities that lead to a final product. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function-specific categories. (For example, if measures indicate that the invoicing cycle is too long or has redundant steps, the resulting actions would take place within process 8.2.2 Invoice customer.)
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DefinitionThe Measure cycle time process includes all activities associated with measuring how long it takes to perform certain processes or cycles of action. This process will vary depending on which activities and business components are being measured. Organizations typically include the measurement of cycles like customer response time, invoicing, or order to cash under this process. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function specific categories. (For example, if measures indicate that the invoicing cycle is taking too long or is inconsistent, the resulting actions would take place within process 8.2.2 Invoice customer.)
Process group 12.2 Benchmark performance encompasses all the processes required to compare organizational performance internally or externally with other organizations. Some organizations run benchmarking through a central group or department. In other cases, benchmarking takes place as part of a specific project or within a particular department that sees the need to compare its performance with other departments or organizations
In order to benchmark, an organization must first examine its own performance. The Conduct performance assessments process includes activities related to measuring, researching, and recording the performance of people, processes, mechanisms, or other areas of the business that the organization wants to benchmark or track. Usually, these assessments are performed on a regular cycle to monitor long-term performance. But this can also refer to an in-depth pre benchmarking exercise to look at specific process that might not be regularly assessed.
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Definition The Develop benchmarking capabilities process refers to tasks associated with increasing an organization’s ability to compare its performance internally or externally or maintain benchmarking relationships with other organizations. This can include training staff in benchmarking, developing technological solutions or other materials to aid benchmarking efforts, or consulting with external entities to gain knowledge or tools to help benchmark.
In the Conduct gap analysis to understand need for change and degree needed process, the organization examines its performance against that of the benchmarked organizations or entities. It notes the differences between organizational performance and that of the benchmarked standard and studies those differences to identify what specific changes need to be made. The organization determines how much its performance needs to change to meet expectations and help the organization reach its strategic goals.
The process group "manage environmental health and safety" concerns the management of environmental, health, and safety risks, including: environment, occupational health and safety, community health and safety, and construction/decommissioning. This process group includes determining the environmental, health, and safety impacts of an organization’s products, services, and operations; developing and executing business unit/functional EHS programs; and training and educating employees. It also covers monitoring and managing business unit/functional EHS management programs, ensuring compliance with regulations, and managing remediation efforts.
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Process element Metric Category Metric ID10002 1.0 Develop Vision and Strategy Process Efficiency 101337
10002 1.0 Develop Vision and Strategy Process Efficiency 101339
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100694
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100406
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
Process Element
IDHierarchy
ID
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Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100449
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
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Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100267
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100273
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101764
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101491
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101504
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101558
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101628
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101694
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Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101707
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102458
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102460
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102929
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102968
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 103141
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103143
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103286
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Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103314
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 103764
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104006
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104141
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104142
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104144
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Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104146
10003 2.0 Develop and Manage Products and Services Cycle Time 103464
10003 2.0 Develop and Manage Products and Services Cycle Time 103466
10003 2.0 Develop and Manage Products and Services Cycle Time 103468
10003 2.0 Develop and Manage Products and Services Cycle Time 103476
10003 2.0 Develop and Manage Products and Services Cycle Time 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
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Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 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 Process Efficiency 100946
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 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 100184
10003 2.0 Develop and Manage Products and Services Process Efficiency 100187
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Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 2.0 Develop and Manage Products and Services Process Efficiency 100190
10003 2.0 Develop and Manage Products and Services Process Efficiency 100275
10003 2.0 Develop and Manage Products and Services Process Efficiency 100278
10003 2.0 Develop and Manage Products and Services Process Efficiency 100281
10003 2.0 Develop and Manage Products and Services Process Efficiency 100284
10003 2.0 Develop and Manage Products and Services Process Efficiency 100287
10003 2.0 Develop and Manage Products and Services Process Efficiency 100290
10003 2.0 Develop and Manage Products and Services Process Efficiency 103123
10003 2.0 Develop and Manage Products and Services Process Efficiency 103124
10003 2.0 Develop and Manage Products and Services Process Efficiency 103125
10003 2.0 Develop and Manage Products and Services Process Efficiency 102462
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Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 2.0 Develop and Manage Products and Services Process Efficiency 102526
10003 2.0 Develop and Manage Products and Services Process Efficiency 101754
10003 2.0 Develop and Manage Products and Services Process Efficiency 101381
10003 2.0 Develop and Manage Products and Services Process Efficiency 102308
10003 2.0 Develop and Manage Products and Services Process Efficiency 102310
10003 2.0 Develop and Manage Products and Services Process Efficiency 102407
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 100950
10003 2.0 Develop and Manage Products and Services Process Efficiency 101069
10003 2.0 Develop and Manage Products and Services Process Efficiency 101238
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Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 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 Staff Productivity 101378
10003 2.0 Develop and Manage Products and Services Staff Productivity 101355
10003 2.0 Develop and Manage Products and Services Staff Productivity 101350
Copyright 2015 APQC and IBM 268 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 2.0 Develop and Manage Products and Services Staff Productivity 101384
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 100945
10003 2.0 Develop and Manage Products and Services Staff Productivity 104463
10003 2.0 Develop and Manage Products and Services 104401
10003 2.0 Develop and Manage Products and Services 101998
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 269 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10003 2.0 Develop and Manage Products and Services 101999
10003 2.0 Develop and Manage Products and Services 102000
10003 2.0 Develop and Manage Products and Services 102001
10003 2.0 Develop and Manage Products and Services 102002
10003 2.0 Develop and Manage Products and Services 102003
10003 2.0 Develop and Manage Products and Services 102125
10003 2.0 Develop and Manage Products and Services 102126
10003 2.0 Develop and Manage Products and Services 102127
10003 2.0 Develop and Manage Products and Services 102128
10004 3.0 Market and Sell Products and Services Process Efficiency 100511
10004 3.0 Market and Sell Products and Services Process Efficiency 101833
10004 3.0 Market and Sell Products and Services Process Efficiency 101918
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 270 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10004 3.0 Market and Sell Products and Services Process Efficiency 102289
10004 3.0 Market and Sell Products and Services Process Efficiency 104210
10004 3.0 Market and Sell Products and Services Process Efficiency 104302
10004 3.0 Market and Sell Products and Services Process Efficiency 104485
10004 3.0 Market and Sell Products and Services Process Efficiency 104486
10004 3.0 Market and Sell Products and Services Process Efficiency 104725
10004 3.0 Market and Sell Products and Services 104733
10004 3.0 Market and Sell Products and Services 104734
10004 3.0 Market and Sell Products and Services 104735
10004 3.0 Market and Sell Products and Services 104736
10004 3.0 Market and Sell Products and Services 104737
10004 3.0 Market and Sell Products and Services 104738
Supplemental InformationSupplemental InformationSupplemental Information
Supplemental InformationSupplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 271 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10004 3.0 Market and Sell Products and Services 104739
10004 3.0 Market and Sell Products and Services 102341
10004 3.0 Market and Sell Products and Services 102343
10004 3.0 Market and Sell Products and Services 102345
10004 3.0 Market and Sell Products and Services 102347
10004 3.0 Market and Sell Products and Services 102349
10004 3.0 Market and Sell Products and Services 102351
10004 3.0 Market and Sell Products and Services 102353
10004 3.0 Market and Sell Products and Services 102355
10004 3.0 Market and Sell Products and Services 101926
10004 3.0 Market and Sell Products and Services 102288
10004 3.0 Market and Sell Products and Services 101831
10005 4.0 Deliver Products and Services Cost Effectiveness 100433
10005 4.0 Deliver Products and Services Cost Effectiveness 100784
Supplemental InformationSupplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Supplemental InformationSupplemental InformationSupplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 272 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10005 4.0 Deliver Products and Services Cost Effectiveness 104158
10005 4.0 Deliver Products and Services Cost Effectiveness 104161
10005 4.0 Deliver Products and Services Cost Effectiveness 104784
10005 4.0 Deliver Products and Services Cost Effectiveness 104853
10005 4.0 Deliver Products and Services Cost Effectiveness 104774
10005 4.0 Deliver Products and Services Cycle Time 103189
10005 4.0 Deliver Products and Services Cycle Time 10039510005 4.0 Deliver Products and Services Cycle Time 100496
10005 4.0 Deliver Products and Services Cycle Time 10065110005 4.0 Deliver Products and Services Cycle Time 100699
10005 4.0 Deliver Products and Services Process Efficiency 100715
10005 4.0 Deliver Products and Services Process Efficiency 100719
10005 4.0 Deliver Products and Services Process Efficiency 100468
10005 4.0 Deliver Products and Services Process Efficiency 103482
Copyright 2015 APQC and IBM 273 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10005 4.0 Deliver Products and Services Process Efficiency 101741
10005 4.0 Deliver Products and Services Process Efficiency 103148
10005 4.0 Deliver Products and Services Process Efficiency 103178
10005 4.0 Deliver Products and Services Process Efficiency 100076
10005 4.0 Deliver Products and Services Process Efficiency 100207
10005 4.0 Deliver Products and Services Process Efficiency 100210
10005 4.0 Deliver Products and Services Process Efficiency 100215
10005 4.0 Deliver Products and Services Staff Productivity 104775
10005 4.0 Deliver Products and Services 100789
10005 4.0 Deliver Products and Services 104252
10006 5.0 Manage Customer Service Cost Effectiveness 101512
10006 5.0 Manage Customer Service Cost Effectiveness 101585
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 274 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10006 5.0 Manage Customer Service Cost Effectiveness 101715
10006 5.0 Manage Customer Service Cost Effectiveness 103035
10006 5.0 Manage Customer Service Cost Effectiveness 103216
10006 5.0 Manage Customer Service Cost Effectiveness 103363
10006 5.0 Manage Customer Service Cost Effectiveness 103908
10006 5.0 Manage Customer Service Cost Effectiveness 103911
10006 5.0 Manage Customer Service Cost Effectiveness 103915
Copyright 2015 APQC and IBM 275 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10006 5.0 Manage Customer Service Cost Effectiveness 103919
10006 5.0 Manage Customer Service Cost Effectiveness 104547
10006 5.0 Manage Customer Service Cost Effectiveness 104548
10006 5.0 Manage Customer Service Cost Effectiveness 104549
10006 5.0 Manage Customer Service Cost Effectiveness 104550
Copyright 2015 APQC and IBM 276 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10006 5.0 Manage Customer Service Process Efficiency 101144
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103486
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103487
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103488
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103489
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103555
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103558
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103559
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103560
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103561
Copyright 2015 APQC and IBM 277 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103562
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103563
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103564
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103566
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104041
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104042
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104043
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100132
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100195
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100196
Copyright 2015 APQC and IBM 278 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100197
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104132
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104133
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104135
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104136
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104721
Copyright 2015 APQC and IBM 279 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104164
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104165
10007 6.0 Develop and Manage Human Capital Process Efficiency 101031
10007 6.0 Develop and Manage Human Capital Process Efficiency 101272
10007 6.0 Develop and Manage Human Capital Staff Productivity 101335
10007 6.0 Develop and Manage Human Capital Staff Productivity 101368
10007 6.0 Develop and Manage Human Capital Staff Productivity 101416
10007 6.0 Develop and Manage Human Capital Staff Productivity 100487
Copyright 2015 APQC and IBM 280 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10007 6.0 Develop and Manage Human Capital Staff Productivity 100943
10007 6.0 Develop and Manage Human Capital 100861
10007 6.0 Develop and Manage Human Capital 100028
10007 6.0 Develop and Manage Human Capital 100043
10007 6.0 Develop and Manage Human Capital 100045
10007 6.0 Develop and Manage Human Capital 100060
10007 6.0 Develop and Manage Human Capital 100082
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 281 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10007 6.0 Develop and Manage Human Capital 104154
10007 6.0 Develop and Manage Human Capital 104562
10007 6.0 Develop and Manage Human Capital 101435
10007 6.0 Develop and Manage Human Capital 101441
10007 6.0 Develop and Manage Human Capital 101873
10007 6.0 Develop and Manage Human Capital 101874
10007 6.0 Develop and Manage Human Capital 101875
10007 6.0 Develop and Manage Human Capital 101876
Supplemental Information
Supplemental InformationSupplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 282 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10007 6.0 Develop and Manage Human Capital 101877
10007 6.0 Develop and Manage Human Capital 101963
10007 6.0 Develop and Manage Human Capital 101964
10007 6.0 Develop and Manage Human Capital 101965
10007 6.0 Develop and Manage Human Capital 101966
10007 6.0 Develop and Manage Human Capital 101967
10007 6.0 Develop and Manage Human Capital 101968
10007 6.0 Develop and Manage Human Capital 101969
10007 6.0 Develop and Manage Human Capital 101970
10007 6.0 Develop and Manage Human Capital 101971
10007 6.0 Develop and Manage Human Capital 102081
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 283 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10007 6.0 Develop and Manage Human Capital 102301
10007 6.0 Develop and Manage Human Capital 102330
10007 6.0 Develop and Manage Human Capital 102618
10007 6.0 Develop and Manage Human Capital 103176
10007 6.0 Develop and Manage Human Capital 104114
10007 6.0 Develop and Manage Human Capital 104130
10008 7.0 Manage Information Technology Cost Effectiveness 100441
10008 7.0 Manage Information Technology Cost Effectiveness 100443
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 284 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10008 7.0 Manage Information Technology Cost Effectiveness 100445
10008 7.0 Manage Information Technology Cost Effectiveness 100798
10008 7.0 Manage Information Technology Cost Effectiveness 104095
10008 7.0 Manage Information Technology Cost Effectiveness 104100
10008 7.0 Manage Information Technology Cost Effectiveness 104103
10008 7.0 Manage Information Technology Cost Effectiveness 104105
10008 7.0 Manage Information Technology Cost Effectiveness 104109
10008 7.0 Manage Information Technology Cost Effectiveness 104494
10008 7.0 Manage Information Technology Cost Effectiveness 104641
Copyright 2015 APQC and IBM 285 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10008 7.0 Manage Information Technology Cost Effectiveness 104661
10008 7.0 Manage Information Technology Cost Effectiveness 104771
10008 7.0 Manage Information Technology Cost Effectiveness 104772
10008 7.0 Manage Information Technology Cost Effectiveness 104773
10008 7.0 Manage Information Technology Cycle Time 103395
10008 7.0 Manage Information Technology Cycle Time 103397
10008 7.0 Manage Information Technology Cycle Time 103400
10008 7.0 Manage Information Technology Cycle Time 103403
10008 7.0 Manage Information Technology Cycle Time 103405
10008 7.0 Manage Information Technology Cycle Time 103407
Copyright 2015 APQC and IBM 286 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10008 7.0 Manage Information Technology Cycle Time 103419
10008 7.0 Manage Information Technology Cycle Time 103421
10008 7.0 Manage Information Technology Cycle Time 103424
10008 7.0 Manage Information Technology Cycle Time 103427
10008 7.0 Manage Information Technology Cycle Time 103429
10008 7.0 Manage Information Technology Cycle Time 103431
10008 7.0 Manage Information Technology Process Efficiency 100970
Copyright 2015 APQC and IBM 287 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10008 7.0 Manage Information Technology Process Efficiency 100972
10008 7.0 Manage Information Technology Process Efficiency 100974
10008 7.0 Manage Information Technology Process Efficiency 101241
Copyright 2015 APQC and IBM 288 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10008 7.0 Manage Information Technology Process Efficiency 100940
10008 7.0 Manage Information Technology Staff Productivity 101295
10008 7.0 Manage Information Technology 101770
10008 7.0 Manage Information Technology 102723
10008 7.0 Manage Information Technology 102725
10008 7.0 Manage Information Technology 102727
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 289 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10008 7.0 Manage Information Technology 100957
10008 7.0 Manage Information Technology 104625
10008 7.0 Manage Information Technology 104626
10017 1.1.1 Assess the external environment 101747
10064 2.2.3 Define product/service development requirements Cost Effectiveness 101489
10064 2.2.3 Define product/service development requirements Cost Effectiveness 101620
10064 2.2.3 Define product/service development requirements Cost Effectiveness 101692
10064 2.2.3 Define product/service development requirements Cost Effectiveness 102926
10064 2.2.3 Define product/service development requirements Cost Effectiveness 103284
10064 2.2.3 Define product/service development requirements Cost Effectiveness 103683
10064 2.2.3 Define product/service development requirements Cost Effectiveness 103691
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 290 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10064 2.2.3 Define product/service development requirements Process Efficiency 101028
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 101478
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 101481
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 101547
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 101615
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 101680
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 101681
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 102892
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 102895
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 103252
Copyright 2015 APQC and IBM 291 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10080 2.3.1 Design and prototype aircraft Cost Effectiveness 103253
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 103616
10080 2.3.1 Design and prototype aircraft Cost Effectiveness 103617
10080 2.3.1 Design and prototype aircraft Process Efficiency 100996
10081 2.3.3 Cost Effectiveness 101517
10081 2.3.3 Cost Effectiveness 101519
10081 2.3.3 Cost Effectiveness 101521
10081 2.3.3 Cost Effectiveness 101589
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Copyright 2015 APQC and IBM 292 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10081 2.3.3 Cost Effectiveness 101591
10081 2.3.3 Cost Effectiveness 101631
10081 2.3.3 Cost Effectiveness 101720
10081 2.3.3 Cost Effectiveness 101722
10081 2.3.3 Cost Effectiveness 101724
10081 2.3.3 Cost Effectiveness 103040
10081 2.3.3 Cost Effectiveness 103042
10081 2.3.3 Cost Effectiveness 103044
10081 2.3.3 Cost Effectiveness 103370
10081 2.3.3 Cost Effectiveness 103372
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Copyright 2015 APQC and IBM 293 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10081 2.3.3 Cost Effectiveness 103926
10081 2.3.3 Cost Effectiveness 103929
10081 2.3.3 Process Efficiency 101150
10101 3.1 Understand markets, customers, and capabilities 104740
10101 3.1 Understand markets, customers, and capabilities 104741
10101 3.1 Understand markets, customers, and capabilities 104742
10101 3.1 Understand markets, customers, and capabilities 104743
10101 3.1 Understand markets, customers, and capabilities 104744
10105 3.6 Develop and manage sales plans Process Efficiency 100213
10105 3.6 Develop and manage sales plans 102530
Test market for new or revised products and services
Test market for new or revised products and services
Test market for new or revised products and services
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 294 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104751
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
10149 3.2.2 Establish marketing budgets Cost Effectiveness 100025
10149 3.2.2 Establish marketing budgets Cost Effectiveness 100859
10150 3.2.3 Develop and manage media Cycle Time 104637
10150 3.2.3 Develop and manage media 104635
10151 3.2.4 Develop and manage pricing Cost Effectiveness 104639
10153 3.2.6 Track customer management measures 104631
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 295 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10183 3.6.2 Manage customers and accounts 104763
10184 3.6.4 Manage customer sales Cycle Time 104636
10184 3.6.4 Manage customer sales Process Efficiency 102339
10184 3.6.4 Manage customer sales Process Efficiency 102456
10184 3.6.4 Manage customer sales Staff Productivity 104769
10184 3.6.4 Manage customer sales 104638
10184 3.6.4 Manage customer sales 104764
10185 3.6.6 Manage sales orders Cost Effectiveness 100126
10185 3.6.6 Manage sales orders Cost Effectiveness 100129
10185 3.6.6 Manage sales orders Cost Effectiveness 100134
10185 3.6.6 Manage sales orders Cost Effectiveness 100136
10185 3.6.6 Manage sales orders Cost Effectiveness 100138
Supplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 296 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders Cost Effectiveness 100505
Copyright 2015 APQC and IBM 297 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders Cost Effectiveness 101460
10185 3.6.6 Manage sales orders Cost Effectiveness 101485
10185 3.6.6 Manage sales orders Cost Effectiveness 101495
Copyright 2015 APQC and IBM 298 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders Cost Effectiveness 101535
10185 3.6.6 Manage sales orders Cost Effectiveness 101550
10185 3.6.6 Manage sales orders Cost Effectiveness 101623
10185 3.6.6 Manage sales orders Cost Effectiveness 101639
Copyright 2015 APQC and IBM 299 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders Cost Effectiveness 101661
10185 3.6.6 Manage sales orders Cost Effectiveness 101688
10185 3.6.6 Manage sales orders Cost Effectiveness 101698
10185 3.6.6 Manage sales orders Cost Effectiveness 101726
Copyright 2015 APQC and IBM 300 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders Cost Effectiveness 104800
10185 3.6.6 Manage sales orders Cost Effectiveness 104801
10185 3.6.6 Manage sales orders Cost Effectiveness 102853
10185 3.6.6 Manage sales orders Cost Effectiveness 102914
Copyright 2015 APQC and IBM 301 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders Cost Effectiveness 102947
10185 3.6.6 Manage sales orders Cost Effectiveness 102948
10185 3.6.6 Manage sales orders Cost Effectiveness 103276
10185 3.6.6 Manage sales orders Cost Effectiveness 103497
10185 3.6.6 Manage sales orders Cost Effectiveness 103498
Copyright 2015 APQC and IBM 302 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders Cost Effectiveness 103520
10185 3.6.6 Manage sales orders Cost Effectiveness 103523
10185 3.6.6 Manage sales orders Cost Effectiveness 103527
Copyright 2015 APQC and IBM 303 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders Cost Effectiveness 103532
10185 3.6.6 Manage sales orders Cost Effectiveness 103656
10185 3.6.6 Manage sales orders Cost Effectiveness 103660
10185 3.6.6 Manage sales orders Cost Effectiveness 103664
10185 3.6.6 Manage sales orders Cost Effectiveness 103693
10185 3.6.6 Manage sales orders Cost Effectiveness 103988
10185 3.6.6 Manage sales orders Cost Effectiveness 104153
10185 3.6.6 Manage sales orders Cycle Time 100170
Copyright 2015 APQC and IBM 304 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders Process Efficiency 101799
10185 3.6.6 Manage sales orders Process Efficiency 101800
10185 3.6.6 Manage sales orders Process Efficiency 100976
10185 3.6.6 Manage sales orders Process Efficiency 101014
10185 3.6.6 Manage sales orders Process Efficiency 102588
10185 3.6.6 Manage sales orders Process Efficiency 102101
10185 3.6.6 Manage sales orders Process Efficiency 102552
10185 3.6.6 Manage sales orders Process Efficiency 102560
10185 3.6.6 Manage sales orders Process Efficiency 102563
Copyright 2015 APQC and IBM 305 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders Process Efficiency 102566
10185 3.6.6 Manage sales orders Process Efficiency 100731
10185 3.6.6 Manage sales orders Process Efficiency 102743
10185 3.6.6 Manage sales orders Process Efficiency 102827
10185 3.6.6 Manage sales orders Process Efficiency 104195
10185 3.6.6 Manage sales orders Process Efficiency 104640
10185 3.6.6 Manage sales orders Staff Productivity 102529
10185 3.6.6 Manage sales orders Staff Productivity 101404
10185 3.6.6 Manage sales orders Staff Productivity 101410
10185 3.6.6 Manage sales orders 102008
10185 3.6.6 Manage sales orders 102531
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 306 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders 102533
10185 3.6.6 Manage sales orders 102535
10185 3.6.6 Manage sales orders 102537
10185 3.6.6 Manage sales orders 102539
10185 3.6.6 Manage sales orders 102541
10185 3.6.6 Manage sales orders 102543
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 307 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders 102545
10185 3.6.6 Manage sales orders 100772
10185 3.6.6 Manage sales orders 100773
10185 3.6.6 Manage sales orders 102568
10185 3.6.6 Manage sales orders 102708
10185 3.6.6 Manage sales orders 102712
10185 3.6.6 Manage sales orders 100675
10185 3.6.6 Manage sales orders 100676
10185 3.6.6 Manage sales orders 100685
10185 3.6.6 Manage sales orders 100686
10185 3.6.6 Manage sales orders 104745
10185 3.6.6 Manage sales orders 104746
10185 3.6.6 Manage sales orders 104747
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 308 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders 104748
10185 3.6.6 Manage sales orders 104749
10185 3.6.6 Manage sales orders 104750
10185 3.6.6 Manage sales orders 104802
10185 3.6.6 Manage sales orders 104803
10185 3.6.6 Manage sales orders 104804
10185 3.6.6 Manage sales orders 104805
10185 3.6.6 Manage sales orders 104352
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 309 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10185 3.6.6 Manage sales orders 104527
10186 3.6.7 Manage sales force Staff Productivity 104632
10186 3.6.7 Manage sales force Staff Productivity 10463410215 4.1 Plan for and align supply chain resources Cost Effectiveness 100788
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 103210
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 104779
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104785
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104788
Supplemental Information
Copyright 2015 APQC and IBM 310 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104794
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104795
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104796
Copyright 2015 APQC and IBM 311 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104797
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 Process Efficiency 100737
Copyright 2015 APQC and IBM 312 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10215 4.1 Plan for and align supply chain resources Process Efficiency 104194
10215 4.1 Plan for and align supply chain resources Process Efficiency 104175
10215 4.1 Plan for and align supply chain resources Staff Productivity 104193
10215 4.1 Plan for and align supply chain resources Staff Productivity 101218
10215 4.1 Plan for and align supply chain resources 100687
10216 4.2 Procure materials and services Cost Effectiveness 103387
10216 4.2 Procure materials and services Cost Effectiveness 103993
10216 4.2 Procure materials and services Cost Effectiveness 103994
Supplemental Information
Copyright 2015 APQC and IBM 313 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10216 4.2 Procure materials and services Cost Effectiveness 103997
10216 4.2 Procure materials and services Cost Effectiveness 103998
10216 4.2 Procure materials and services Cost Effectiveness 104002
10216 4.2 Procure materials and services Cost Effectiveness 104004
10216 4.2 Procure materials and services Cost Effectiveness 104005
10216 4.2 Procure materials and services Cost Effectiveness 104780
10216 4.2 Procure materials and services Cost Effectiveness 104789
10216 4.2 Procure materials and services Cycle Time 103094
Copyright 2015 APQC and IBM 314 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10216 4.2 Procure materials and services Cycle Time 10064210216 4.2 Procure materials and services Cycle Time 100322
10216 4.2 Procure materials and services Process Efficiency 100385
10216 4.2 Procure materials and services Process Efficiency 101214
10216 4.2 Procure materials and services Process Efficiency 101768
10216 4.2 Procure materials and services Process Efficiency 101861
10216 4.2 Procure materials and services Process Efficiency 102415
10216 4.2 Procure materials and services Process Efficiency 102419
10216 4.2 Procure materials and services Process Efficiency 102422
10216 4.2 Procure materials and services Process Efficiency 102426
10216 4.2 Procure materials and services Process Efficiency 102428
Copyright 2015 APQC and IBM 315 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10216 4.2 Procure materials and services Process Efficiency 102450
10216 4.2 Procure materials and services Process Efficiency 102452
10216 4.2 Procure materials and services Process Efficiency 102454
10216 4.2 Procure materials and services Process Efficiency 102648
10216 4.2 Procure materials and services Process Efficiency 103199
10216 4.2 Procure materials and services Process Efficiency 104251
10216 4.2 Procure materials and services Process Efficiency 104118
10216 4.2 Procure materials and services Process Efficiency 102703
Copyright 2015 APQC and IBM 316 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10216 4.2 Procure materials and services Process Efficiency 102705
10216 4.2 Procure materials and services Process Efficiency 102822
10216 4.2 Procure materials and services Process Efficiency 102430
10216 4.2 Procure materials and services Staff Productivity 104117
10216 4.2 Procure materials and services Staff Productivity 104129
Copyright 2015 APQC and IBM 317 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10216 4.2 Procure materials and services Staff Productivity 104139
10216 4.2 Procure materials and services 104199
10216 4.2 Procure materials and services 104724
10216 4.2 Procure materials and services 102716
10216 4.2 Procure materials and services 102746
10216 4.2 Procure materials and services 102750
10216 4.2 Procure materials and services 102754
10216 4.2 Procure materials and services 102758
10216 4.2 Procure materials and services 102762
Supplemental InformationSupplemental InformationSupplemental Information
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Copyright 2015 APQC and IBM 318 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10216 4.2 Procure materials and services 102766
10216 4.2 Procure materials and services 102770
10216 4.2 Procure materials and services 102774
10216 4.2 Procure materials and services 102778
10216 4.2 Procure materials and services 102804
10216 4.2 Procure materials and services 102659
10216 4.2 Procure materials and services 102663
10216 4.2 Procure materials and services 102665
10216 4.2 Procure materials and services 102669
10216 4.2 Procure materials and services 102671
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Supplemental InformationSupplemental Information
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Copyright 2015 APQC and IBM 319 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10216 4.2 Procure materials and services 102432
10216 4.2 Procure materials and services 102435
10216 4.2 Procure materials and services 102438
10216 4.2 Procure materials and services 102441
10216 4.2 Procure materials and services 102444
10216 4.2 Procure materials and services 102447
10216 4.2 Procure materials and services 102424
10216 4.2 Procure materials and services 101867
10216 4.2 Procure materials and services 102404
10216 4.2 Procure materials and services 102405
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Copyright 2015 APQC and IBM 320 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10216 4.2 Procure materials and services 102406
10216 4.2 Procure materials and services 100673
10216 4.2 Procure materials and services 100774
10216 4.2 Procure materials and services 104895
10216 4.2 Procure materials and services 104896
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 100851
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 100860
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 101735
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 100820
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 103169
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 104010
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Copyright 2015 APQC and IBM 321 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 104781
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 104786
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 104790
10217 4.3 Produce/Manufacture/Deliver product Cycle Time 100690
10217 4.3 Produce/Manufacture/Deliver product Cycle Time 10069710217 4.3 Produce/Manufacture/Deliver product Process Efficiency 100790
10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 100104
10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 100668
10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 100821
10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 101936
10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 102737
10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 103113
Copyright 2015 APQC and IBM 322 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 104217
10217 4.3 Produce/Manufacture/Deliver product Staff Productivity 104202
10218 4.4 Deliver service to customer Cost Effectiveness 104782
10218 4.4 Deliver service to customer Cost Effectiveness 104787
10218 4.4 Deliver service to customer Cost Effectiveness 104791
10219 4.5 Manage logistics and warehousing Cost Effectiveness 103505
10219 4.5 Manage logistics and warehousing Cost Effectiveness 103506
10219 4.5 Manage logistics and warehousing Cost Effectiveness 103509
Copyright 2015 APQC and IBM 323 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10219 4.5 Manage logistics and warehousing Cost Effectiveness 103511
10219 4.5 Manage logistics and warehousing Cost Effectiveness 104111
10219 4.5 Manage logistics and warehousing Cost Effectiveness 104777
10219 4.5 Manage logistics and warehousing Cost Effectiveness 104778
10219 4.5 Manage logistics and warehousing Cost Effectiveness 104783
10219 4.5 Manage logistics and warehousing Cost Effectiveness 104792
10219 4.5 Manage logistics and warehousing Cost Effectiveness 104793
10219 4.5 Manage logistics and warehousing Cycle Time 100509
10219 4.5 Manage logistics and warehousing Process Efficiency 100706
10219 4.5 Manage logistics and warehousing Process Efficiency 100097
10219 4.5 Manage logistics and warehousing Process Efficiency 100422
Copyright 2015 APQC and IBM 324 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10219 4.5 Manage logistics and warehousing Process Efficiency 100756
10219 4.5 Manage logistics and warehousing Process Efficiency 100759
10219 4.5 Manage logistics and warehousing Process Efficiency 100762
10219 4.5 Manage logistics and warehousing Process Efficiency 100765
10219 4.5 Manage logistics and warehousing Process Efficiency 101221
10219 4.5 Manage logistics and warehousing Process Efficiency 101878
10219 4.5 Manage logistics and warehousing Process Efficiency 101880
10219 4.5 Manage logistics and warehousing Process Efficiency 101882
10219 4.5 Manage logistics and warehousing Process Efficiency 101884
Copyright 2015 APQC and IBM 325 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10219 4.5 Manage logistics and warehousing Process Efficiency 101886
10219 4.5 Manage logistics and warehousing Process Efficiency 101888
10219 4.5 Manage logistics and warehousing Process Efficiency 101890
10219 4.5 Manage logistics and warehousing Process Efficiency 101892
10219 4.5 Manage logistics and warehousing Process Efficiency 101894
10219 4.5 Manage logistics and warehousing Process Efficiency 101896
10219 4.5 Manage logistics and warehousing Process Efficiency 101898
10219 4.5 Manage logistics and warehousing Process Efficiency 101900
10219 4.5 Manage logistics and warehousing Process Efficiency 101940
10219 4.5 Manage logistics and warehousing Process Efficiency 102362
10219 4.5 Manage logistics and warehousing Process Efficiency 102586
10219 4.5 Manage logistics and warehousing Process Efficiency 102625
10219 4.5 Manage logistics and warehousing Process Efficiency 102645
10219 4.5 Manage logistics and warehousing Process Efficiency 103097
10219 4.5 Manage logistics and warehousing Process Efficiency 103099
Copyright 2015 APQC and IBM 326 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10219 4.5 Manage logistics and warehousing Process Efficiency 103101
10219 4.5 Manage logistics and warehousing Process Efficiency 103103
10219 4.5 Manage logistics and warehousing Process Efficiency 103105
10219 4.5 Manage logistics and warehousing Process Efficiency 103107
10219 4.5 Manage logistics and warehousing Process Efficiency 103109
10219 4.5 Manage logistics and warehousing Process Efficiency 103111
10219 4.5 Manage logistics and warehousing 100744
10219 4.5 Manage logistics and warehousing 100747
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 327 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10219 4.5 Manage logistics and warehousing 100750
10219 4.5 Manage logistics and warehousing 100753
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 102904
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 102908
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103266
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103271
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103644
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103650
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104471
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 328 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104472
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104473
10277 4.2.1 Develop sourcing strategies Process Efficiency 100666
10277 4.2.1 Develop sourcing strategies Process Efficiency 101008
10277 4.2.1 Develop sourcing strategies Process Efficiency 101011
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103353
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103358
Copyright 2015 APQC and IBM 329 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103895
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103901
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104477
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104478
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104479
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103025
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103029
Copyright 2015 APQC and IBM 330 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 103171
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 104250
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 101138
10279 4.2.5 Order materials and services Cost Effectiveness 102978
10279 4.2.5 Order materials and services Cost Effectiveness 102979
10279 4.2.5 Order materials and services Cost Effectiveness 103321
10279 4.2.5 Order materials and services Cost Effectiveness 103323
10279 4.2.5 Order materials and services Cost Effectiveness 103790
Copyright 2015 APQC and IBM 331 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10279 4.2.5 Order materials and services Cost Effectiveness 103791
10279 4.2.5 Order materials and services Cost Effectiveness 103797
10279 4.2.5 Order materials and services Cost Effectiveness 103799
10279 4.2.5 Order materials and services Cost Effectiveness 104474
10279 4.2.5 Order materials and services Cost Effectiveness 104475
10279 4.2.5 Order materials and services Cost Effectiveness 104476
10279 4.2.5 Order materials and services Cycle Time 100639
10279 4.2.5 Order materials and services Cycle Time 104915
10279 4.2.5 Order materials and services Cycle Time 104916
Copyright 2015 APQC and IBM 332 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10279 4.2.5 Order materials and services Process Efficiency 101455
10279 4.2.5 Order materials and services Process Efficiency 101071
10279 4.2.5 Order materials and services Process Efficiency 101074
10279 4.2.5 Order materials and services Staff Productivity 101391
10279 4.2.5 Order materials and services Staff Productivity 101393
10279 4.2.5 Order materials and services 104897
10279 4.2.5 Order materials and services 104898
10279 4.2.5 Order materials and services 104899
10279 4.2.5 Order materials and services 104900
Supplemental InformationSupplemental InformationSupplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 333 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10279 4.2.5 Order materials and services 104901
10279 4.2.5 Order materials and services 104902
10279 4.2.5 Order materials and services 104903
10279 4.2.5 Order materials and services 104905
10279 4.2.5 Order materials and services 104906
10279 4.2.5 Order materials and services 104907
10279 4.2.5 Order materials and services 104908
10279 4.2.5 Order materials and services 104909
10279 4.2.5 Order materials and services 104910
10279 4.2.5 Order materials and services 104911
10279 4.2.5 Order materials and services 104912
10279 4.2.5 Order materials and services 104913
Supplemental Information
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Supplemental InformationSupplemental InformationSupplemental Information
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Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 334 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10279 4.2.5 Order materials and services 104914
10279 4.2.5 Order materials and services 104917
10279 4.2.5 Order materials and services 104918
10279 4.2.5 Order materials and services 104919
10279 4.2.5 Order materials and services 104920
10279 4.2.5 Order materials and services 104921
10280 4.2.7 Manage suppliers Cost Effectiveness 102863
10280 4.2.7 Manage suppliers Cost Effectiveness 102867
10280 4.2.7 Manage suppliers Cost Effectiveness 103224
10280 4.2.7 Manage suppliers Cost Effectiveness 103229
10280 4.2.7 Manage suppliers Cost Effectiveness 103568
10280 4.2.7 Manage suppliers Cost Effectiveness 103572
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 335 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10280 4.2.7 Manage suppliers Cost Effectiveness 104480
10280 4.2.7 Manage suppliers Cost Effectiveness 104481
10280 4.2.7 Manage suppliers Cost Effectiveness 104482
10280 4.2.7 Manage suppliers Process Efficiency 104840
10280 4.2.7 Manage suppliers Process Efficiency 100102
10280 4.2.7 Manage suppliers Process Efficiency 100985
10280 4.2.7 Manage suppliers Process Efficiency 100988
10338 4.5.1 Define logistics strategy Cost Effectiveness 101470
Copyright 2015 APQC and IBM 336 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10338 4.5.1 Define logistics strategy Cost Effectiveness 101542
10338 4.5.1 Define logistics strategy Cost Effectiveness 101673
10338 4.5.1 Define logistics strategy Cost Effectiveness 102880
10338 4.5.1 Define logistics strategy Cost Effectiveness 103241
10338 4.5.1 Define logistics strategy Cost Effectiveness 103600
10338 4.5.1 Define logistics strategy Cost Effectiveness 103606
10338 4.5.1 Define logistics strategy Process Efficiency 100648
10338 4.5.1 Define logistics strategy Process Efficiency 101224
Copyright 2015 APQC and IBM 337 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10339 4.5.2 Plan and manage inbound material flow Cost Effectiveness 101510
10339 4.5.2 Plan and manage inbound material flow Cost Effectiveness 101578
10339 4.5.2 Plan and manage inbound material flow Cost Effectiveness 101713
10339 4.5.2 Plan and manage inbound material flow Cost Effectiveness 102994
10339 4.5.2 Plan and manage inbound material flow Cost Effectiveness 103333
10339 4.5.2 Plan and manage inbound material flow Cost Effectiveness 103819
10339 4.5.2 Plan and manage inbound material flow Cost Effectiveness 103822
10339 4.5.2 Plan and manage inbound material flow Process Efficiency 103075
Copyright 2015 APQC and IBM 338 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10339 4.5.2 Plan and manage inbound material flow Process Efficiency 101235
10340 4.5.3 Operate warehousing Cost Effectiveness 102975
10340 4.5.3 Operate warehousing Cost Effectiveness 101507
10340 4.5.3 Operate warehousing Cost Effectiveness 101571
10340 4.5.3 Operate warehousing Cost Effectiveness 101710
10340 4.5.3 Operate warehousing Cost Effectiveness 103319
10340 4.5.3 Operate warehousing Cost Effectiveness 103780
10340 4.5.3 Operate warehousing Cost Effectiveness 103781
10340 4.5.3 Operate warehousing Cost Effectiveness 103784
10340 4.5.3 Operate warehousing Cost Effectiveness 103788
10340 4.5.3 Operate warehousing Cycle Time 103072
Copyright 2015 APQC and IBM 339 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10340 4.5.3 Operate warehousing Cycle Time 100677
10340 4.5.3 Operate warehousing Process Efficiency 100712
10340 4.5.3 Operate warehousing Process Efficiency 100781
10340 4.5.3 Operate warehousing Process Efficiency 100792
10340 4.5.3 Operate warehousing Process Efficiency 101231
10340 4.5.3 Operate warehousing Process Efficiency 101439
10340 4.5.3 Operate warehousing Process Efficiency 101445
10340 4.5.3 Operate warehousing Process Efficiency 101450
10340 4.5.3 Operate warehousing Process Efficiency 103181
10340 4.5.3 Operate warehousing Process Efficiency 102628
10340 4.5.3 Operate warehousing Process Efficiency 100011
10340 4.5.3 Operate warehousing Process Efficiency 104172
Copyright 2015 APQC and IBM 340 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10340 4.5.3 Operate warehousing Staff Productivity 100882
10340 4.5.3 Operate warehousing Staff Productivity 100888
10340 4.5.3 Operate warehousing 102067
10341 4.5.4 Operate outbound transportation Cost Effectiveness 100739
10341 4.5.4 Operate outbound transportation Cost Effectiveness 100742
10341 4.5.4 Operate outbound transportation Cost Effectiveness 101505
10341 4.5.4 Operate outbound transportation Cost Effectiveness 101569
10341 4.5.4 Operate outbound transportation Cost Effectiveness 101708
10341 4.5.4 Operate outbound transportation Cost Effectiveness 102972
Supplemental Information
Copyright 2015 APQC and IBM 341 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10341 4.5.4 Operate outbound transportation Cost Effectiveness 103083
10341 4.5.4 Operate outbound transportation Cost Effectiveness 103317
10341 4.5.4 Operate outbound transportation Cost Effectiveness 103770
10341 4.5.4 Operate outbound transportation Cost Effectiveness 103771
10341 4.5.4 Operate outbound transportation Cost Effectiveness 103774
10341 4.5.4 Operate outbound transportation Cost Effectiveness 103778
10341 4.5.4 Operate outbound transportation Cycle Time 100520
10341 4.5.4 Operate outbound transportation Process Efficiency 102597
10341 4.5.4 Operate outbound transportation Process Efficiency 102600
10341 4.5.4 Operate outbound transportation Process Efficiency 102832
10341 4.5.4 Operate outbound transportation Process Efficiency 102082
10341 4.5.4 Operate outbound transportation Process Efficiency 102357
10341 4.5.4 Operate outbound transportation Process Efficiency 102366
Copyright 2015 APQC and IBM 342 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10341 4.5.4 Operate outbound transportation Process Efficiency 102375
10341 4.5.4 Operate outbound transportation Process Efficiency 102573
10341 4.5.4 Operate outbound transportation Process Efficiency 101227
10341 4.5.4 Operate outbound transportation Process Efficiency 101437
10341 4.5.4 Operate outbound transportation Process Efficiency 100004
10341 4.5.4 Operate outbound transportation 102592
10341 4.5.4 Operate outbound transportation 103081
10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 102959
10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 103306
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 343 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 103743
10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 103747
10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 103751
10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 103755
10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 101500
10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 101564
10342 4.5.5 Manage returns; manage reverse logistics Cost Effectiveness 101702
10342 4.5.5 Manage returns; manage reverse logistics Cycle Time 10315510342 4.5.5 Manage returns; manage reverse logistics Process Efficiency 102828
10342 4.5.5 Manage returns; manage reverse logistics Process Efficiency 104208
10342 4.5.5 Manage returns; manage reverse logistics Process Efficiency 101063
Copyright 2015 APQC and IBM 344 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10342 4.5.5 Manage returns; manage reverse logistics Process Efficiency 101913
10342 4.5.5 Manage returns; manage reverse logistics Process Efficiency 102266
10342 4.5.5 Manage returns; manage reverse logistics 102467
10342 4.5.5 Manage returns; manage reverse logistics 102470
10342 4.5.5 Manage returns; manage reverse logistics 102473
10342 4.5.5 Manage returns; manage reverse logistics 102476
10342 4.5.5 Manage returns; manage reverse logistics 102479
10342 4.5.5 Manage returns; manage reverse logistics 102482
10342 4.5.5 Manage returns; manage reverse logistics 102485
10342 4.5.5 Manage returns; manage reverse logistics 102488
10342 4.5.5 Manage returns; manage reverse logistics 102492
10342 4.5.5 Manage returns; manage reverse logistics 102496
10342 4.5.5 Manage returns; manage reverse logistics 102500
10342 4.5.5 Manage returns; manage reverse logistics 102503
10342 4.5.5 Manage returns; manage reverse logistics 102506
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 345 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10342 4.5.5 Manage returns; manage reverse logistics 102509
10342 4.5.5 Manage returns; manage reverse logistics 102513
10342 4.5.5 Manage returns; manage reverse logistics 102517
10342 4.5.5 Manage returns; manage reverse logistics 102521
10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 101465
10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 101538
10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 101668
10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 102873
10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 103234
10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 103581
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 346 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 103585
10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 103589
10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 103593
10378 5.1 Develop customer care/customer service strategy Process Efficiency 100992
10378 5.1 Develop customer care/customer service strategy 104538
10379 5.2 Plan and manage customer service operations Cost Effectiveness 100012
10379 5.2 Plan and manage customer service operations Cost Effectiveness 100401
Supplemental Information
Copyright 2015 APQC and IBM 347 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations Cost Effectiveness 100403
10379 5.2 Plan and manage customer service operations Cost Effectiveness 100409
10379 5.2 Plan and manage customer service operations Cost Effectiveness 100410
10379 5.2 Plan and manage customer service operations Cost Effectiveness 100411
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101523
Copyright 2015 APQC and IBM 348 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations Cost Effectiveness 101526
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101527
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101609
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101633
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101634
Copyright 2015 APQC and IBM 349 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations Cost Effectiveness 101635
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101636
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101640
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101641
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101642
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101729
Copyright 2015 APQC and IBM 350 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations Cost Effectiveness 101730
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101756
10379 5.2 Plan and manage customer service operations Cost Effectiveness 101757
10379 5.2 Plan and manage customer service operations Cost Effectiveness 104152
10379 5.2 Plan and manage customer service operations Cost Effectiveness 104502
10379 5.2 Plan and manage customer service operations Cost Effectiveness 103727
10379 5.2 Plan and manage customer service operations Cost Effectiveness 103931
10379 5.2 Plan and manage customer service operations Cost Effectiveness 102932
Copyright 2015 APQC and IBM 351 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations Cost Effectiveness 102946
10379 5.2 Plan and manage customer service operations Cost Effectiveness 103046
10379 5.2 Plan and manage customer service operations Cost Effectiveness 103047
10379 5.2 Plan and manage customer service operations Cost Effectiveness 103048
10379 5.2 Plan and manage customer service operations Cost Effectiveness 103049
Copyright 2015 APQC and IBM 352 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations Cost Effectiveness 103050
10379 5.2 Plan and manage customer service operations Cycle Time 103145
10379 5.2 Plan and manage customer service operations Cycle Time 103146
10379 5.2 Plan and manage customer service operations Cycle Time 103147
10379 5.2 Plan and manage customer service operations Cycle Time 103463
10379 5.2 Plan and manage customer service operations Cycle Time 104514
10379 5.2 Plan and manage customer service operations Cycle Time 100124
10379 5.2 Plan and manage customer service operations Cycle Time 100321
10379 5.2 Plan and manage customer service operations Process Efficiency 100389
10379 5.2 Plan and manage customer service operations Process Efficiency 100392
10379 5.2 Plan and manage customer service operations Process Efficiency 100393
10379 5.2 Plan and manage customer service operations Process Efficiency 100394
10379 5.2 Plan and manage customer service operations Process Efficiency 100320
10379 5.2 Plan and manage customer service operations Process Efficiency 100020
Copyright 2015 APQC and IBM 353 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations Process Efficiency 100729
10379 5.2 Plan and manage customer service operations Process Efficiency 100780
10379 5.2 Plan and manage customer service operations Process Efficiency 100898
10379 5.2 Plan and manage customer service operations Process Efficiency 101194
10379 5.2 Plan and manage customer service operations Process Efficiency 101852
10379 5.2 Plan and manage customer service operations Process Efficiency 104512
10379 5.2 Plan and manage customer service operations Process Efficiency 104513
Copyright 2015 APQC and IBM 354 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations Process Efficiency 104192
10379 5.2 Plan and manage customer service operations Process Efficiency 104561
10379 5.2 Plan and manage customer service operations Process Efficiency 103118
10379 5.2 Plan and manage customer service operations Process Efficiency 101857
10379 5.2 Plan and manage customer service operations Process Efficiency 102100
10379 5.2 Plan and manage customer service operations Process Efficiency 102129
10379 5.2 Plan and manage customer service operations Process Efficiency 102603
10379 5.2 Plan and manage customer service operations Process Efficiency 102604
10379 5.2 Plan and manage customer service operations Process Efficiency 102605
10379 5.2 Plan and manage customer service operations Process Efficiency 102721
10379 5.2 Plan and manage customer service operations Process Efficiency 102722
Copyright 2015 APQC and IBM 355 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations Process Efficiency 102792
10379 5.2 Plan and manage customer service operations Process Efficiency 101859
10379 5.2 Plan and manage customer service operations Process Efficiency 101860
10379 5.2 Plan and manage customer service operations Process Efficiency 101910
10379 5.2 Plan and manage customer service operations Process Efficiency 101911
10379 5.2 Plan and manage customer service operations Process Efficiency 102103
10379 5.2 Plan and manage customer service operations Process Efficiency 102104
10379 5.2 Plan and manage customer service operations Staff Productivity 104121
10379 5.2 Plan and manage customer service operations Staff Productivity 104123
Copyright 2015 APQC and IBM 356 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations 104520
10379 5.2 Plan and manage customer service operations 104521
10379 5.2 Plan and manage customer service operations 104522
10379 5.2 Plan and manage customer service operations 104523
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 357 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations 104524
10379 5.2 Plan and manage customer service operations 104525
10379 5.2 Plan and manage customer service operations 104526
10379 5.2 Plan and manage customer service operations 104532
10379 5.2 Plan and manage customer service operations 104533
10379 5.2 Plan and manage customer service operations 104534
10379 5.2 Plan and manage customer service operations 104535
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 358 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations 104536
10379 5.2 Plan and manage customer service operations 104537
10379 5.2 Plan and manage customer service operations 104542
10379 5.2 Plan and manage customer service operations 104543
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 359 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations 104544
10379 5.2 Plan and manage customer service operations 104545
10379 5.2 Plan and manage customer service operations 104546
10379 5.2 Plan and manage customer service operations 102105
10379 5.2 Plan and manage customer service operations 102106
10379 5.2 Plan and manage customer service operations 102107
10379 5.2 Plan and manage customer service operations 102108
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 360 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations 102109
10379 5.2 Plan and manage customer service operations 102110
10379 5.2 Plan and manage customer service operations 102111
10379 5.2 Plan and manage customer service operations 102091
10379 5.2 Plan and manage customer service operations 102092
10379 5.2 Plan and manage customer service operations 102093
10379 5.2 Plan and manage customer service operations 102094
10379 5.2 Plan and manage customer service operations 102095
10379 5.2 Plan and manage customer service operations 102096
10379 5.2 Plan and manage customer service operations 102097
10379 5.2 Plan and manage customer service operations 102098
10379 5.2 Plan and manage customer service operations 102099
Supplemental Information
Supplemental InformationSupplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 361 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10379 5.2 Plan and manage customer service operations 102102
10379 5.2 Plan and manage customer service operations 101858
10379 5.2 Plan and manage customer service operations 101853
10379 5.2 Plan and manage customer service operations 101854
10379 5.2 Plan and manage customer service operations 101855
10379 5.2 Plan and manage customer service operations 101856
10380 5.3 Process Efficiency 100495
10383 5.1.3 Establish service levels for customers Process Efficiency 103177
10387 5.2.1 Plan and manage customer service work force Process Efficiency 100735
10387 5.2.1 Plan and manage customer service work force Process Efficiency 100736
10410 6.2 Recruit, source, and select employees Cost Effectiveness 103877
10410 6.2 Recruit, source, and select employees Cost Effectiveness 103956
10410 6.2 Recruit, source, and select employees Cost Effectiveness 103958
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Measure and evaluate customer service operations
Copyright 2015 APQC and IBM 362 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10410 6.2 Recruit, source, and select employees Cost Effectiveness 104060
10410 6.2 Recruit, source, and select employees Cost Effectiveness 104067
10410 6.2 Recruit, source, and select employees Cost Effectiveness 104071
10410 6.2 Recruit, source, and select employees Cost Effectiveness 104093
Copyright 2015 APQC and IBM 363 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10410 6.2 Recruit, source, and select employees Cycle Time 100304
10410 6.2 Recruit, source, and select employees Cycle Time 100306
10410 6.2 Recruit, source, and select employees Cycle Time 100565
10410 6.2 Recruit, source, and select employees Cycle Time 100569
10410 6.2 Recruit, source, and select employees Process Efficiency 100869
10410 6.2 Recruit, source, and select employees Process Efficiency 101123
10410 6.2 Recruit, source, and select employees Process Efficiency 104496
10410 6.2 Recruit, source, and select employees Process Efficiency 104495
10410 6.2 Recruit, source, and select employees Process Efficiency 104497
10410 6.2 Recruit, source, and select employees Process Efficiency 102613
10410 6.2 Recruit, source, and select employees Staff Productivity 101348
Copyright 2015 APQC and IBM 364 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10410 6.2 Recruit, source, and select employees Staff Productivity 100493
10410 6.2 Recruit, source, and select employees 101342
10410 6.2 Recruit, source, and select employees 101344
10410 6.2 Recruit, source, and select employees 101346
10410 6.2 Recruit, source, and select employees 101801
10410 6.2 Recruit, source, and select employees 101802
10410 6.2 Recruit, source, and select employees 101803
10410 6.2 Recruit, source, and select employees 101804
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 365 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10410 6.2 Recruit, source, and select employees 101805
10410 6.2 Recruit, source, and select employees 101806
10410 6.2 Recruit, source, and select employees 101808
10410 6.2 Recruit, source, and select employees 101809
10410 6.2 Recruit, source, and select employees 101821
10410 6.2 Recruit, source, and select employees 101824
10410 6.2 Recruit, source, and select employees 101837
10410 6.2 Recruit, source, and select employees 102297
10410 6.2 Recruit, source, and select employees 100029
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 366 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10410 6.2 Recruit, source, and select employees 100046
10410 6.2 Recruit, source, and select employees 100062
10410 6.2 Recruit, source, and select employees 100083
10410 6.2 Recruit, source, and select employees 101365
10410 6.2 Recruit, source, and select employees 101401
10410 6.2 Recruit, source, and select employees 101637
10410 6.2 Recruit, source, and select employees 104498
10410 6.2 Recruit, source, and select employees 104499
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 367 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10410 6.2 Recruit, source, and select employees 104500
10410 6.2 Recruit, source, and select employees 104565
10410 6.2 Recruit, source, and select employees 104770
10411 6.3 Develop and counsel employees Cost Effectiveness 100110
10411 6.3 Develop and counsel employees Cost Effectiveness 100111
10411 6.3 Develop and counsel employees Cost Effectiveness 100112
Supplemental InformationSupplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 368 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10411 6.3 Develop and counsel employees Cost Effectiveness 100113
10411 6.3 Develop and counsel employees Cost Effectiveness 100125
10411 6.3 Develop and counsel employees Cost Effectiveness 100133
10411 6.3 Develop and counsel employees Cost Effectiveness 101434
10411 6.3 Develop and counsel employees Cost Effectiveness 103484
10411 6.3 Develop and counsel employees Cost Effectiveness 103623
Copyright 2015 APQC and IBM 369 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10411 6.3 Develop and counsel employees Cost Effectiveness 103624
10411 6.3 Develop and counsel employees Cost Effectiveness 103628
10411 6.3 Develop and counsel employees Cost Effectiveness 103630
10411 6.3 Develop and counsel employees Cost Effectiveness 103634
10411 6.3 Develop and counsel employees Cost Effectiveness 103935
10411 6.3 Develop and counsel employees Cost Effectiveness 104049
10411 6.3 Develop and counsel employees Cost Effectiveness 104052
Copyright 2015 APQC and IBM 370 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10411 6.3 Develop and counsel employees Cost Effectiveness 104054
10411 6.3 Develop and counsel employees Cost Effectiveness 104057
10411 6.3 Develop and counsel employees Cost Effectiveness 104581
10411 6.3 Develop and counsel employees Cost Effectiveness 104582
10411 6.3 Develop and counsel employees Cycle Time 100293
Copyright 2015 APQC and IBM 371 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10411 6.3 Develop and counsel employees Cycle Time 100295
10411 6.3 Develop and counsel employees Process Efficiency 100999
10411 6.3 Develop and counsel employees Process Efficiency 101000
10411 6.3 Develop and counsel employees Process Efficiency 101004
10411 6.3 Develop and counsel employees Staff Productivity 100484
10411 6.3 Develop and counsel employees Staff Productivity 100485
10411 6.3 Develop and counsel employees Staff Productivity 100486
10411 6.3 Develop and counsel employees 101644Supplemental Information
Copyright 2015 APQC and IBM 372 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10411 6.3 Develop and counsel employees 101646
10411 6.3 Develop and counsel employees 101777
10411 6.3 Develop and counsel employees 101778
10411 6.3 Develop and counsel employees 101779
10411 6.3 Develop and counsel employees 101780
10411 6.3 Develop and counsel employees 101781
10411 6.3 Develop and counsel employees 101782
10411 6.3 Develop and counsel employees 101783
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 373 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10411 6.3 Develop and counsel employees 101784
10411 6.3 Develop and counsel employees 104587
10411 6.3 Develop and counsel employees 104588
10411 6.3 Develop and counsel employees 104589
10411 6.3 Develop and counsel employees 104590
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 374 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10411 6.3 Develop and counsel employees 100031
10411 6.3 Develop and counsel employees 100037
10411 6.3 Develop and counsel employees 100048
10411 6.3 Develop and counsel employees 100050
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 375 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10411 6.3 Develop and counsel employees 100064
10411 6.3 Develop and counsel employees 100068
10411 6.3 Develop and counsel employees 100085
10411 6.3 Develop and counsel employees 100087
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 376 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10411 6.3 Develop and counsel employees 101363
10411 6.3 Develop and counsel employees 101399
10412 6.5 Reward and retain employees Cost Effectiveness 103894
10412 6.5 Reward and retain employees Cost Effectiveness 103966
10412 6.5 Reward and retain employees Cost Effectiveness 104062
10412 6.5 Reward and retain employees Cost Effectiveness 104077
10412 6.5 Reward and retain employees Cost Effectiveness 100311
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 377 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10412 6.5 Reward and retain employees Cost Effectiveness 100314
10412 6.5 Reward and retain employees Cost Effectiveness 100317
10412 6.5 Reward and retain employees Cycle Time 100299
10412 6.5 Reward and retain employees Cycle Time 100302
10412 6.5 Reward and retain employees Process Efficiency 100324
10412 6.5 Reward and retain employees Process Efficiency 101137
10412 6.5 Reward and retain employees Staff Productivity 100492
10412 6.5 Reward and retain employees 100907
10412 6.5 Reward and retain employees 100909
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 378 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10412 6.5 Reward and retain employees 101367
10412 6.5 Reward and retain employees 101403
10412 6.5 Reward and retain employees 101648
10412 6.5 Reward and retain employees 101815
10412 6.5 Reward and retain employees 101817
10412 6.5 Reward and retain employees 101818
10412 6.5 Reward and retain employees 101819
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 379 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10412 6.5 Reward and retain employees 101822
10412 6.5 Reward and retain employees 101825
10412 6.5 Reward and retain employees 104603
10412 6.5 Reward and retain employees 104628
10412 6.5 Reward and retain employees 104629
10412 6.5 Reward and retain employees 104630
10412 6.5 Reward and retain employees 100033
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 380 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10412 6.5 Reward and retain employees 100052
10412 6.5 Reward and retain employees 100074
10412 6.5 Reward and retain employees 100089
10412 6.5 Reward and retain employees 100115
10412 6.5 Reward and retain employees 100118
10412 6.5 Reward and retain employees 100121
10412 6.5 Reward and retain employees 100233
10413 6.6 Re-deploy and retire employees Cost Effectiveness 103878
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 381 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10413 6.6 Re-deploy and retire employees Cost Effectiveness 103962
10413 6.6 Re-deploy and retire employees Cost Effectiveness 104061
10413 6.6 Re-deploy and retire employees Cost Effectiveness 104075
10413 6.6 Re-deploy and retire employees Cycle Time 100298
10413 6.6 Re-deploy and retire employees Cycle Time 100301
10413 6.6 Re-deploy and retire employees Process Efficiency 101124
10413 6.6 Re-deploy and retire employees Staff Productivity 101276
10413 6.6 Re-deploy and retire employees Staff Productivity 100491
Copyright 2015 APQC and IBM 382 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10413 6.6 Re-deploy and retire employees 104714
10413 6.6 Re-deploy and retire employees 100041
10413 6.6 Re-deploy and retire employees 100058
10413 6.6 Re-deploy and retire employees 100072
10413 6.6 Re-deploy and retire employees 100095
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 383 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10413 6.6 Re-deploy and retire employees 101366
10413 6.6 Re-deploy and retire employees 101402
10413 6.6 Re-deploy and retire employees 101654
10413 6.6 Re-deploy and retire employees 101811
10413 6.6 Re-deploy and retire employees 101812
10413 6.6 Re-deploy and retire employees 101813
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 384 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10413 6.6 Re-deploy and retire employees 101814
10413 6.6 Re-deploy and retire employees 102072
10413 6.6 Re-deploy and retire employees 102074
10413 6.6 Re-deploy and retire employees 102076
10413 6.6 Re-deploy and retire employees 102078
10443 6.2.4 Manage new hire/re-hire Cycle Time 104723
10443 6.2.4 Manage new hire/re-hire Cycle Time 100571
10443 6.2.4 Manage new hire/re-hire Process Efficiency 100801
10443 6.2.4 Manage new hire/re-hire Process Efficiency 100804
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 385 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10443 6.2.4 Manage new hire/re-hire Process Efficiency 100807
10443 6.2.4 Manage new hire/re-hire Process Efficiency 102290
10443 6.2.4 Manage new hire/re-hire Process Efficiency 102319
10443 6.2.4 Manage new hire/re-hire Process Efficiency 102606
10443 6.2.4 Manage new hire/re-hire Process Efficiency 104563
10443 6.2.4 Manage new hire/re-hire Process Efficiency 104564
10443 6.2.4 Manage new hire/re-hire 102326
10443 6.2.4 Manage new hire/re-hire 101340
10469 6.3.1 Manage employee orientation and deployment Cost Effectiveness 104566
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 386 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10469 6.3.1 Manage employee orientation and deployment Cost Effectiveness 104571
10469 6.3.1 Manage employee orientation and deployment 104576
10470 6.3.2 Manage employee performance Cost Effectiveness 104567
10470 6.3.2 Manage employee performance Cost Effectiveness 104572
10470 6.3.2 Manage employee performance Cycle Time 104029
10470 6.3.2 Manage employee performance Cycle Time 104031
Supplemental Information
Copyright 2015 APQC and IBM 387 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10470 6.3.2 Manage employee performance Cycle Time 104033
10470 6.3.2 Manage employee performance Process Efficiency 102302
10470 6.3.2 Manage employee performance Process Efficiency 102331
10470 6.3.2 Manage employee performance Process Efficiency 102619
10470 6.3.2 Manage employee performance 104577
10472 6.3.3 Manage employee development Cost Effectiveness 104569
10472 6.3.3 Manage employee development Cost Effectiveness 104574
Supplemental Information
Copyright 2015 APQC and IBM 388 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10472 6.3.3 Manage employee development 104579
10473 6.3.4 Develop and train employees Cost Effectiveness 100823
10473 6.3.4 Develop and train employees Cost Effectiveness 104044
10473 6.3.4 Develop and train employees Cost Effectiveness 104045
10473 6.3.4 Develop and train employees Cost Effectiveness 104570
10473 6.3.4 Develop and train employees Cost Effectiveness 104575
10473 6.3.4 Develop and train employees Cost Effectiveness 104583
10473 6.3.4 Develop and train employees Cost Effectiveness 104584
Supplemental Information
Copyright 2015 APQC and IBM 389 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10473 6.3.4 Develop and train employees Cycle Time 104595
10473 6.3.4 Develop and train employees Cycle Time 100326
10473 6.3.4 Develop and train employees Cycle Time 100328
10473 6.3.4 Develop and train employees Cycle Time 100330
10473 6.3.4 Develop and train employees Process Efficiency 101040
10473 6.3.4 Develop and train employees Process Efficiency 101904
10473 6.3.4 Develop and train employees Process Efficiency 102304
10473 6.3.4 Develop and train employees Process Efficiency 102315
10473 6.3.4 Develop and train employees Process Efficiency 102621
10473 6.3.4 Develop and train employees Process Efficiency 103478
10473 6.3.4 Develop and train employees Process Efficiency 103480
Copyright 2015 APQC and IBM 390 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10473 6.3.4 Develop and train employees Process Efficiency 104586
10473 6.3.4 Develop and train employees Staff Productivity 104585
10473 6.3.4 Develop and train employees Staff Productivity 100488
10473 6.3.4 Develop and train employees 104580
10473 6.3.4 Develop and train employees 100218
10473 6.3.4 Develop and train employees 100224
10473 6.3.4 Develop and train employees 100226
10473 6.3.4 Develop and train employees 100228
10473 6.3.4 Develop and train employees 104591
10473 6.3.4 Develop and train employees 104592
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 391 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10473 6.3.4 Develop and train employees 104593
10473 6.3.4 Develop and train employees 104594
10493 6.3.4.4 102245
10493 6.3.4.4 102246
10493 6.3.4.4 102247
10493 6.3.4.4 102248
10493 6.3.4.4 102249
10493 6.3.4.4 102250
10493 6.3.4.4 102251
10493 6.3.4.4 102252
10493 6.3.4.4 102253
10493 6.3.4.4 102254
Supplemental Information
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Copyright 2015 APQC and IBM 392 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10493 6.3.4.4 102780
10493 6.3.4.4 102783
10493 6.3.4.4 102786
10493 6.3.4.4 102789
10493 6.3.4.4 104597
10493 6.3.4.4 104598
10493 6.3.4.4 104599
10493 6.3.4.4 104600
10493 6.3.4.4 104601
10493 6.3.4.4 104602
10497 6.5.4 Administer Payroll Cost Effectiveness 104046
10497 6.5.4 Administer Payroll Cost Effectiveness 104047
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Develop, conduct, and manage employee and/or management training programs
Supplemental Information
Copyright 2015 APQC and IBM 393 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10497 6.5.4 Administer Payroll Process Efficiency 101082
10497 6.5.4 Administer Payroll Staff Productivity 100490
10513 6.6.2 Manage separation Cost Effectiveness 104147
10513 6.6.2 Manage separation Cost Effectiveness 104149
10513 6.6.2 Manage separation Cost Effectiveness 104036
10513 6.6.2 Manage separation Cycle Time 100523
10513 6.6.2 Manage separation Cycle Time 100525
10513 6.6.2 Manage separation Cycle Time 100527
10513 6.6.2 Manage separation Cycle Time 100577
10513 6.6.2 Manage separation Cycle Time 100579
10513 6.6.2 Manage separation Process Efficiency 101293
10513 6.6.2 Manage separation Process Efficiency 101431
Copyright 2015 APQC and IBM 394 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10513 6.6.2 Manage separation Process Efficiency 101961
10513 6.6.2 Manage separation Process Efficiency 102166
10513 6.6.2 Manage separation Process Efficiency 102168
10513 6.6.2 Manage separation Process Efficiency 102170
10513 6.6.2 Manage separation Process Efficiency 100019
10513 6.6.2 Manage separation Process Efficiency 100021
10513 6.6.2 Manage separation Process Efficiency 103116
10513 6.6.2 Manage separation 104125
10513 6.6.2 Manage separation 102300
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 395 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10513 6.6.2 Manage separation 102616
10513 6.6.2 Manage separation 102798
10513 6.6.2 Manage separation 102800
10513 6.6.2 Manage separation 102802
10513 6.6.2 Manage separation 102814
10513 6.6.2 Manage separation 102818
10513 6.6.2 Manage separation 104718
10523 6.7.2 Manage employee inquiry process Cycle Time 100303
10523 6.7.2 Manage employee inquiry process Cycle Time 100305
10523 6.7.2 Manage employee inquiry process Cycle Time 100325
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 396 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10523 6.7.2 Manage employee inquiry process 101364
10523 6.7.2 Manage employee inquiry process 101400
10523 6.7.2 Manage employee inquiry process 101787
10523 6.7.2 Manage employee inquiry process 101788
10523 6.7.2 Manage employee inquiry process 101789
10523 6.7.2 Manage employee inquiry process 101791
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 397 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10523 6.7.2 Manage employee inquiry process 101792
10523 6.7.2 Manage employee inquiry process 101794
10523 6.7.2 Manage employee inquiry process 101796
10523 6.7.2 Manage employee inquiry process 101797
10563 7.1 Manage the business of information technology Cost Effectiveness 101503
10563 7.1 Manage the business of information technology Cost Effectiveness 101627
10563 7.1 Manage the business of information technology Cost Effectiveness 101706
10563 7.1 Manage the business of information technology Cost Effectiveness 102963
10563 7.1 Manage the business of information technology Cost Effectiveness 103310
10563 7.1 Manage the business of information technology Cost Effectiveness 103759
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 398 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10563 7.1 Manage the business of information technology Cycle Time 103433
10563 7.1 Manage the business of information technology Cycle Time 103437
10563 7.1 Manage the business of information technology Process Efficiency 100834
10563 7.1 Manage the business of information technology Process Efficiency 101324
10563 7.1 Manage the business of information technology Process Efficiency 104681
10563 7.1 Manage the business of information technology 102207
10563 7.1 Manage the business of information technology 102221
10563 7.1 Manage the business of information technology 102222
10563 7.1 Manage the business of information technology 102223
10563 7.1 Manage the business of information technology 102736
10563 7.1 Manage the business of information technology 104551
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental InformationSupplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 399 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 101483
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 101618
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 101686
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 102898
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 103260
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 103639
10564 7.2 Develop and manage IT customer relationships Process Efficiency 100830
Copyright 2015 APQC and IBM 400 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10564 7.2 Develop and manage IT customer relationships Process Efficiency 101310
10564 7.2 Develop and manage IT customer relationships 102187
10564 7.2 Develop and manage IT customer relationships 102732
10564 7.2 Develop and manage IT customer relationships 104552
10565 7.4 Manage enterprise information Cost Effectiveness 103942
10565 7.4 Manage enterprise information Cycle Time 103459
10565 7.4 Manage enterprise information Cycle Time 100338
10565 7.4 Manage enterprise information Cycle Time 100367
10565 7.4 Manage enterprise information Cycle Time 100371
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 401 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10565 7.4 Manage enterprise information Cycle Time 100375
10565 7.4 Manage enterprise information Process Efficiency 100825
10565 7.4 Manage enterprise information Process Efficiency 101320
10565 7.4 Manage enterprise information Process Efficiency 101906
10565 7.4 Manage enterprise information Process Efficiency 101930
10565 7.4 Manage enterprise information Process Efficiency 101932
10565 7.4 Manage enterprise information Process Efficiency 101934
10565 7.4 Manage enterprise information Process Efficiency 102118
10565 7.4 Manage enterprise information Process Efficiency 100832
10565 7.4 Manage enterprise information Process Efficiency 103485
10565 7.4 Manage enterprise information Process Efficiency 100245
10565 7.4 Manage enterprise information 104553Supplemental Information
Copyright 2015 APQC and IBM 402 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10565 7.4 Manage enterprise information 100967
10565 7.4 Manage enterprise information 102197
10565 7.4 Manage enterprise information 102734
10566 7.5 Cost Effectiveness 101482
10566 7.5 Cost Effectiveness 101617
10566 7.5 Cost Effectiveness 101685
10566 7.5 Cost Effectiveness 103257
10566 7.5 Cost Effectiveness 103636
10566 7.5 Cost Effectiveness 104353
10566 7.5 Cycle Time 103409
Supplemental InformationSupplemental Information
Supplemental Information
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Copyright 2015 APQC and IBM 403 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10566 7.5 Cycle Time 103410
10566 7.5 Cycle Time 103412
10566 7.5 Cycle Time 103414
10566 7.5 Cycle Time 103416
10566 7.5 Cycle Time 103417
10566 7.5 Cycle Time 100335
10566 7.5 Cycle Time 100336
10566 7.5 Cycle Time 100348
10566 7.5 Cycle Time 100353
10566 7.5 Cycle Time 100357
10566 7.5 Process Efficiency 100829
10566 7.5 Process Efficiency 100891
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutionsDevelop and maintain information technology solutionsDevelop and maintain information technology solutionsDevelop and maintain information technology solutionsDevelop and maintain information technology solutionsDevelop and maintain information technology solutions
Develop and maintain information technology solutions
Copyright 2015 APQC and IBM 404 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10566 7.5 Process Efficiency 101307
10566 7.5 Process Efficiency 101418
10566 7.5 Process Efficiency 102122
10566 7.5 Process Efficiency 102212
10566 7.5 Process Efficiency 102409
10566 7.5 Process Efficiency 102412
10566 7.5 Process Efficiency 100249
10566 7.5 104554
10566 7.5 102631
10566 7.5 102731
Develop and maintain information technology solutions
Develop and maintain information technology solutionsDevelop and maintain information technology solutions
Develop and maintain information technology solutionsDevelop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Develop and maintain information technology solutions
Supplemental Information
Develop and maintain information technology solutions
Supplemental Information
Develop and maintain information technology solutions
Supplemental Information
Copyright 2015 APQC and IBM 405 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10566 7.5 102182
10566 7.5 104351
10566 7.5 100911
10566 7.5 100912
10566 7.5 100913
10566 7.5 100914
10566 7.5 100915
10566 7.5 100916
10566 7.5 100114
10567 7.6 Deploy information technology solutions Cost Effectiveness 101476
10567 7.6 Deploy information technology solutions Cost Effectiveness 101614
Develop and maintain information technology solutions
Supplemental Information
Develop and maintain information technology solutions
Supplemental Information
Develop and maintain information technology solutions
Supplemental Information
Develop and maintain information technology solutions
Supplemental Information
Develop and maintain information technology solutions
Supplemental Information
Develop and maintain information technology solutions
Supplemental Information
Develop and maintain information technology solutions
Supplemental Information
Develop and maintain information technology solutions
Supplemental Information
Develop and maintain information technology solutions
Supplemental Information
Copyright 2015 APQC and IBM 406 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10567 7.6 Deploy information technology solutions Cost Effectiveness 101679
10567 7.6 Deploy information technology solutions Cost Effectiveness 102888
10567 7.6 Deploy information technology solutions Cost Effectiveness 103249
10567 7.6 Deploy information technology solutions Cost Effectiveness 103614
10567 7.6 Deploy information technology solutions Cycle Time 100342
10567 7.6 Deploy information technology solutions Cycle Time 100362
10567 7.6 Deploy information technology solutions Process Efficiency 100828
10567 7.6 Deploy information technology solutions Process Efficiency 101302
10567 7.6 Deploy information technology solutions Process Efficiency 102794
10567 7.6 Deploy information technology solutions Process Efficiency 102796
10567 7.6 Deploy information technology solutions 102177Supplemental Information
Copyright 2015 APQC and IBM 407 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10567 7.6 Deploy information technology solutions 102730
10567 7.6 Deploy information technology solutions 104555
10568 7.7 Cost Effectiveness 101475
10568 7.7 Cost Effectiveness 101613
10568 7.7 Cost Effectiveness 101678
10568 7.7 Cost Effectiveness 104670
10568 7.7 Cost Effectiveness 104682
10568 7.7 Cost Effectiveness 104683
10568 7.7 Cost Effectiveness 102885
10568 7.7 Cost Effectiveness 103246
10568 7.7 Cost Effectiveness 103612
Supplemental InformationSupplemental Information
Deliver and support information technology services
Deliver and support information technology services
Deliver and support information technology services
Deliver and support information technology services
Deliver and support information technology servicesDeliver and support information technology servicesDeliver and support information technology services
Deliver and support information technology services
Deliver and support information technology services
Copyright 2015 APQC and IBM 408 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10568 7.7 Cycle Time 100333
10568 7.7 Process Efficiency 100827
10568 7.7 Process Efficiency 101300
10568 7.7 Process Efficiency 102679
10568 7.7 Process Efficiency 102674
10568 7.7 Process Efficiency 102675
10568 7.7 Process Efficiency 102676
10568 7.7 Process Efficiency 102677
10568 7.7 Process Efficiency 102678
Deliver and support information technology servicesDeliver and support information technology services
Deliver and support information technology services
Deliver and support information technology services
Deliver and support information technology services
Deliver and support information technology services
Deliver and support information technology services
Deliver and support information technology services
Deliver and support information technology services
Copyright 2015 APQC and IBM 409 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10568 7.7 102729
10568 7.7 104556
10568 7.7 102172
10570 7.1.1 Develop the enterprise IT strategy Process Efficiency 104655
10575 7.1.5 Cost Effectiveness 104653
10575 7.1.5 Cost Effectiveness 104654
10575 7.1.5 Cost Effectiveness 104671
10575 7.1.5 Process Efficiency 104647
10575 7.1.5 Process Efficiency 104648
10575 7.1.5 Staff Productivity 104677
Deliver and support information technology services
Supplemental Information
Deliver and support information technology services
Supplemental Information
Deliver and support information technology services
Supplemental Information
Evaluate and communicate IT business value and performance
Evaluate and communicate IT business value and performance
Evaluate and communicate IT business value and performance
Evaluate and communicate IT business value and performanceEvaluate and communicate IT business value and performanceEvaluate and communicate IT business value and performance
Copyright 2015 APQC and IBM 410 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10578 7.2.1 Develop IT services and solutions strategy Cost Effectiveness 104672
10578 7.2.1 Develop IT services and solutions strategy Cycle Time 104643
10578 7.2.1 Develop IT services and solutions strategy Cycle Time 104644
10578 7.2.1 Develop IT services and solutions strategy Process Efficiency 104651
10578 7.2.1 Develop IT services and solutions strategy Process Efficiency 104652
10578 7.2.1 Develop IT services and solutions strategy Process Efficiency 104658
10578 7.2.1 Develop IT services and solutions strategy Process Efficiency 104659
10578 7.2.1 Develop IT services and solutions strategy Staff Productivity 104678
10581 7.2.4 Manage IT customer satisfaction Cost Effectiveness 104673
10581 7.2.4 Manage IT customer satisfaction Process Efficiency 104649
10581 7.2.4 Manage IT customer satisfaction Process Efficiency 104650
Copyright 2015 APQC and IBM 411 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10581 7.2.4 Manage IT customer satisfaction Process Efficiency 104660
10581 7.2.4 Manage IT customer satisfaction Staff Productivity 104676
10583 7.4.1 Cost Effectiveness 101484
10583 7.4.1 Cost Effectiveness 101619
10583 7.4.1 Cost Effectiveness 101687
10583 7.4.1 Cost Effectiveness 102901
10583 7.4.1 Cost Effectiveness 103263
10583 7.4.1 Cost Effectiveness 103641
Develop information and content management strategies
Develop information and content management strategies
Develop information and content management strategies
Develop information and content management strategies
Develop information and content management strategies
Develop information and content management strategies
Copyright 2015 APQC and IBM 412 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10583 7.4.1 Process Efficiency 101304
10583 7.4.1 101846
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 101469
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 101612
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 101672
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 102877
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 103238
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 103597
Develop information and content management strategies
Develop information and content management strategies
Supplemental Information
Copyright 2015 APQC and IBM 413 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10584 7.4.2 Define the enterprise information architecture Process Efficiency 101297
10584 7.4.2 Define the enterprise information architecture 101840
10585 7.4.3 Manage information resources Cost Effectiveness 101497
10585 7.4.3 Manage information resources Cost Effectiveness 101625
10585 7.4.3 Manage information resources Cost Effectiveness 101700
10585 7.4.3 Manage information resources Cost Effectiveness 102950
10585 7.4.3 Manage information resources Cost Effectiveness 103298
10585 7.4.3 Manage information resources Cost Effectiveness 103731
Supplemental Information
Copyright 2015 APQC and IBM 414 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10585 7.4.3 Manage information resources Process Efficiency 101315
10585 7.4.3 Manage information resources 101848
10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 102983
10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 103326
10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 103806
10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 101509
10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 101629
10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 101712
Supplemental Information
Copyright 2015 APQC and IBM 415 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10586 7.4.4 Perform enterprise data and content management Process Efficiency 101326
10586 7.4.4 Perform enterprise data and content management 101850
10587 7.5.1 Develop the IT development strategy Cost Effectiveness 104656
10587 7.5.1 Develop the IT development strategy Cost Effectiveness 104657
10590 7.5.4 Create IT services and solutions Cost Effectiveness 104662
10590 7.5.4 Create IT services and solutions Cost Effectiveness 104663
10590 7.5.4 Create IT services and solutions Cost Effectiveness 104664
Supplemental Information
Copyright 2015 APQC and IBM 416 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10590 7.5.4 Create IT services and solutions Cost Effectiveness 104674
10590 7.5.4 Create IT services and solutions Cycle Time 104645
10590 7.5.4 Create IT services and solutions Cycle Time 104646
10590 7.5.4 Create IT services and solutions Process Efficiency 104642
10590 7.5.4 Create IT services and solutions Staff Productivity 104679
10591 7.5.5 Maintain IT services and solutions Process Efficiency 104666
10591 7.5.5 Maintain IT services and solutions Process Efficiency 104667
10591 7.5.5 Maintain IT services and solutions Process Efficiency 104668
10599 7.7.5 Support IT services and solutions Cost Effectiveness 104675
10599 7.7.5 Support IT services and solutions Process Efficiency 104665
10599 7.7.5 Support IT services and solutions Process Efficiency 104669
10599 7.7.5 Support IT services and solutions Staff Productivity 104680
Copyright 2015 APQC and IBM 417 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10728 8.1 Perform planning and management accounting Cost Effectiveness 101606
10728 8.1 Perform planning and management accounting Process Efficiency 101172
10728 8.1 Perform planning and management accounting 102050
10729 8.2 Perform revenue accounting Cost Effectiveness 103514
10729 8.2 Perform revenue accounting Process Efficiency 101042
Supplemental Information
Copyright 2015 APQC and IBM 418 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10729 8.2 Perform revenue accounting 102017
10730 8.3 Perform general accounting and reporting Cost Effectiveness 103550
10730 8.3 Perform general accounting and reporting Cost Effectiveness 103551
10730 8.3 Perform general accounting and reporting Cost Effectiveness 103552
Supplemental Information
Copyright 2015 APQC and IBM 419 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10730 8.3 Perform general accounting and reporting Cost Effectiveness 103554
Copyright 2015 APQC and IBM 420 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10730 8.3 Perform general accounting and reporting Cost Effectiveness 104841
Copyright 2015 APQC and IBM 421 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10730 8.3 Perform general accounting and reporting Cost Effectiveness 104842
10730 8.3 Perform general accounting and reporting Cycle Time 100613
10730 8.3 Perform general accounting and reporting Process Efficiency 100981
Copyright 2015 APQC and IBM 422 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10730 8.3 Perform general accounting and reporting Process Efficiency 104843
10730 8.3 Perform general accounting and reporting 102048
10731 8.4 Manage fixed asset project accounting Process Efficiency 101161
10731 8.4 Manage fixed asset project accounting 102039
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 423 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10732 8.5 Process payroll Cost Effectiveness 100464
10732 8.5 Process payroll Cost Effectiveness 102720
10732 8.5 Process payroll Cost Effectiveness 102848
10732 8.5 Process payroll Cost Effectiveness 103945
10732 8.5 Process payroll Cost Effectiveness 103948
10732 8.5 Process payroll Cost Effectiveness 103950
Copyright 2015 APQC and IBM 424 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10732 8.5 Process payroll Cost Effectiveness 103951
10732 8.5 Process payroll Cost Effectiveness 103952
10732 8.5 Process payroll Cost Effectiveness 103953
10732 8.5 Process payroll Cost Effectiveness 104501
10732 8.5 Process payroll Cycle Time 100152
Copyright 2015 APQC and IBM 425 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10732 8.5 Process payroll Process Efficiency 101106
10732 8.5 Process payroll Process Efficiency 101184
10732 8.5 Process payroll Staff Productivity 101372
10732 8.5 Process payroll Staff Productivity 100920
10732 8.5 Process payroll 102057Supplemental Information
Copyright 2015 APQC and IBM 426 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10732 8.5 Process payroll 103053Supplemental
Information
Copyright 2015 APQC and IBM 427 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10732 8.5 Process payroll 103379Supplemental
Information
Copyright 2015 APQC and IBM 428 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10733 8.6 Cost Effectiveness 104829
10733 8.6 Cost Effectiveness 104830
Process accounts payable and expense reimbursements
Process accounts payable and expense reimbursements
Copyright 2015 APQC and IBM 429 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10733 8.6 Cost Effectiveness 103971
10733 8.6 Cost Effectiveness 104825
10733 8.6 Cost Effectiveness 104828
10733 8.6 Cost Effectiveness 104833
Process accounts payable and expense reimbursements
Process accounts payable and expense reimbursements
Process accounts payable and expense reimbursements
Process accounts payable and expense reimbursements
Copyright 2015 APQC and IBM 430 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10733 8.6 Cost Effectiveness 104834
10733 8.6 Cost Effectiveness 104835
10733 8.6 Process Efficiency 104822
10733 8.6 Process Efficiency 101095
10733 8.6 102018
Process accounts payable and expense reimbursements
Process accounts payable and expense reimbursements
Process accounts payable and expense reimbursements
Process accounts payable and expense reimbursements
Process accounts payable and expense reimbursements
Supplemental Information
Copyright 2015 APQC and IBM 431 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10733 8.6 104823
10733 8.6 104826
Process accounts payable and expense reimbursements
Supplemental Information
Process accounts payable and expense reimbursements
Supplemental Information
Copyright 2015 APQC and IBM 432 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10733 8.6 104827
10733 8.6 104831
Process accounts payable and expense reimbursements
Supplemental Information
Process accounts payable and expense reimbursements
Supplemental Information
Copyright 2015 APQC and IBM 433 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10734 8.7 Manage treasury operations Cost Effectiveness 104806
10734 8.7 Manage treasury operations Cost Effectiveness 104893
10734 8.7 Manage treasury operations Cost Effectiveness 104816
10734 8.7 Manage treasury operations Process Efficiency 103152
10734 8.7 Manage treasury operations Process Efficiency 101167
10734 8.7 Manage treasury operations Staff Productivity 104617
10734 8.7 Manage treasury operations Staff Productivity 104812
10734 8.7 Manage treasury operations Staff Productivity 104820
10734 8.7 Manage treasury operations 104776
10734 8.7 Manage treasury operations 102045
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 434 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10735 8.8 Manage internal controls Cost Effectiveness 103051
10735 8.8 Manage internal controls Cost Effectiveness 103378
10735 8.8 Manage internal controls Cost Effectiveness 104014
Copyright 2015 APQC and IBM 435 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10735 8.8 Manage internal controls Cost Effectiveness 104015
10735 8.8 Manage internal controls Cost Effectiveness 104016
10735 8.8 Manage internal controls Cost Effectiveness 104019
Copyright 2015 APQC and IBM 436 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10735 8.8 Manage internal controls Process Efficiency 101163
10735 8.8 Manage internal controls 102041
10736 8.9 Manage taxes Cost Effectiveness 104807
10736 8.9 Manage taxes Cost Effectiveness 104894
10736 8.9 Manage taxes Process Efficiency 101165
10736 8.9 Manage taxes 102043
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 437 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 101574
10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102988
10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102990
10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103330
10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103811
Copyright 2015 APQC and IBM 438 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103812
10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103813
10738 8.1.1 Perform planning/budgeting/forecasting Cycle Time 100160
10738 8.1.1 Perform planning/budgeting/forecasting Cycle Time 100604
10738 8.1.1 Perform planning/budgeting/forecasting Cycle Time 100635
10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 100892
10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 101098
10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 101760
10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 101761
10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 101762
10738 8.1.1 Perform planning/budgeting/forecasting 102027Supplemental Information
Copyright 2015 APQC and IBM 439 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10739 8.1.2 Perform cost accounting and control Cost Effectiveness 103065
10739 8.1.2 Perform cost accounting and control Cost Effectiveness 103067
10739 8.1.2 Perform cost accounting and control Cost Effectiveness 103802
10739 8.1.2 Perform cost accounting and control Cost Effectiveness 103989
Copyright 2015 APQC and IBM 440 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10739 8.1.2 Perform cost accounting and control Process Efficiency 101089
10739 8.1.2 Perform cost accounting and control 102059
10740 8.1.3 Perform cost management Cost Effectiveness 103385
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 101555
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 103282
Supplemental Information
Copyright 2015 APQC and IBM 441 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 103677
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 103679
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 104151
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 102921
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 102923
10741 8.1.4 Evaluate and manage financial performance Cycle Time 100616
10741 8.1.4 Evaluate and manage financial performance Cycle Time 100617
Copyright 2015 APQC and IBM 442 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10741 8.1.4 Evaluate and manage financial performance Cycle Time 100618
10741 8.1.4 Evaluate and manage financial performance Process Efficiency 101019
10741 8.1.4 Evaluate and manage financial performance Staff Productivity 103159
10741 8.1.4 Evaluate and manage financial performance 100684
10741 8.1.4 Evaluate and manage financial performance 100405
10741 8.1.4 Evaluate and manage financial performance 100407
10741 8.1.4 Evaluate and manage financial performance 101763
10741 8.1.4 Evaluate and manage financial performance 101973
10741 8.1.4 Evaluate and manage financial performance 101976
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 443 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10741 8.1.4 Evaluate and manage financial performance 102009
10741 8.1.4 Evaluate and manage financial performance 102831
10742 8.2.1 Process customer credit Cost Effectiveness 103010
10742 8.2.1 Process customer credit Cost Effectiveness 103853
10742 8.2.1 Process customer credit Cost Effectiveness 103855
10742 8.2.1 Process customer credit Cost Effectiveness 103857
10742 8.2.1 Process customer credit Cost Effectiveness 103859
10742 8.2.1 Process customer credit Cost Effectiveness 101582
10742 8.2.1 Process customer credit Cycle Time 100561
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 444 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10742 8.2.1 Process customer credit Process Efficiency 101078
10742 8.2.1 Process customer credit Process Efficiency 101114
10742 8.2.1 Process customer credit Staff Productivity 100878
10742 8.2.1 Process customer credit Staff Productivity 100902
10742 8.2.1 Process customer credit 102034
10743 8.2.2 Invoice customer Cost Effectiveness 102933
10743 8.2.2 Invoice customer Cost Effectiveness 103289
Supplemental Information
Copyright 2015 APQC and IBM 445 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10743 8.2.2 Invoice customer Cost Effectiveness 103343
10743 8.2.2 Invoice customer Cost Effectiveness 103694
10743 8.2.2 Invoice customer Cost Effectiveness 103697
10743 8.2.2 Invoice customer Cost Effectiveness 103699
10743 8.2.2 Invoice customer Cost Effectiveness 103702
10743 8.2.2 Invoice customer Cost Effectiveness 103706
10743 8.2.2 Invoice customer Cost Effectiveness 103709
10743 8.2.2 Invoice customer Cost Effectiveness 101561
10743 8.2.2 Invoice customer Cycle Time 100558
10743 8.2.2 Invoice customer Cycle Time 100164
Copyright 2015 APQC and IBM 446 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10743 8.2.2 Invoice customer Process Efficiency 101035
10743 8.2.2 Invoice customer Process Efficiency 102134
10743 8.2.2 Invoice customer Process Efficiency 102142
10743 8.2.2 Invoice customer Process Efficiency 102161
10743 8.2.2 Invoice customer Staff Productivity 101280
10743 8.2.2 Invoice customer Staff Productivity 101287
10743 8.2.2 Invoice customer 102157
10743 8.2.2 Invoice customer 101870
10743 8.2.2 Invoice customer 102010
10743 8.2.2 Invoice customer 100230
10743 8.2.2 Invoice customer 100387
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 101581
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 447 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103005
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103007
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103341
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103843
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103844
Copyright 2015 APQC and IBM 448 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103845
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103846
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103850
10744 8.2.3 Process accounts receivable (AR) Cycle Time 100178
10744 8.2.3 Process accounts receivable (AR) Cycle Time 100581
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101656
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101758
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101950
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 102152
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 102264
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 102286
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 102463
Copyright 2015 APQC and IBM 449 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101109
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 103167
10744 8.2.3 Process accounts receivable (AR) Staff Productivity 101395
10744 8.2.3 Process accounts receivable (AR) Staff Productivity 100797
10744 8.2.3 Process accounts receivable (AR) Staff Productivity 100904
10744 8.2.3 Process accounts receivable (AR) 101278
10744 8.2.3 Process accounts receivable (AR) 103004
10744 8.2.3 Process accounts receivable (AR) 102011
10744 8.2.3 Process accounts receivable (AR) 102033
Supplemental InformationSupplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 450 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10744 8.2.3 Process accounts receivable (AR) 103340
10745 8.2.4 Manage and process collections Cost Effectiveness 102940
10745 8.2.4 Manage and process collections Cost Effectiveness 103293
10745 8.2.4 Manage and process collections Cost Effectiveness 103716
10745 8.2.4 Manage and process collections Cost Effectiveness 103717
10745 8.2.4 Manage and process collections Cost Effectiveness 103718
Supplemental Information
Copyright 2015 APQC and IBM 451 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10745 8.2.4 Manage and process collections Cost Effectiveness 103723
10745 8.2.4 Manage and process collections Cost Effectiveness 103724
10745 8.2.4 Manage and process collections Cost Effectiveness 101563
10745 8.2.4 Manage and process collections Cost Effectiveness 104467
10745 8.2.4 Manage and process collections Process Efficiency 102155
10745 8.2.4 Manage and process collections Process Efficiency 104166
10745 8.2.4 Manage and process collections Process Efficiency 101048
10745 8.2.4 Manage and process collections Staff Productivity 104115
10745 8.2.4 Manage and process collections Staff Productivity 100796
10745 8.2.4 Manage and process collections 102013Supplemental Information
Copyright 2015 APQC and IBM 452 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 101562
10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 102937
10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 103291
10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 103712
10746 8.2.5 Manage and process adjustments/deductions Cycle Time 100628
10746 8.2.5 Manage and process adjustments/deductions Process Efficiency 101043
10746 8.2.5 Manage and process adjustments/deductions Staff Productivity 100880
Copyright 2015 APQC and IBM 453 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10746 8.2.5 Manage and process adjustments/deductions 102012
10747 8.3.1 Manage policies and procedures Cost Effectiveness 101593
10747 8.3.1 Manage policies and procedures Cost Effectiveness 103055
10747 8.3.1 Manage policies and procedures Cost Effectiveness 103380
10747 8.3.1 Manage policies and procedures Cost Effectiveness 103973
10747 8.3.1 Manage policies and procedures Cost Effectiveness 104844
Supplemental Information
Copyright 2015 APQC and IBM 454 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10747 8.3.1 Manage policies and procedures Cost Effectiveness 104845
10747 8.3.1 Manage policies and procedures Process Efficiency 101054
10747 8.3.1 Manage policies and procedures 104846
10747 8.3.1 Manage policies and procedures 102015
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 455 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10748 8.3.2 Perform general accounting Cost Effectiveness 101596
10748 8.3.2 Perform general accounting Cost Effectiveness 103059
10748 8.3.2 Perform general accounting Cost Effectiveness 103381
10748 8.3.2 Perform general accounting Cost Effectiveness 103976
10748 8.3.2 Perform general accounting Cost Effectiveness 103980
10748 8.3.2 Perform general accounting Cost Effectiveness 103983
Copyright 2015 APQC and IBM 456 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10748 8.3.2 Perform general accounting Cost Effectiveness 103056
10748 8.3.2 Perform general accounting Cycle Time 104615
10748 8.3.2 Perform general accounting Cycle Time 100625
10748 8.3.2 Perform general accounting Process Efficiency 100848
10748 8.3.2 Perform general accounting Process Efficiency 101753
10748 8.3.2 Perform general accounting Process Efficiency 101765
10748 8.3.2 Perform general accounting Process Efficiency 101096
10748 8.3.2 Perform general accounting Staff Productivity 101330
10748 8.3.2 Perform general accounting Staff Productivity 100875
Copyright 2015 APQC and IBM 457 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10748 8.3.2 Perform general accounting 101827
10748 8.3.2 Perform general accounting 102025
10748 8.3.2 Perform general accounting 104847
10748 8.3.2 Perform general accounting 100874
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 100456
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 101573
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 102986
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 458 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 102987
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103223
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103329
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103518
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103535
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103546
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103547
Copyright 2015 APQC and IBM 459 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103549
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103809
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103810
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 104468
10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 104848
Copyright 2015 APQC and IBM 460 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10749 8.3.3 Perform fixed asset accounting Cycle Time 100591
10749 8.3.3 Perform fixed asset accounting Cycle Time 10059210749 8.3.3 Perform fixed asset accounting Cycle Time 100593
10749 8.3.3 Perform fixed asset accounting Process Efficiency 100734
10749 8.3.3 Perform fixed asset accounting Process Efficiency 101869
10749 8.3.3 Perform fixed asset accounting Process Efficiency 101902
10749 8.3.3 Perform fixed asset accounting Process Efficiency 101903
10749 8.3.3 Perform fixed asset accounting Process Efficiency 101091
10749 8.3.3 Perform fixed asset accounting Process Efficiency 101162
10749 8.3.3 Perform fixed asset accounting Process Efficiency 100307
10749 8.3.3 Perform fixed asset accounting Staff Productivity 101329
Copyright 2015 APQC and IBM 461 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10749 8.3.3 Perform fixed asset accounting Staff Productivity 100964
10749 8.3.3 Perform fixed asset accounting Staff Productivity 100965
10749 8.3.3 Perform fixed asset accounting 102022
10749 8.3.3 Perform fixed asset accounting 102040
10749 8.3.3 Perform fixed asset accounting 100868
10749 8.3.3 Perform fixed asset accounting 100733
Supplemental Information
Supplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 462 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10749 8.3.3 Perform fixed asset accounting 104849
10750 8.3.4 Perform financial reporting Cost Effectiveness 101599
10750 8.3.4 Perform financial reporting Cost Effectiveness 103061
10750 8.3.4 Perform financial reporting Cost Effectiveness 103383
10750 8.3.4 Perform financial reporting Cost Effectiveness 103984
Supplemental Information
Copyright 2015 APQC and IBM 463 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10750 8.3.4 Perform financial reporting Cost Effectiveness 104469
10750 8.3.4 Perform financial reporting Cost Effectiveness 104851
10750 8.3.4 Perform financial reporting Cycle Time 100162
10750 8.3.4 Perform financial reporting Cycle Time 100552
10750 8.3.4 Perform financial reporting Cycle Time 100555
10750 8.3.4 Perform financial reporting Cycle Time 100594
10750 8.3.4 Perform financial reporting Cycle Time 100597
10750 8.3.4 Perform financial reporting Process Efficiency 101090
Copyright 2015 APQC and IBM 464 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10750 8.3.4 Perform financial reporting 102021
10750 8.3.4 Perform financial reporting 104852
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 100008
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 100010
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 101603
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 103064
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 103325
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 103801
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 465 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10751 8.4.1 Perform capital planning and project approval Cycle Time 10058610751 8.4.1 Perform capital planning and project approval Process Efficiency 101086
10751 8.4.1 Perform capital planning and project approval Process Efficiency 100009
10751 8.4.1 Perform capital planning and project approval 102019
10752 8.4.2 Perform capital project accounting Cost Effectiveness 101577
10752 8.4.2 Perform capital project accounting Cost Effectiveness 102993
10752 8.4.2 Perform capital project accounting Cost Effectiveness 103332
10752 8.4.2 Perform capital project accounting Cost Effectiveness 103817
10752 8.4.2 Perform capital project accounting Cost Effectiveness 103818
10752 8.4.2 Perform capital project accounting Cost Effectiveness 104470
10752 8.4.2 Perform capital project accounting Process Efficiency 100896
Supplemental Information
Copyright 2015 APQC and IBM 466 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10752 8.4.2 Perform capital project accounting Process Efficiency 101088
10752 8.4.2 Perform capital project accounting 102020
10753 8.5.1 Report time Cost Effectiveness 103022
10753 8.5.1 Report time Cost Effectiveness 103023
10753 8.5.1 Report time Cost Effectiveness 103351
10753 8.5.1 Report time Cost Effectiveness 103887
10753 8.5.1 Report time Cost Effectiveness 103890
10753 8.5.1 Report time Cost Effectiveness 103892
10753 8.5.1 Report time Cost Effectiveness 101604
10753 8.5.1 Report time Cycle Time 100540
Supplemental Information
Copyright 2015 APQC and IBM 467 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10753 8.5.1 Report time Process Efficiency 101130
10753 8.5.1 Report time Process Efficiency 101134
10753 8.5.1 Report time Process Efficiency 104487
10753 8.5.1 Report time Process Efficiency 104488
10753 8.5.1 Report time Process Efficiency 102696
10753 8.5.1 Report time Process Efficiency 102698
10753 8.5.1 Report time Staff Productivity 101422
10753 8.5.1 Report time 102037
10753 8.5.1 Report time 102389
10754 8.5.2 Manage pay Cost Effectiveness 101602
10754 8.5.2 Manage pay Cost Effectiveness 102956
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 468 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10754 8.5.2 Manage pay Cost Effectiveness 102957
10754 8.5.2 Manage pay Cost Effectiveness 103304
10754 8.5.2 Manage pay Cost Effectiveness 103736
10754 8.5.2 Manage pay Cost Effectiveness 103739
10754 8.5.2 Manage pay Cost Effectiveness 103741
10754 8.5.2 Manage pay Cycle Time 100529
10754 8.5.2 Manage pay Cycle Time 100532
10754 8.5.2 Manage pay Cycle Time 100536
10754 8.5.2 Manage pay Cycle Time 100543
10754 8.5.2 Manage pay Cycle Time 100546
Copyright 2015 APQC and IBM 469 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10754 8.5.2 Manage pay Cycle Time 100549
10754 8.5.2 Manage pay Process Efficiency 101057
10754 8.5.2 Manage pay Process Efficiency 101061
10754 8.5.2 Manage pay Process Efficiency 101739
10754 8.5.2 Manage pay Process Efficiency 101958
10754 8.5.2 Manage pay Process Efficiency 101373
10754 8.5.2 Manage pay Process Efficiency 101429
10754 8.5.2 Manage pay Process Efficiency 102380
10754 8.5.2 Manage pay Process Efficiency 102383
10754 8.5.2 Manage pay Staff Productivity 101334
10754 8.5.2 Manage pay Staff Productivity 101370
Copyright 2015 APQC and IBM 470 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10754 8.5.2 Manage pay 102014
10754 8.5.2 Manage pay 100390
10754 8.5.2 Manage pay 102385
10755 8.5.3 Process payroll taxes Cost Effectiveness 103019
10755 8.5.3 Process payroll taxes Cost Effectiveness 103020
10755 8.5.3 Process payroll taxes Cost Effectiveness 103349
10755 8.5.3 Process payroll taxes Cost Effectiveness 103883
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 471 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10755 8.5.3 Process payroll taxes Cost Effectiveness 103885
10755 8.5.3 Process payroll taxes Cost Effectiveness 101605
10755 8.5.3 Process payroll taxes Cycle Time 100534
10755 8.5.3 Process payroll taxes Process Efficiency 101120
10755 8.5.3 Process payroll taxes Process Efficiency 101128
10755 8.5.3 Process payroll taxes 102007
10755 8.5.3 Process payroll taxes 102387
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 100451
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 101580
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 472 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103336
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103338
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103825
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103826
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103827
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103828
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103831
Copyright 2015 APQC and IBM 473 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103835
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103838
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 104204
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 102997
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 102999
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103001
Copyright 2015 APQC and IBM 474 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10756 8.6.1 Process accounts payable (AP) Cycle Time 104923
10756 8.6.1 Process accounts payable (AP) Cycle Time 100575
10756 8.6.1 Process accounts payable (AP) Cycle Time 100632
10756 8.6.1 Process accounts payable (AP) Cycle Time 100636
10756 8.6.1 Process accounts payable (AP) Cycle Time 100154
10756 8.6.1 Process accounts payable (AP) Process Efficiency 102136
10756 8.6.1 Process accounts payable (AP) Process Efficiency 102139
10756 8.6.1 Process accounts payable (AP) Process Efficiency 102146
10756 8.6.1 Process accounts payable (AP) Process Efficiency 102149
10756 8.6.1 Process accounts payable (AP) Process Efficiency 101108
10756 8.6.1 Process accounts payable (AP) Process Efficiency 101738
10756 8.6.1 Process accounts payable (AP) Process Efficiency 101944
10756 8.6.1 Process accounts payable (AP) Process Efficiency 101947
Copyright 2015 APQC and IBM 475 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10756 8.6.1 Process accounts payable (AP) Process Efficiency 102163
10756 8.6.1 Process accounts payable (AP) Process Efficiency 102164
10756 8.6.1 Process accounts payable (AP) Process Efficiency 104301
10756 8.6.1 Process accounts payable (AP) Staff Productivity 101290
10756 8.6.1 Process accounts payable (AP) Staff Productivity 101283
10756 8.6.1 Process accounts payable (AP) Staff Productivity 100917
10756 8.6.1 Process accounts payable (AP) 101285
10756 8.6.1 Process accounts payable (AP) 102996
10756 8.6.1 Process accounts payable (AP) 102032
10756 8.6.1 Process accounts payable (AP) 104605
Supplemental InformationSupplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 476 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10756 8.6.1 Process accounts payable (AP) 104612
10756 8.6.1 Process accounts payable (AP) 104922
10756 8.6.1 Process accounts payable (AP) 104924
10756 8.6.1 Process accounts payable (AP) 104925
10756 8.6.1 Process accounts payable (AP) 104926
10756 8.6.1 Process accounts payable (AP) 104927
10756 8.6.1 Process accounts payable (AP) 104928
10756 8.6.1 Process accounts payable (AP) 104929
10756 8.6.1 Process accounts payable (AP) 103335
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 477 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10757 8.6.2 Process expense reimbursements Cost Effectiveness 102850
10757 8.6.2 Process expense reimbursements Cost Effectiveness 103013
10757 8.6.2 Process expense reimbursements Cost Effectiveness 103345
10757 8.6.2 Process expense reimbursements Cost Effectiveness 103863
10757 8.6.2 Process expense reimbursements Cost Effectiveness 103864
Copyright 2015 APQC and IBM 478 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10757 8.6.2 Process expense reimbursements Cost Effectiveness 103865
10757 8.6.2 Process expense reimbursements Cost Effectiveness 103866
10757 8.6.2 Process expense reimbursements Cost Effectiveness 103869
10757 8.6.2 Process expense reimbursements Cost Effectiveness 103873
10757 8.6.2 Process expense reimbursements Cost Effectiveness 104606
10757 8.6.2 Process expense reimbursements Cost Effectiveness 104607
10757 8.6.2 Process expense reimbursements Cost Effectiveness 101583
Copyright 2015 APQC and IBM 479 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10757 8.6.2 Process expense reimbursements Cycle Time 100587
10757 8.6.2 Process expense reimbursements Process Efficiency 101119
10757 8.6.2 Process expense reimbursements Process Efficiency 101262
10757 8.6.2 Process expense reimbursements Process Efficiency 101995
10757 8.6.2 Process expense reimbursements Process Efficiency 102650
10757 8.6.2 Process expense reimbursements Staff Productivity 101419
10757 8.6.2 Process expense reimbursements Staff Productivity 100952
10757 8.6.2 Process expense reimbursements 100955
10757 8.6.2 Process expense reimbursements 104608
10757 8.6.2 Process expense reimbursements 104609
Supplemental InformationSupplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 480 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10757 8.6.2 Process expense reimbursements 104610
10757 8.6.2 Process expense reimbursements 104611
10757 8.6.2 Process expense reimbursements 102035
10759 8.7.2 Manage cash Cost Effectiveness 104814
10759 8.7.2 Manage cash Cost Effectiveness 104815
10759 8.7.2 Manage cash Cycle Time 100171
10759 8.7.2 Manage cash Cycle Time 100175
10759 8.7.2 Manage cash Cycle Time 104809
10759 8.7.2 Manage cash Staff Productivity 104810
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 481 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10759 8.7.2 Manage cash Staff Productivity 104811
10759 8.7.2 Manage cash Staff Productivity 104818
10759 8.7.2 Manage cash Staff Productivity 104819
10762 8.8.1 Establish internal controls policies and procedures Cost Effectiveness 102918
10762 8.8.1 Establish internal controls policies and procedures Cost Effectiveness 103161
10762 8.8.1 Establish internal controls policies and procedures Cost Effectiveness 103280
10762 8.8.1 Establish internal controls policies and procedures Cost Effectiveness 103673
10762 8.8.1 Establish internal controls policies and procedures Cost Effectiveness 101554
10762 8.8.1 Establish internal controls policies and procedures Process Efficiency 101018
Copyright 2015 APQC and IBM 482 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10762 8.8.1 Establish internal controls policies and procedures 102006
10762 8.8.1 Establish internal controls policies and procedures 102112
10762 8.8.1 Establish internal controls policies and procedures 102113
10762 8.8.1 Establish internal controls policies and procedures 102114
10762 8.8.1 Establish internal controls policies and procedures 102115
10762 8.8.1 Establish internal controls policies and procedures 102312
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 483 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10762 8.8.1 Establish internal controls policies and procedures 102313
10762 8.8.1 Establish internal controls policies and procedures 102314
10762 8.8.1 Establish internal controls policies and procedures 102372
10762 8.8.1 Establish internal controls policies and procedures 102373
Supplemental Information
Supplemental Information
Supplemental Information
Supplemental Information
Copyright 2015 APQC and IBM 484 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10762 8.8.1 Establish internal controls policies and procedures 102374
10763 8.8.2 Cost Effectiveness 101568
10763 8.8.2 Cost Effectiveness 102969
10763 8.8.2 Cost Effectiveness 103315
10763 8.8.2 Cost Effectiveness 103766
10763 8.8.2 Cycle Time 100140
Supplemental Information
Operate controls and monitor compliance with internal controls policies and procedures
Operate controls and monitor compliance with internal controls policies and procedures
Operate controls and monitor compliance with internal controls policies and procedures
Operate controls and monitor compliance with internal controls policies and procedures
Operate controls and monitor compliance with internal controls policies and procedures
Copyright 2015 APQC and IBM 485 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10763 8.8.2 Cycle Time 100144
10763 8.8.2 Cycle Time 100148
10763 8.8.2 Cycle Time 100608
10763 8.8.2 Process Efficiency 100899
10763 8.8.2 Process Efficiency 101070
10763 8.8.2 Process Efficiency 101375
10763 8.8.2 Process Efficiency 101424
10763 8.8.2 Process Efficiency 102392
10763 8.8.2 102398
10763 8.8.2 102401
Operate controls and monitor compliance with internal controls policies and procedures
Operate controls and monitor compliance with internal controls policies and procedures
Operate controls and monitor compliance with internal controls policies and proceduresOperate controls and monitor compliance with internal controls policies and procedures
Operate controls and monitor compliance with internal controls policies and procedures
Operate controls and monitor compliance with internal controls policies and proceduresOperate controls and monitor compliance with internal controls policies and procedures
Operate controls and monitor compliance with internal controls policies and proceduresOperate controls and monitor compliance with internal controls policies and procedures
Supplemental Information
Operate controls and monitor compliance with internal controls policies and procedures
Supplemental Information
Copyright 2015 APQC and IBM 486 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10763 8.8.2 103173
10763 8.8.2 101912
10763 8.8.2 102016
10764 8.8.3 Report on internal controls compliance Cost Effectiveness 101584
10764 8.8.3 Report on internal controls compliance Cost Effectiveness 103016
10764 8.8.3 Report on internal controls compliance Cost Effectiveness 103347
10764 8.8.3 Report on internal controls compliance Cost Effectiveness 103879
10764 8.8.3 Report on internal controls compliance Process Efficiency 102391
10764 8.8.3 Report on internal controls compliance Process Efficiency 101125
Operate controls and monitor compliance with internal controls policies and procedures
Supplemental Information
Operate controls and monitor compliance with internal controls policies and procedures
Supplemental Information
Operate controls and monitor compliance with internal controls policies and procedures
Supplemental Information
Copyright 2015 APQC and IBM 487 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID10764 8.8.3 Report on internal controls compliance 101459
10764 8.8.3 Report on internal controls compliance 101533
10764 8.8.3 Report on internal controls compliance 100770
10764 8.8.3 Report on internal controls compliance 102036
10876 8.6.1.9.7 Process payments Process Efficiency 104604
11208 8.7.6 Monitor and execute risk and hedging transactions Cost Effectiveness 104817
11208 8.7.6 Monitor and execute risk and hedging transactions Staff Productivity 104821
11208 8.7.6 Monitor and execute risk and hedging transactions Staff Productivity 104813
11216 10.4 Manage business resiliency Cost Effectiveness 101494
11216 10.4 Manage business resiliency Cost Effectiveness 101622
Supplemental Information
Supplemental InformationSupplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 488 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID11216 10.4 Manage business resiliency Cost Effectiveness 101697
11216 10.4 Manage business resiliency Cost Effectiveness 102943
11216 10.4 Manage business resiliency Cost Effectiveness 103295
11216 10.4 Manage business resiliency Cost Effectiveness 103725
11216 10.4 Manage business resiliency Cycle Time 103439
11216 10.4 Manage business resiliency Cycle Time 103443
11216 10.4 Manage business resiliency Cycle Time 103447
11216 10.4 Manage business resiliency Cycle Time 103451
11216 10.4 Manage business resiliency Cycle Time 103455
Copyright 2015 APQC and IBM 489 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID11216 10.4 Manage business resiliency Process Efficiency 100831
11216 10.4 Manage business resiliency Process Efficiency 101318
11216 10.4 Manage business resiliency 102192
11216 10.4 Manage business resiliency 102733
11216 10.4 Manage business resiliency 104558
12658 4.4.10 Manage warranties Cost Effectiveness 104854
12658 4.4.10 Manage warranties Cycle Time 104855
12658 4.4.10 Manage warranties Process Efficiency 104856
12658 4.4.10 Manage warranties Process Efficiency 104857
12658 4.4.10 Manage warranties Process Efficiency 104858
12658 4.4.10 Manage warranties Process Efficiency 104859
12658 4.4.10 Manage warranties Process Efficiency 104860
Supplemental Information
Supplemental InformationSupplemental Information
Copyright 2015 APQC and IBM 490 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID12658 4.4.10 Manage warranties Process Efficiency 104887
12658 4.4.10 Manage warranties 104889
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104861
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104862
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104863
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104864
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104865
Supplemental Information
Copyright 2015 APQC and IBM 491 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID12669 4.4.10.2 Process warranty claims Cost Effectiveness 104866
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104867
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104868
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104869
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104890
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104891
12669 4.4.10.2 Process warranty claims Cost Effectiveness 104892
12669 4.4.10.2 Process warranty claims Cycle Time 104870
Copyright 2015 APQC and IBM 492 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID12669 4.4.10.2 Process warranty claims Process Efficiency 104871
12669 4.4.10.2 Process warranty claims Process Efficiency 104872
12669 4.4.10.2 Process warranty claims Process Efficiency 104873
12669 4.4.10.2 Process warranty claims Process Efficiency 104874
12669 4.4.10.2 Process warranty claims Process Efficiency 104875
12669 4.4.10.2 Process warranty claims Process Efficiency 104876
12669 4.4.10.2 Process warranty claims Process Efficiency 104877
12669 4.4.10.2 Process warranty claims Process Efficiency 104878
Copyright 2015 APQC and IBM 493 of 733
Process element Metric Category Metric ID
Process Element
IDHierarchy
ID12669 4.4.10.2 Process warranty claims Process Efficiency 104879
12669 4.4.10.2 Process warranty claims Process Efficiency 104880
12669 4.4.10.2 Process warranty claims Process Efficiency 104881
12669 4.4.10.2 Process warranty claims Process Efficiency 104882
12669 4.4.10.2 Process warranty claims Process Efficiency 104883
12669 4.4.10.2 Process warranty claims Process Efficiency 104884
12669 4.4.10.2 Process warranty claims Process Efficiency 104885
12669 4.4.10.2 Process warranty claims Process Efficiency 104886
Copyright 2015 APQC and IBM 494 of 733
Metric name Formula Unitsnew businesses
new businesses
percent
percent
dollars
dollars
dollars
dollars
dollars
Number of new businesses launched over the past three reporting periods per $1 billion revenue
Number of new businesses/services launched over the past three years / (Total business entity revenue * 0.000000001)
Number of new businesses launched over the past three reporting periods per $100 million R&D spend
Number of new businesses/services launched over the past three years / (Research and development (R&D) costs over the past three reporting periods * 0.000000010)
Engineering change order (ECO) costs as a percentage of the total new product development cost
Engineering change-order costs as a percentage of total new product development costs
Compound annual growth rate of R&D costs over the past three reporting periods
(((Costs of research and development (R&D) / Research and development (R&D) costs over the past three reporting periods) ^ 0.3333) - 1) * 100.0
Cost of existing product/service extension opportunities per $1,000 revenue
Cost of new product/service opportunities from existing product/service extensions / (Total business entity revenue * 0.0010)
Cost of existing product/service extension opportunities per product/service extensions opportunity
Cost of new product/service opportunities from existing product/service extensions / Number of product/service opportunities that are existing product/service extensions
Cost of existing product/service improvement opportunities per $1,000 revenue
Cost of new product/service opportunities from existing product/service improvements / (Total business entity revenue * 0.0010)
Cost of existing product/service improvement opportunities per product/service improvement opportunity
Cost of new product/service opportunities from existing product/service improvements / Number of product/service opportunities that are existing product/service improvements
Cost of new product/service development opportunities per $1,000 revenue
Cost of new product/service opportunities from new product/service developments / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 495 of 733
Metric name Formula Unitsdollars
percent
dollars
dollars
dollars
dollars
Cost of new product/service development opportunities per new product/service opportunity
Cost of new product/service opportunities from new product/service developments / Number of product/service opportunities that are new product/service developments
Budget for research and development (R&D) as a percentage of revenue
(Budget for research and development (R&D) / Total business entity revenue) * 100.0
Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service extension projects
Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service extension projects
Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service extension projects per $1,000 revenue
Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service extension projects / (Total business entity revenue * 0.0010)
Average project cost of existing product/service improvements and extensions from start of design and develop product/service process through support product manufacturing or service delivery process
Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service improvement projects
Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service improvement projects per $1,000 revenue
Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for existing product/service improvement projects / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 496 of 733
Metric name Formula Unitsdollars
dollars
percent
dollars
dollars
dollars
dollars
dollars
Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for new product/service development projects per $1,000 revenue
Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for new product/service development projects / (Total business entity revenue * 0.0010)
Average project cost of new product/service developments from start of design and develop product/service process through support product manufacturing or service delivery process
Average project cost from the start of the design and develop products/services process through the support product manufacturing or service delivery process for new product/service development projects
Percentage growth in R&D cost over the past three reporting periods
((Costs of research and development (R&D) - Research and development (R&D) costs over the past three reporting periods) / Research and development (R&D) costs over the past three reporting periods) * 100.0
Other cost to generate new product/service ideas per new product/service opportunity
Costs other than personnel, systems, overhead, and outsourced to generate new product/service ideas / Total number of product/service opportunities
Other cost of the process "support product manufacturing or service delivery" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to support product manufacturing or service delivery / (Total business entity revenue * 0.0010)
Outsourced cost to generate new product/service ideas per new product/service opportunity
Outsourced cost to generate new product/service ideas / Total number of product/service opportunities
Outsourced cost of the process "support product manufacturing or service delivery" per $1,000 revenue
Outsourced cost to support product manufacturing or service delivery / (Total business entity revenue * 0.0010)
Overhead cost to generate new product/service ideas per new product/service opportunity
Overhead cost to generate new product/service ideas / Total number of product/service opportunities
Copyright 2015 APQC and IBM 497 of 733
Metric name Formula Unitsdollars
percent
percent
dollars
dollars
dollars
dollars
dollars
dollars
dollars
Overhead cost of the process "support product manufacturing or service delivery" per $1,000 revenue
Overhead cost to support product manufacturing or service delivery / (Total business entity revenue * 0.0010)
Percentage of R&D cost related to new product development projects
Percentage of research and development (R&D) cost related to new product development projects
Percentage of R&D cost related to product improvements and extensions
(100 - Percentage of research and development (R&D) cost related to new product development projects)
Personnel cost to generate new product/service ideas per new product/service opportunity
Personnel cost to generate new product/service ideas / Total number of product/service opportunities
Personnel cost of the process "support product manufacturing or service delivery" per $1,000 revenue
Personnel cost to support product manufacturing or service delivery / (Total business entity revenue * 0.0010)
Research and development (R&D) budget per R&D FTE
Budget for research and development (R&D) / Number of FTEs who perform research and development (R&D)
Research and development (R&D) cost per $1,000 revenue
Costs of research and development (R&D) / (Total business entity revenue * 0.0010)
Research and development (R&D) cost related to new product development projects per $1,000 revenue
((Percentage of research and development (R&D) cost related to new product development projects * 0.010) * Costs of research and development (R&D)) / (Total business entity revenue * 0.001)
Research and development (R&D) cost related to product improvements and extensions per $1,000 revenue
((Percentage of research and development (R&D) cost related to new product development projects * -0.01 + 1) * Costs of research and development (R&D)) / (Total business entity revenue * 0.0010)
Systems cost to generate new product/service ideas per new product/service opportunity
Systems cost to generate new product/service ideas / Total number of product/service opportunities
Copyright 2015 APQC and IBM 498 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
percent
percent
dollars
Systems cost of the process "support product manufacturing or service delivery" per $100,000 revenue
Systems cost to support product manufacturing or service delivery / (Total business entity revenue * 0.000010)
Systems cost to support product manufacturing or service delivery per project that exits or completes the test market products/services phase
Systems cost to support product manufacturing or service delivery / Number of projects that exit or complete the test market products/services phase
Total cost to generate new product/service ideas per concept in the pre-design phase that is an existing product/service improvement or extension
Total cost to generate new product/service ideas / Number of concepts in the pre-design phase that are existing product/service improvements and extensions
Total cost to generate new product/service ideas concept in the pre-design phase that is a new product/service development
Total cost to generate new product/service ideas / Number of concepts in the pre-design phase that are new product/service developments
Total cost of the process "support product manufacturing or service delivery" per $1,000 revenue
Total cost to support product manufacturing or service delivery / (Total business entity revenue * 0.0010)
Total cost of the product development function per $1,000 revenue
(Total cost to generate new product/service ideas + Total cost to design and develop products/services + Total cost to test market products/services + Total cost to support product manufacturing or service delivery) / (Total business entity revenue * 0.0010)
Total R&D cost as a percentage of revenue for the current reporting period
(Costs of research and development (R&D) / Total business entity revenue) * 100.0
Total R&D cost as a percentage of revenue over the past three reporting periods
(Research and development (R&D) costs over the past three reporting periods / Total revenue over the past three reporting periods) * 100.0
Total R&D cost per $1,000 revenue over the past three reporting periods
Research and development (R&D) costs over the past three reporting periods / (Total revenue over the past three reporting periods * 0.0010)
Copyright 2015 APQC and IBM 499 of 733
Metric name Formula Unitsdollars
days
days
months
days
Average design cycle time in days for all products Average design cycle time in days for all products days
days
days
days
Total R&D cost per business entity employee for the current reporting period
Costs of research and development (R&D) / Number of business entity employees
Average time-to-market in days for existing product/service extension projects
Average time-to-market in days from the start of the design and develop products/services process until the existing product/service extension project is ready for sale
Time-to-market in days for existing product/service improvement and extension projects
Average time-to-market in days from the start of the design and develop products/services process until the existing product/service improvement project is ready for sale
Average time-to-profitability in months for existing product/service extension projects
Average time-to-profitability in months for existing product/service extension projects
Time-to-market in days for new product/service development projects
Average time-to-market in days from the start of the design and develop products/services process until the new product/service development project ready for sale
Cycle time in days from the start of the design and develop products/services process through the completion of the test market for products/services for existing product/service extension projects
Cycle time in days from the start of the design and develop products/services process through the completion of the test market for products/services for existing product/service extension projects
Cycle time in days from start of design and develop product/service through completion of test market product/service for existing product/service improvement and extension projects
Cycle time in days from the start of the design and develop products/services process through the completion of the test market products/services process for existing product/service improvement projects
Cycle time in days from start of design and develop product/service through completion of test market product/service for new product/service development projects
Cycle time in days from the start of the design and develop products/services process through the completion of the test market products/services process for new product/service development projects
Copyright 2015 APQC and IBM 500 of 733
Metric name Formula UnitsAverage time-to-market in days for all products days
months
months
concepts
hours
hours
hours
percent
percent
percent
hours
hours
Average time-to-market in days for all products (including product improvements and extensions)
Average time-to-profitability in months for existing product/service improvement and extension projects
Average time-to-profitability in months for existing product/service improvement projects
Average time-to-profitability in months for new product/service development projects
Average time-to-profitability in months for new product/service development projects
Number of concepts in the pre-design phase that are existing product/service improvements and extensions per $1,000 revenue
Number of concepts in the pre-design phase that are existing product/service improvements and extensions / (Total business entity revenue * 0.0010)
Average generate new ideas hours for existing product/service extension projects
Average number of hours to generate new product/service ideas for existing product/service extension projects
Average generate new ideas hours for existing product/service improvement projects
Average number of hours to generate new product/service ideas for existing product/service improvement projects
Average generate new ideas hours for new product/service development projects
Average number of hours to generate new product/service ideas for new product/service development projects
Average percentage variance from budget for existing product/service extension projects
Average percentage variance from budget for existing product/service extension projects
Average percentage variance from budget for existing product/service improvement projects
Average percentage variance from budget for existing product/service improvement projects
Average percentage variance from budget for new product/service development projects
Average percentage variance from budget for new product/service development projects
Average design and develop hours for existing product/service extension projects
Average number of hours to design and develop products/services for existing product/service extension projects
Average design and develop hours for existing product/service improvement projects
Average number of hours to design and develop products/services for existing product/service improvement projects
Copyright 2015 APQC and IBM 501 of 733
Metric name Formula Unitshours
FTEs
FTEs
FTEs
FTEs
FTEs
FTEs
projects
projects
projects
percent
Average design and develop hours for new product/service development projects
Average number of hours to design and develop products/services for new product/service development projects
Average team size in FTEs for existing product/service extension projects per $1 billion revenue
Average team size in FTEs for existing product/service extension projects / (Total business entity revenue * 0.000000001)
Average team size in FTEs for existing product/service extension projects
Average team size in FTEs for existing product/service extension projects
Average team size in FTEs for existing product/service improvement projects per $1 billion revenue
Average team size in FTEs for existing product/service improvement projects / (Total business entity revenue * 0.000000001)
Average team size in FTEs for existing product/service improvement projects
Average team size in FTEs for existing product/service improvement projects
Average team size in FTEs for new product/service development projects per $1 billion revenue
Average team size in FTEs for new product/service development projects / (Total business entity revenue * 0.000000001)
Average team size in FTEs for new product/service development projects
Average team size in FTEs for new product/service development projects
Ratio of the number of projects to concepts in the pre-design phase for existing product/service extensions and improvements
Number of projects that are existing product/service improvements and extensions / Number of concepts in the pre-design phase that are existing product/service improvements and extensions
Ratio of the number of projects to concepts in the pre-design phase for new product/service developments
Number of projects that are new product/service developments / Number of concepts in the pre-design phase that are new product/service developments
Ratio of the total numbers of projects to pre-design concepts
Total number of projects / Total number of concepts in the pre-design phase
Research and development (R&D) FTEs as a percentage of total business entity FTEs
(Number of FTEs who perform research and development (R&D) / Number of business entity FTEs) * 100.0
Copyright 2015 APQC and IBM 502 of 733
Metric name Formula Unitspercent
Percentage of new ideas from internal sources percent
extensions
percent
percent
percent
percent
percent
percent
percent
projects
FTEs
FTEs
Percentage of revenue from product/services launched in the past year
Percentage of revenue from products/services launched in the last 12-month reporting period
Percentage of new idea development from internal sourcesNumber of product/service extensions generated per $1,000 revenue
Number of product/service opportunities that are existing product/service extensions / (Total business entity revenue * 0.0010)
Percentage of new product/service development projects launched on budget
Percentage of new product/service development projects launched on budget
Percentage of new product/service development projects launched on time
Percentage of new product/service development projects launched on time
Percentage of product/service development projects launched as commercial products/services annually
Percentage of new product/service development projects that are commercially launched
Percentage of existing product/service extension projects launched on budget
Percentage of existing product/service extension projects launched on budget
Percentage of existing product/service extension projects launched on time
Percentage of existing product/service extension projects launched on time
Percentage of existing product/service improvement and extension projects launched on budget
Percentage of existing product/service improvement projects launched on budget
Percentage of existing product/service improvement and extension projects launched on time
Percentage of existing product/service improvement projects launched on time
Number of existing product/service improvement and extension projects per $1 billion revenue
Number of projects that are existing product/service improvements and extensions / (Total business entity revenue * 0.000000001)
Number of FTEs for the process "support product manufacturing or service delivery" per $1 billion revenue
Number of FTEs who support product manufacturing or service delivery / (Total business entity revenue * 0.000000001)
Number of FTEs in the product development function per $1 billion revenue
Number of FTEs who develop and manage products and services / (Total business entity revenue * 0.000000001)
Copyright 2015 APQC and IBM 503 of 733
Metric name Formula Unitsconcepts
projects
opportunities
improvements
extensions
projects
concepts
Number of concepts in the pre-design phase that are new product/service developments per $100,000 revenue
Number of concepts in the pre-design phase that are new product/service developments / (Total business entity revenue * 0.000010)
Number of new product/service development projects per $1 billion revenue
Number of projects that are new product/service developments / (Total business entity revenue * 0.000000001)
Number of new product/service opportunities generated per $1,000 revenue
Number of product/service opportunities that are new product/service developments / (Total business entity revenue * 0.0010)
Number of product/service improvements generated per $1,000 revenue
Number of product/service opportunities that are existing product/service improvements / (Total business entity revenue * 0.0010)
Number of product/service extensions generated per generate new product/service ideas FTE
Number of product/service opportunities that are existing product/service extensions / Number of FTEs who generate new product/service ideas
Number of new product/service development projects per FTE involved from the start of the design and develop products/services process through the support product manufacturing or service delivery process
Number of projects that are new product/service developments / (((Percentage of FTEs who develop and manage products and services who design and develop products/services + Percentage of FTEs who develop and manage products and services who test market products/services + Percentage of FTEs who develop and manage products and services who support product manufacturing or service delivery)*Number of FTEs who develop and manage products and services)/100)
Number of new product/service development concepts per generate new product/service ideas FTE
Number of product/service opportunities that are new product/service developments / Number of FTEs who generate new product/service ideas
Copyright 2015 APQC and IBM 504 of 733
Metric name Formula Unitsimprovements
percent
projects
concepts
FTEs
Percentage of new ideas from external sources Percentage of new ideas from external sources percent
percent
Number of product/service improvements generated per generate new product/service ideas FTE
Number of product/service opportunities that are existing product/service improvements / Number of FTEs who generate new product/service ideas
Percentage of employees tasked with at least one innovation goal
Percentage of employees tasked with at least one innovation goal
Number of existing product/service improvement and extension projects per FTE involved from the start of the design and develop products/services process through the support product manufacturing or service delivery process
Number of projects that are existing product/service improvements and extensions / (((Percentage of FTEs who develop and manage products and services who design and develop products/services + Percentage of FTEs who develop and manage products and services who test market products/services + Percentage of FTEs who develop and manage products and services who support product manufacturing or service delivery)*Number of FTEs who develop and manage products and services)/100)
Number of existing product/service improvement and extension concepts per generate new product/service ideas FTE
Number of concepts in the pre-design phase that are existing product/service improvements and extensions / ((Number of FTEs who develop and manage products and services * Percentage of FTEs who develop and manage products and services who generate new product/service ideas) * 0.010)
Number of research and development (R&D) FTEs per $1 billion revenue
Number of FTEs who perform research and development (R&D) / (Total business entity revenue * .000000001)
Percentage of external ideas from clients/customers
Percentage of external ideas from clients/customers
Copyright 2015 APQC and IBM 505 of 733
Metric name Formula UnitsPercentage 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
percent
percent
percent
percent
Customer retention rate Customer retention rate for all customers percent
percent
percent
Percentage of total innovation spend allocated to enhancements to existing products/processes/business models
Percentage of total innovation spend allocated to enhancements to existing products/processes/business models
Percentage of total innovation spend allocated to major extensions to existing products/processes/business models
Percentage of total innovation spend allocated to major extensions to products/processes/business models
Percentage of total innovation spend allocated to new or white space opportunities
Percentage of total innovation spend allocated to new or white space opportunities
Percentage of total innovation spend allocated to categories other than enhancements, extensions, and new or white space opportunities
Percentage of total innovation spend allocated to other categories
Percentage of active customers who transact via an electronic marketplace
Percentage of active customers who transact via an electronic marketplace
Percentage of customer accounts set up for electronic data interchange (EDI)
(Customer accounts set up for EDI to submit sales orders / Number of customers in the customer master file) * 100.0
Copyright 2015 APQC and IBM 506 of 733
Metric name Formula Unitspercent
dollars
Customer retention rate over the past three years percent
FTEs
Number of sales FTEs per $1 billion in revenue FTEs
Net Promoter Score Net Promoter Score percent
percent
percent
percent
percent
percent
percent
Marketing, sales, and R&D FTEs as a percentage of total business entity FTEs
((Number of FTEs who perform the marketing function + Number of FTEs who perform the sales function + Number of FTEs who perform research and development (R&D)) / Number of business entity FTEs) * 100.0
Value of sales order line items not fulfilled due to stockouts per $1 million revenue
Total value of sales order line items lost due to lack of production capacity/stockouts / (Total business entity revenue * 0.0000010)
Customer retention rate for all customers over the past three reporting periodsNumber of marketing FTEs per $1 billion in revenue
Number of FTEs who perform the marketing function / (Total business entity revenue * 0.000000001)
Number of FTEs who perform the sales function / (Total business entity revenue * 0.000000001)
Percentage of customers targeted through campaigns using the website channel
Percentage of customers targeted through campaigns using the website channel
Percentage of customers targeted through campaigns using the mobile application channel
Percentage of customers targeted through campaigns using the mobile application channel
Percentage of customers targeted through campaigns using the search engine marketing channel
Percentage of customers targeted through campaigns using the search engine marketing channel
Percentage of customers targeted through campaigns using the social media channel
Percentage of customers targeted through campaigns using the social media channel
Percentage of customers targeted through campaigns using the traditional face-to-face contact channel
Percentage of customers targeted through campaigns using the traditional face-to-face contact channel
Percentage of customers targeted through campaigns using the direct mail channel
Percentage of customers targeted through campaigns using the direct mail channel
Copyright 2015 APQC and IBM 507 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
percent
percent
percent
Percentage of active customers that are profitable Percentage of active customers that are profitable percent
Cost of goods sold as a percentage of revenue percent
percent
Percentage of customers targeted through campaigns using the indirect marketing channel
Percentage of customers targeted through campaigns using the indirect marketing channel
Revenue received from orders through a direct connection to the system as a percentage of total business entity revenue
(Revenue received from orders through a direct connection to the system / Total business entity revenue) * 100.0
Revenue received from EDI orders as a percentage of total business entity revenue
(Revenue received from EDI orders / Total business entity revenue) * 100.0
Revenue received from email orders as a percentage of total business entity revenue
(Revenue received from email orders / Total business entity revenue) * 100.0
Revenue received from fax and mail orders as a percentage of total business entity revenue
(Revenue received from fax and mail orders / Total business entity revenue) * 100.0
Revenue received from internet orders as a percentage of total business entity revenue
(Revenue received from internet orders / Total business entity revenue) * 100.0
Revenue received from orders through other methods as a percentage of total business entity revenue
(Revenue received from orders through other methods / Total business entity revenue) * 100.0
Revenue received from telephone orders as a percentage of total business entity revenue
(Revenue received from telephone orders / Total business entity revenue) * 100.0
Revenue received from WAP orders as a percentage of total business entity revenue
(Revenue received from WAP orders / Total business entity revenue) * 100.0
Revenue received from internet orders, WAP orders, EDI orders, and orders from a direct connection to the system as a percentage of total business entity revenue
((Revenue received from internet orders + Revenue received from WAP orders + Revenue received from EDI orders + Revenue received from orders through a direct connection to the system) / Total business entity revenue) * 100.0
Marketing FTEs as a percentage of total business entity FTEs
(Number of FTEs who perform the marketing function/Number of business entity FTEs)*100
(Cost of goods sold (COGS) /Total business entity revenue) * 100
Inventory carrying cost as a percentage of inventory value
Inventory carrying cost as a percentage of average inventory value
Copyright 2015 APQC and IBM 508 of 733
Metric name Formula UnitsSupply chain management cost per sales order dollars
dollars
dollars
dollars
dollars
days
Cash-to-cash cycle time in days Cash-to-cash cycle time in days daysCustomer order cycle time in days days
Delivery retail cycle time in days Delivery retail cycle time in days daysEngineer-to-order manufacture cycle time in hours hours
Finished goods inventory days of supply days
Finished goods inventory turns Finished goods inventory turn rate turns
percent
Total inventory turns Total inventory turns rate turns
Supply chain management costs / Number of sales orders placed
Total supply chain management cost per sales order line item
Supply chain management costs / Number of sales order line items
Total cost of the supply chain function "Deliver products and services" per $1 billion revenue
Total cost of the supply chain function / (Total business entity revenue * .000000001)
Total cost of the supply chain function "Deliver products and services" per $1,000 revenue
Total cost of the supply chain function / (Total business entity revenue * .001)
Total cost to perform the supply chain function per sales order
Total cost of the supply chain function / Number of sales orders placed
Primary product standard customer lead time in days
Primary product standard customer lead time in days
Cycle time in days from a customer's placing a primary product/service order to the product/service's delivery
(Maximum elapsed time it takes to engineer, select, and negotiate with suppliers and order materials for customized configuration of non-standard items (capability model engineer-to-order only) + Primary product manufacturing cycle time in hours)
(Finished goods inventory days of supply + Field finished goods inventory days of supply)
Cost of work-in-process (WIP) damaged during handling or storage as a percentage of total material cost
Costs of WIP damaged in handling or storage as a percentage of total material costs
Copyright 2015 APQC and IBM 509 of 733
Metric name Formula UnitsPerfect order performance Perfect order performance percent
Return on assets (Net income / Total asset value) * 100.0 percent
Shrinkage as a percentage of revenue percent
Raw material inventory turns Raw material inventory turn rate turns
percent
percent
percent
products (SKUs)
Inventory days of supply Inventory days of supply days
Supply chain revenue per $1,000 revenue dollars
dollars
dollars
(Value of your business entity's shrinkage / Total business entity revenue) * 100
Average monthly national forecast error measured by the mean absolute percentage error (MAPE)
Average monthly national forecast error measured by the mean absolute percentage error (MAPE)
Average monthly product family logistics forecast error (mean absolute percentage error, MAPE)
Average monthly product family logistics forecast error
Average monthly shipping location forecast error measured by the mean absolute percentage error (MAPE)
Average monthly shipping location forecast error measured by the mean absolute percentage error (MAPE)
Number of products (SKUs) per FTE performing the process group "Plan for and align supply chain resources"
Products (SKUs) supported/managed / Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)"
Supply chain revenue / (Total business entity revenue * 0.0010)
Other cost of the process "service customers" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "service customers" / (Total business entity revenue * 0.0010)
Outsourced cost of the process "service customers" per $1,000 revenue
Outsourced cost to perform the process "service customers" / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 510 of 733
Metric name Formula Unitsdollars
dollars
percent
dollars
dollars
dollars
dollars
Overhead cost of the process "service customers" per $1,000 revenue
Overhead cost to perform the process "service customers" / (Total business entity revenue * 0.0010)
Personnel cost of the process "service customers" per $1,000 revenue
Personnel cost to perform the process "service customers" / (Total business entity revenue * 0.0010)
Systems cost of the customer order management function as a percentage of the total cost of the function
((Systems cost to perform the process "develop customer care/customer service strategy" + Systems cost to perform the process "manage sales orders" + Systems cost to perform the process "service customers" + Systems cost to perform the process "manage returns; manage reverse logistics") / (Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics")) * 100.0
Systems cost of the process "service customers" per $100,000 revenue
Systems cost to perform the process "service customers" / (Total business entity revenue * 0.000010)
Total cost of the process "service customers" per "service customers" FTE
Total cost to perform the process "service customers" / Number of FTEs who perform the process "service customers"
Total cost of the process "service customers" per $1,000 revenue
Total annual cost to serve customers, including customer support, warranty costs, and allocation of relevant personnel and IT /(Total business entity revenue*.0010)
Total cost of the process "service customers" per sales order
Total cost to perform the process "service customers" / Number of sales orders placed
Copyright 2015 APQC and IBM 511 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
Total cost of the process "service customers" per sales order line item
Total cost to perform the process "service customers" / Number of sales order line items
Other cost of the processes "manage sales orders", "manage customer requests/inquiries", and "manage customer complaints" per $1,000 revenue
(Total annual cost for the process "manage sales orders" for the category "Other cost" + Costs other than personnel, systems, overhead, and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)
Other cost of the processes "manage sales orders", "manage customer requests/inquiries", and "manage customer complaints" per active customer
(Total annual cost for the process "manage sales orders" for the category "Other cost" + Costs other than personnel, systems, overhead, and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active
Overhead cost of the processes "manage sales orders", "manage customer requests/inquiries", and "manage customer complaints" per $1,000 revenue
(Total annual cost for the process "manage sales orders" for the category "Overhead cost (direct and/or allocated to the business entity)" + Overhead cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)
Overhead cost of the processes "manage sales orders", "manage customer requests/inquiries", and "manage customer complaints" per active customer
(Total annual cost for the process "manage sales orders" for the category "Overhead cost (direct and/or allocated to the business entity)" + Overhead cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active
Copyright 2015 APQC and IBM 512 of 733
Metric name Formula UnitsFTEs
dollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
Number of FTEs that perform the process "service customers" per $1 billion revenue
Number of FTEs who perform the process "service customers" / (Total business entity revenue * 0.000000001)
Total budget for the HR function per $1,000 revenue
Budget to perform the function "develop and manage human capital" / (Total business entity revenue*.001)
Total budget for the HR function per business entity FTE
Budget to perform the function "develop and manage human capital" / Number of business entity FTEs
Budget for the HR function per business entity employee
Budget to perform the function "develop and manage human capital" / Number of business entity employees
Total business entity personnel cost per $1,000 revenue
Personnel cost for all employees / (Total business entity revenue * .001)
Total cost to perform the HR function per $1,000 revenue
Total cost to perform the function "develop and manage human capital" / (Total business entity revenue*.001)
Total cost to perform the HR function per "develop and counsel employees" FTE
Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "develop and counsel employees"
Total cost to perform the HR function per "manage employee information" FTE
Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "manage employee information"
Total cost to perform the HR function per "recruit, source, and select employees" FTE
Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "recruit, source, and select employees"
Total cost to perform the HR function per "redeploy and retire employees" FTE
Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "redeploy and retire employees"
Copyright 2015 APQC and IBM 513 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
Total cost to perform the HR function per "reward and retain employees" FTE
Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "reward and retain employees"
Total cost to perform the HR function per "develop and manage HR planning, policies, and strategies" FTE
Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the process group "develop and manage human resources (HR) planning, policies, and strategies"
Total cost to perform the HR function per HR function FTE
Total cost to perform the function "develop and manage human capital" / Number of FTEs who perform the function "develop and manage human capital"
Total cost to perform the HR function per business entity employee
Total cost to perform the function "develop and manage human capital" / Number of business entity employees
Total cost to perform the HR function per business entity FTE
Total cost to perform the function "develop and manage human capital" / Number of business entity FTEs
Internal cost to perform HR administration activities per $1,000 revenue
Internal cost for HR administration / (Total business entity revenue * 0.0010)
Internal cost to perform HR administration activities per business entity employee
Internal cost for HR administration / Number of business entity employees
Personnel cost of temporary staff/contractor per temporary staff/contractor
Personnel cost of temporary staff/contractors / Number of temporary staff/contractors
Average fully loaded salary for middle management or specialists
Personnel cost for all middle management/specialist employees / Number of middle management/specialist employees
Average fully loaded salary for operational workers or office staff
Personnel cost for all operational worker/office staff employees / Number of operational worker/office staff employees
Copyright 2015 APQC and IBM 514 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
percent
Average fully loaded salary for senior management or executives
Personnel cost for all senior management/executive employees / Number of senior management/executive employees
Personnel cost for the business entity per business entity employee
Personnel cost for all employees / Number of business entity employees
Personnel cost to perform the HR function per $1,000 revenue
(Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * .0001) / (Total business entity revenue*.001)
Personnel cost to perform the HR function per business entity FTE
(Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * .0001) / Number of business entity FTEs
Personnel cost to perform the HR function per business entity employee
(Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * .0001) / Number of business entity employees
Annual overhead and other cost of the HR function as a percentage of total HR function cost
((Total cost to perform the function "develop and 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 overhead and other costs * .0001) / Total cost to perform the function "develop and manage human capital") * 100
Copyright 2015 APQC and IBM 515 of 733
Metric name Formula Unitsdollars
dollars
FTEs
FTEs
employees
employees
employees
employees
Systems cost to perform the HR function per $1,000 revenue
(Total cost to perform the function "develop and 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 business entity revenue*.001)
Systems cost to perform the HR function per business entity employee
(Total cost to perform the function "develop and 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) / Number of business entity employees
Number of FTEs that perform HR administration activities per $1 billion revenue
Number of FTEs who perform HR administrative activities (exclude the activities for processing and distributing payments) / (Total business entity revenue*.000000001)
Number of FTEs that perform the HR function per $1 billion revenue
Number of FTEs who perform the function "develop and manage human capital" / (Total business entity revenue*.000000001)
Number of middle management/specialists employees per HR function FTE
Number of middle management/specialist employees / Number of FTEs who perform the function "develop and manage human capital"
Number of operational workers/office staff employees per HR function FTE
Number of operational worker/office staff employees / Number of FTEs who perform the function "develop and manage human capital"
Number of senior management/executive employees per HR function FTE
Number of senior management/executive employees / Number of FTEs who perform the function "develop and manage human capital"
Number of business entity employees per FTE in HR administration
Number of business entity employees / Number of FTEs who perform HR administrative activities (exclude the activities for processing and distributing payments)
Copyright 2015 APQC and IBM 516 of 733
Metric name Formula Unitsemployees
percent
percent
percent
percent
percent
percent
Number of business entity employees per HR function FTE
Number of business entity employees / Number of FTEs who perform the function "develop and manage human capital"
Middle management/specialists as a percentage of total business entity employees
(Number of middle management/specialist employees / Number of business entity employees) * 100
Other cost to perform the HR function as a percentage of the total cost to perform the function
(Costs other than personnel, systems, overhead, and outsourced to perform the function "develop and manage human capital" / Total cost to perform the function "develop and manage human capital") * 100.0
Outsourced cost to perform the HR function as a percentage of total HR function cost
Percentage of cost to perform the HR function allocated to external costs
Overhead cost to perform the HR function as a percentage of the total cost to perform the function
(Overhead cost to perform the function "develop and manage human capital" / Total cost to perform the function "develop and manage human capital") * 100.0
Personnel cost to perform the HR function as a percentage of total HR function cost
((Total cost to perform the function "develop and manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * .0001) / Total cost to perform the function "develop and manage human capital") * 100
Systems cost to perform the HR function as a percentage of total HR function cost
((Total cost to perform the function "develop and 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
Copyright 2015 APQC and IBM 517 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
Personnel cost for senior management or executive employees as a percentage of total business entity personnel cost
(Personnel cost for all senior management/executive employees / Personnel cost for all employees) * 100.0
Percentage of total employees who are remote employees
Percentage of total employees who are remote employees
Total cost for the learning management system as a percentage of the total cost to perform the HR function
((Hardware costs associated with ownership for your LMS + Software costs associated with ownership for your LMS + Upgrade and maintenance costs associated with ownership for your LMS + Consultancy/third-party costs associated with ownership for your LMS) / Total cost to perform the function "develop and manage human capital") * 100.0
Operational workers/office staff as a percentage of total business entity employees
(Number of operational worker/office staff employees / Number of business entity employees) * 100
Percentage of business entity employees with 15 years of tenure or more
((Number of employees employed between 15 and 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 20 years of tenure or more
((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 25 years or more of tenure
(Number of employees employed greater than 25 years / Number of business entity employees) * 100.0
Percentage of business entity employees with less than 1 year of tenure
(Number of employees employed less than 1 year / Number of business entity employees) * 100.0
Copyright 2015 APQC and IBM 518 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
percent
percent
percent
Percentage of business entity employees with less than 5 years of tenure
((Number of employees employed less than 1 year + Number of employees employed between 1 and 5 years) / Number of business entity employees) * 100.0
Percentage of business entity employees who are 60 years old or greater
(Number of employees greater than 60 years old / Number of business entity employees) * 100.0
Percentage of business entity employees who are at least 25 but less than 30 years old
(Number of employees between 25 and 30 years old / Number of business entity employees) * 100.0
Percentage of business entity employees who are at least 30 but less than 35 years old
(Number of employees between 30 and 35 years old / Number of business entity employees) * 100.0
Percentage of business entity employees who are at least 35 but less than 40 years old
(Number of employees between 35 and 40 years old / Number of business entity employees) * 100.0
Percentage of business entity employees who are at least 40 but less than 45 years old
(Number of employees between 40 and 45 years old / Number of business entity employees) * 100.0
Percentage of business entity employees who are at least 45 but less than 50 years old
(Number of employees between 45 and 50 years old / Number of business entity employees) * 100.0
Percentage of business entity employees who are at least 50 but less than 55 years old
(Number of employees between 50 and 55 years old / Number of business entity employees) * 100.0
Percentage of business entity employees who are at least 55 but less than 60 years old
(Number of employees between 55 and 60 years old / Number of business entity employees) * 100.0
Percentage of business entity employees who are less than 25 years old
(Number of employees less than 25 years old / Number of business entity employees) * 100.0
Percentage of FTEs who perform the HR function that do not directly report to the HR organization
Percentage of FTEs who perform the function "develop and manage human capital" that do not directly report to the HR organization
Copyright 2015 APQC and IBM 519 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
dollars
Total cost of IT operations per $1,000 revenue dollars
Percentage of middle management/specialists that are female
(Number of female middle management/specialist employees / Number of middle management/specialist employees) * 100.0
Percentage of operational workers/office staff that are female
(Number of female operational worker/office staff employees / Number of operational worker/office staff employees) * 100
Percentage of senior management/executives that are female
(Number of female senior management/executive employees / Number of senior management/executive employees) * 100.0
Senior management/executives as a percentage of total business entity employees
(Number of senior management/executive employees / Number of business entity employees) * 100
Personnel cost for middle management or specialist as a percentage of total business entity personnel cost
(Personnel cost for all middle management/specialist employees / Personnel cost for all employees) * 100
Personnel cost for operational workers or office staff as a percentage of total business entity personnel cost
(Personnel cost for all operational worker/office staff employees / Personnel cost for all employees) * 100.0
Total cost of IT development and maintenance per $1,000 revenue
(((Percentage of IT cost allocated to the process group "manage enterprise information"+Percentage of IT cost allocated to the process group "develop and maintain information technology solutions")/100) * IT costs during the past year)/(Total business entity revenue * 0.001)
(((Percentage of IT cost allocated to the process group "deploy IT solutions"+Percentage of IT cost allocated to the process group "deliver and support IT services")/100) * IT costs during the past year)/(Total business entity revenue * 0.001)
Copyright 2015 APQC and IBM 520 of 733
Metric name Formula Unitsdollars
IT expense per employee dollars
Total IT budget as a percentage of revenue percent
Total IT budget per employee dollars
Total IT budget per FTE dollars
Total IT cost per $1,000 revenue dollars
Total IT cost per business entity FTE dollars
Total IT costs per IT function FTE dollars
dollars
Total cost of IT planning and management per $1,000 revenue
(((Percentage of IT cost allocated to the process group "manage the business of information technology"+Percentage of IT cost allocated to the process group "develop and manage IT customer relationships"+Percentage of IT cost allocated to the process group "manage business resiliency and risk"+Percentage of IT cost for the process group "manage IT knowledge")/100) * IT costs during the past year)/(Total business entity revenue * 0.001)
IT costs during the past year / Number of business entity employees(IT budget for the past year / Total business entity revenue) * 100.0IT budget for the past year / Number of business entity employeesIT budget for the past year / Number of business entity FTEsIT costs during the past year / (Total business entity revenue * 0.0010)IT costs during the past year / Number of business entity FTEsIT costs during the past year/Number of FTEs who perform the function "manage information technology"
Personnel cost to perform the function "Manage Information Technology" per $1,000 revenue
(IT costs during the past year * (Percentage of IT cost allocated to internal personnel cost + Percentage of IT cost allocated to external personnel cost) * 0.01) / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 521 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
months
months
months
months
months
months
Total Cost per IT FTE to support product development
IT budget dedicated to supporting product development / IT FTEs supporting product development
Systems cost to perform the function "Manage Information Technology" per $1,000 revenue
(IT costs during the past year * (Percentage of IT cost allocated to hardware + Percentage of IT cost allocated to software + Percentage of IT cost allocated to data and voice networks) * .01) / (Total business entity revenue * .0010)
Overhead cost to perform the function "Manage Information Technology" per $1,000 revenue
(IT costs during the past year * Percentage of IT cost allocated to facilities and overhead * .01) / (Total business entity revenue * .0010)
Other cost to perform the function "Manage Information Technology" per $1,000 revenue
(IT costs during the past year * Percentage of IT cost allocated to cost other than personnel, systems, overhead, and outsourced * .01) / (Total business entity revenue * .0010)
Time in months to break even for new or enhanced IT services for investments less than $100,000
Time in months to break even for new or enhanced IT services for investments less than $100,000
Time in months to break even for new or enhanced IT services for investments greater than $100 million
Time to break even for new or enhanced IT services with an investment level more than $100 million
Time in months to break even for new or enhanced IT services for investments between $1 million and $100 million
Time in months to break even for new or enhanced IT services for investments between $ 1 million and $100 million
Time in months to break even for new or enhanced IT services for investments between $100,000 and $250,000
Time in months to break even for new or enhanced IT services for investments between $100,000 and $250,000
Time in months to break even for new or enhanced IT services for investments between $250,000 and $500,000
Time in months to break even for new or enhanced IT services for investments between $250,000 and $500,000
Time in months to break even for new or enhanced IT services for investments between $500,000 and $1 million
Time in months to break even for new or enhanced IT services for investments between $500,000 and $1 million
Copyright 2015 APQC and IBM 522 of 733
Metric name Formula Unitsmonths
months
months
months
months
months
FTEs
Time-to-market in months for new or enhanced IT services for investments less than $100,000
Time-to-market in months for new or enhanced IT services for investments less than $100,000
Time-to-market in months for new or enhanced IT services for investments greater than $100 million
Time-to-market in months for new or enhanced IT services with an investment level more than $100 million
Time-to-market in months for new or enhanced IT services for investments between $1 million and $100 million
Time-to-market in months for new or enhanced IT services for investments between $1 million and $100 million
Time-to-market in months for new or enhanced IT services for investments between $100,000 and $250,000
Time-to-market in months for new or enhanced IT services for investments between $100,000 and $250,000
Time-to-market in months for new or enhanced IT services for investments between $250,000 and $500,000
Time-to-market in months for new or enhanced IT services for investments between $250,000 and $500,000
Time-to-market in months for new or enhanced IT services for investments between $500,000 and $1 million
Time-to-market in months for new or enhanced IT services for investments between $500,000 and $1 million
Number of FTEs that perform IT development and maintenance per $1 billion revenue
(((Percentage of FTEs who perform the function "manage information technology" perform the process group "manage enterprise information"+Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and maintain information technology solutions") * 0.01) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Copyright 2015 APQC and IBM 523 of 733
Metric name Formula UnitsFTEs
FTEs
FTEs
Number of FTEs that perform IT operations per $1 billion revenue
(((Percentage of FTEs who perform the function "manage information technology" perform the process group "deploy IT solutions"+Percentage of FTEs who perform the function "manage information technology" perform the process group "deliver and support IT services") * 0.01) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Number of FTEs that perform IT planning and management per $1 billion revenue
(((Percentage of FTEs who perform the function "manage information technology" perform the process group "manage the business of information technology"+Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and manage IT customer relationships"+Percentage of FTEs who perform the function "manage information technology" perform the process group "manage business resiliency and risk"+Percentage of FTEs who perform the function "manage information technology" perform the process group "manage IT knowledge") * 0.01) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Number of FTEs that perform IT processes per $1 billion revenue
Number of FTEs who perform the function "manage information technology" / (Total business entity revenue * 0.000000001)
Copyright 2015 APQC and IBM 524 of 733
Metric name Formula Unitsemployees
Number of IT customers serviced per IT FTE customers serviced
percent
percent
percent
percent
Number of employees performing IT processes per $1 billion revenue
Number of employees who perform the function "manage information technology" / (Total business entity revenue * 0.000000001)
Number of customers serviced by the function "manage information technology" / Number of FTEs who perform the function "manage information technology"
Percentage of FTEs who perform the function "manage information technology" who are external service providers
Percentage of FTEs who perform the function "manage information technology" who are external service providers
Percentage of total IT cost allocated for IT operations
(Percentage of IT cost allocated to the process group "deploy IT solutions"+Percentage of IT cost allocated to the process group "deliver and support IT services")
Percentage of total IT cost allocated for IT planning and management
(Percentage of IT cost allocated to the process group "manage the business of information technology"+Percentage of IT cost allocated to the process group "develop and manage IT customer relationships"+Percentage of IT cost allocated to the process group "manage business resiliency and risk"+Percentage of IT cost for the process group "manage IT knowledge")
Percentage of total IT cost allocated for IT development and maintenance
(Percentage of IT cost allocated to the process group "manage enterprise information"+Percentage of IT cost allocated to the process group "develop and maintain information technology solutions")
Copyright 2015 APQC and IBM 525 of 733
Metric name Formula UnitsFTEs
percent
percent
percent
dollars
dollars
dollars
dollars
dollars
dollars
dollars
Number of external service provider FTEs per $1 billion revenue
((Percentage of FTEs who perform the function "manage information technology" who are external service providers/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Percentage of total IT cost allocated for operating/maintaining the business
Percentage of IT cost allocated to operating the business
Percentage of total IT cost allocated for growth/transformation of the business
Percentage of IT cost allocated to growing and transforming the business
Percentage of your organization's revenue growth over the past three years due to acquisitions
Percentage of your organization's revenue growth over the past three years due to acquisitions
Other cost of the process "generate new product/service ideas" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to generate new product/service ideas / (Total business entity revenue * 0.0010)
Outsourced cost of the process "generate new product/service ideas" per $1,000 revenue
Outsourced cost to generate new product/service ideas / (Total business entity revenue * 0.0010)
Overhead cost of the process "generate new product/service ideas" per $1,000 revenue
Overhead cost to generate new product/service ideas / (Total business entity revenue * 0.0010)
Personnel cost of the process "generate new product/service ideas" per $1,000 revenue
Personnel cost to generate new product/service ideas / (Total business entity revenue * 0.0010)
Systems cost of the process "generate new product/service ideas" per $100,000 revenue
Systems cost to generate new product/service ideas / (Total business entity revenue * 0.000010)
Total cost of the process "generate new product/service ideas" per $1,000 revenue
Total cost to generate new product/service ideas / (Total business entity revenue * 0.0010)
Total cost of the process "generate new product/service ideas" per concept (pre-design phase)
Total cost to generate new product/service ideas / Total number of concepts in the pre-design phase
Copyright 2015 APQC and IBM 526 of 733
Metric name Formula UnitsFTEs
dollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
Number of FTEs for the process "generate new product/service ideas" per $1 billion revenue
Number of FTEs who generate new product/service ideas / (Total business entity revenue * 0.000000001)
Other cost to design and develop products/services per project that enters the test market products/services phase
Costs other than personnel, systems, overhead, and outsourced to design and develop products/services / Number of projects that enter the test market products/services phase
Other cost of the process "design and develop product/service" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to design and develop products/services / (Total business entity revenue * 0.0010)
Outsourced cost to design and develop products/services per project that enters the test market products/services phase
Outsourced cost to design and develop products/services / Number of projects that enter the test market products/services phase
Outsourced cost of the process "design and develop product/service" per $1,000 revenue
Outsourced cost to design and develop products/services / (Total business entity revenue * 0.0010)
Overhead cost of the process "design and develop product/service" per $1,000 revenue
Overhead cost to design and develop products/services / (Total business entity revenue * 0.0010)
Overhead cost to design and develop products/services per projects that enters the test market products/services phase
Overhead cost to design and develop products/services / Number of projects that enter the test market products/services phase
Personnel cost to design and develop products/services per project that enters the test market products/services phase
Personnel cost to design and develop products/services / Number of projects that enter the test market products/services phase
Personnel cost of the process "design and develop product/service" per $1,000 revenue
Personnel cost to design and develop products/services / (Total business entity revenue * 0.0010)
Systems cost of the process "design and develop product/service" per $100,000 revenue
Systems cost to design and develop products/services / (Total business entity revenue * 0.000010)
Copyright 2015 APQC and IBM 527 of 733
Metric name Formula Unitsdollars
dollars
dollars
FTEs
dollars
dollars
dollars
dollars
Systems cost to design and develop products/services per project that enters the test market products/services phase
Systems cost to design and develop products/services / Number of projects that enter the test market products/services phase
Total cost of the process "design and develop product/service" per $1,000 revenue
Total cost to design and develop products/services / (Total business entity revenue * 0.0010)
Total cost to design and develop products/services per project that enters the test market products/services phase
Total cost to design and develop products/services / Number of projects that enter the test market products/services phase
Number of FTEs for the process "design and develop product/service" per $1 billion revenue
Number of FTEs who design and develop products/services / (Total business entity revenue * 0.000000001)
Other cost to support product manufacturing or service delivery per project that exits or completes the test market products/services phase
Costs other than personnel, systems, overhead, and outsourced to support product manufacturing or service delivery / Number of projects that exit or complete the test market products/services phase
Other cost of the process "test market for new or revised products and services" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to test market products/services / (Total business entity revenue * 0.0010)
Other cost to test market products/services per project that exits or completes the test market products/services phase
Costs other than personnel, systems, overhead, and outsourced to test market products/services / Number of projects that exit or complete the test market products/services phase
Outsourced cost to support product manufacturing or service delivery per project that exits or completes the test market products/services phase
Outsourced cost to support product manufacturing or service delivery / Number of projects that exit or complete the test market products/services phase
Copyright 2015 APQC and IBM 528 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
Outsourced cost to test market products/services per project that exits or completes the test market products/services phase
Outsourced cost to test market products/services / Number of projects that exit or complete the test market products/services phase
Outsourced cost of the process "test market for new or revised products and services" per $1,000 revenue
Outsourced cost to test market products/services / (Total business entity revenue * 0.0010)
Overhead cost to support product manufacturing or service delivery per project that exits or completes the test market products/services phase
Overhead cost to support product manufacturing or service delivery / Number of projects that exit or complete the test market products/services phase
Overhead cost of the process "test market for new or revised products and services" per $1,000 revenue
Overhead cost to test market products/services / (Total business entity revenue * 0.0010)
Overhead cost to test market products/services per project that exits or completes the test market products/services phase
Overhead cost to test market products/services / Number of projects that exit or complete the test market products/services phase
Personnel cost to support product manufacturing or service delivery project that exits or completes the test market products/services phase
Personnel cost to support product manufacturing or service delivery / Number of projects that exit or complete the test market products/services phase
Personnel cost of the process "test market for new or revised products and services" per $1,000 revenue
Personnel cost to test market products/services / (Total business entity revenue * 0.0010)
Personnel cost to test market products/services per project that exits or completes the test market products/services phase
Personnel cost to test market products/services / Number of projects that exit or complete the test market products/services phase
Systems cost of the process "test market for new or revised products and services" per $100,000 revenue
Systems cost to test market products/services / (Total business entity revenue * 0.000010)
Systems cost to test market products/services per projects that exits or completes the test market products/services phase
Systems cost to test market products/services / Number of projects that exit or complete the test market products/services phase
Copyright 2015 APQC and IBM 529 of 733
Metric name Formula Unitsdollars
dollars
FTEs
percent
percent
percent
percent
percent
percent
percent
Total cost of the process "test market for new or revised products and services" per $1,000 revenue
Total cost to test market products/services / (Total business entity revenue * 0.0010)
Total cost to test market products/services per project that exits or completes the test market products/services phase
Total cost to test market products/services / Number of projects that exit or complete the test market products/services phase
Number of FTEs for the process "test market for new or revised products and services" per $1 billion revenue
Number of FTEs who test market products/services / (Total business entity revenue * 0.000000001)
Percentage of customers using your business entity's website for information gathering on your business entity's products/services
Percentage of your customers uses your website (your company name.com) for information gathering or research on your products/services
Percentage of customers using social media for information gathering on your business entity's products/services
Percentage of your customers uses social media (interactions via social platforms external to your company website) for information gathering or research on your products/services
Percentage of customers using mobile applications for information gathering on your business entity's products/services
Percentage of your customers uses mobile applications for information gathering or research on your products/services
Percentage of customers using traditional face-to-face contact for information gathering on your business entity's products/services
Percentage of your customers uses traditional face-to-face contact for information gathering or research on your products/services
Percentage of customers using indirect marketing for information gathering on your business entity's products/services
Percentage of your customers uses indirect marketing such as billboards, print, broadcasting (radio/TV) for information gathering or research on your products/services
Average monthly sales forecast error within a product family
Average monthly product family sales forecast error
Sales FTEs as a percentage of total business entity FTEs
(Number of FTEs who perform the sales function/Number of business entity FTEs)*100
Copyright 2015 APQC and IBM 530 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
Budget for marketing as a percentage of revenue percent
Marketing budget per marketing FTE dollars
days
Number of direct marketing campaigns executed campaigns
percent
percent
Average return on investment on website channel marketing/sales campaigns
Average return on investment for marketing/sales campaigns for the website channel
Average return on investment on mobile application channel marketing/sales campaigns
Average return on investment for marketing/sales campaigns for the mobile application channel
Average return on investment on search engine marketing channel marketing/sales campaigns
Average return on investment for marketing/sales campaigns for the search engine marketing channel
Average return on investment on social media marketing channel marketing/sales campaigns
Average return on investment for marketing/sales campaigns for the social media channel
Average return on investment on traditional face-to-face channel marketing/sales campaigns
Average return on investment for marketing/sales campaigns for the face-to-face channel
Average return on investment on indirect marketing channel marketing/sales campaigns
Average return on investment for marketing/sales campaigns for the indirect marketing channel
(Budget for marketing / Total business entity revenue) * 100Budget for marketing / Number of FTEs who perform the marketing function
Average cycle time to develop a direct marketing campaign
Cycle time in days to develop a direct marketing campaign
Total number of direct marketing campaigns executedTotal annual cost incurred to execute direct marketing campaigns as a percentage of revenue generated by direct marketing campaigns
(Total cost from direct marketing campaigns/Revenue from direct marketing campaigns)*100
Percentage of business entity's growth in revenues from the top twenty percent of customers
Percentage of revenue growth for the top 20 percent of customers
Copyright 2015 APQC and IBM 531 of 733
Metric name Formula Unitspercent
days
percent
percent
Number of active customers per sales FTE customers
Percentage of active customers who are profitable Percentage of active customers that are profitable percent
percent
dollars
dollars
dollars
dollars
dollars
Percentage of active customers who are repeat customers
Percentage of active customers who are repeat customers
Average sales cycle time in calendar days from the time the lead/opportunity is identified and the sale is closed
Cycle time in days from when a sales lead/opportunity is identified to when IT is closed
Percentage of order inquiry contacts received through new (such as digital/electric) channels
Percentage of order inquiry contacts received through new (such as digital/electric) channels
Percentage of qualified leads where the sale is closed
Percentage of qualified leads where the sale is closedTotal number of active customers/Number of FTEs who perform the sales function
Percentage of annual net sales revenue attributable to repeat customers
Percentage of net sales revenue attributable to repeat customers
Average cost per sales order for orders received through new channels
Average cost per sales order received through new (such as digital/electric) channels
Average cost per sales order for orders received through traditional channels
Average cost per sales order received through traditional channels
Average cost to resolve a service-after-sales request for contact centers or similar remote assistance channel
Average cost to resolve a service-after-sales request for contact centers or similar remote assistance channel
Average cost to resolve a service-after-sales request for the customer self-service channel
Average cost to resolve a service-after-sales request for the customer self-service channel
Average cost to resolve a service-after-sales request for on-site visits
Average cost to resolve a service-after-sales request for on-site visits
Copyright 2015 APQC and IBM 532 of 733
Metric name Formula UnitspercentCombined personnel and systems costs of the
customer order management function as a percentage of the total cost the function
((Personnel cost to perform the process "develop customer care/customer service strategy" + Systems cost to perform the process "develop customer care/customer service strategy" + Personnel cost to perform the process "manage sales orders" + Systems cost to perform the process "manage sales orders" + Personnel cost to perform the process "service customers" + Systems cost to perform the process "service customers" + Personnel cost to perform the process "manage returns; manage reverse logistics" + Systems cost to perform the process "manage returns; manage reverse logistics") / (Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics")) * 100.0
Copyright 2015 APQC and IBM 533 of 733
Metric name Formula Unitspercent
dollars
percent
Other cost of the customer order management function as a percentage of the total cost of the function
((Costs other than personnel, systems, overhead, and outsourced to perform the process "develop customer care/customer service strategy" + Costs other than personnel, systems, overhead, and outsourced to perform the process "manage sales orders" + Costs other than personnel, systems, overhead, and outsourced to perform the process "service customers" + Costs other than personnel, systems, overhead, and outsourced to perform the process "manage returns; manage reverse logistics") / (Total cost to perform the process group "develop customer care/customer service strategy" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "service customers" + Total cost to perform the process "manage returns; manage reverse logistics")) * 100.0
Other cost of the process "manage sales orders" per $1,000 revenue
Total annual cost for the process "manage sales orders" for the category "Other cost" / (Total business entity revenue * 0.0010)
Other cost to perform the process "manage sales orders" as a percentage of total cost of the process
(Total annual cost for the process "manage sales orders" for the category "Other cost" / Total annual cost for the process "manage sales orders" for the category "Total cost") * 100.0
Copyright 2015 APQC and IBM 534 of 733
Metric name Formula Unitspercent
dollars
percent
dollars
Outsourced cost of the customer order management function as a percentage of the total cost of the function
((Outsourced cost to perform the process "develop customer care/customer service strategy" + 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 of the process "manage sales orders" per $1,000 revenue
Total annual cost for the process "manage sales orders" for the category "Outsourced cost" / (Total business entity revenue * 0.0010)
Outsourced cost to perform the process "manage sales orders" as a percentage of the total cost to perform the process
(Total annual cost for the process "manage sales orders" for the category "Outsourced cost" / Total annual cost for the process "manage sales orders" for the category "Total cost") * 100.0
Outsourced cost to perform the process "manage sales orders", "manage customer requests/inquiries", and "manage customer complaints" per call contact
(Total annual cost for the process "manage sales orders" for the category "Outsourced cost" + Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of inbound calls received through a live agent
Copyright 2015 APQC and IBM 535 of 733
Metric name Formula Unitspercent
dollars
percent
dollars
Overhead cost of the customer order management function as a percentage of the total cost of the function
((Overhead cost to perform the process "develop customer care/customer service strategy" + 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 of the process "manage sales orders" per $1,000 revenue
Total annual cost for the process "manage sales orders" for the category "Overhead cost (direct and/or allocated to the business entity)" / (Total business entity revenue * 0.0010)
Overhead cost to perform the process "manage sales orders" as a percentage of the total cost to perform the process
(Total annual cost for the process "manage sales orders" for the category "Overhead cost (direct and/or allocated to the business entity)" / Total annual cost for the process "manage sales orders" for the category "Total cost") * 100.0
Overhead cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact
(Total annual cost for the process "manage sales orders" for the category "Overhead cost (direct and/or allocated to the business entity)" + Overhead cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts
Copyright 2015 APQC and IBM 536 of 733
Metric name Formula Unitsdollars
dollars
percent
dollars
Overhead/other cost of the process "Manage sales orders" per $100,000 revenue
(Percentage of total cost of the process "Manage 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 orders" per $1,000 revenue
(Percentage of total cost of the process "Manage sales orders" allocated to external cost * Total cost to perform the process "manage sales orders" * .01) / (Total business entity revenue * .001)
Personnel cost of the customer order management function as a percentage of the total cost of the function
((Personnel cost to perform the process "develop customer care/customer service strategy" + Personnel cost to perform the process "manage sales orders" + Personnel cost to perform the process "service customers" + Personnel 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
Personnel cost to perform the process "manage sales orders" per $1,000 revenue
Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 537 of 733
Metric name Formula Unitspercent
dollars
dollars
dollars
dollars
Personnel cost to perform the process "manage sales orders" as a percentage of the total cost to perform the process
(Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" / Total annual cost for the process "manage sales orders" for the category "Total cost") * 100.0
Personnel cost to perform the process "manage sales orders" per process agent FTE
Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" / Number of FTEs for the process "Manage sales orders"
Systems cost to perform the process "manage sales orders" per $100,000 revenue
(Percentage of total cost of the process "Manage sales orders" allocated to internal cost * Percentage of internal cost of the process "Manage sales orders" allocated to systems cost * Total cost to perform the process "manage sales orders" * .0001) / (Total business entity revenue * .00001)
Total cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per active customer
(Total annual cost for the process "manage sales orders" for the category "Total cost" + Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active
Total cost of to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact
(Total annual cost for the process "manage sales orders" for the category "Total cost" + Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts
Copyright 2015 APQC and IBM 538 of 733
Metric name Formula Unitsdollars
dollars
dollars
Total cost of the customer order management function per $1,000 revenue
(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") / (Total business entity revenue * 0.0010)
Total cost of the customer order management function per function FTE
(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") / (Number of FTEs who perform the process group "develop customer care/customer service strategy" + Number of FTEs who perform the process "manage sales orders" + Number of FTEs who perform the process "service customers" + Number of FTEs who perform the process "manage returns; manage reverse logistics")
Total cost of the customer order management function per sales order
(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") / Number of sales orders placed
Copyright 2015 APQC and IBM 539 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
Total revenue per sales order dollars
hours
Total cost of the customer order management function per sales order line item
(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") / Number of sales order line items
Total cost of the process "manage sales orders" per process FTE
Total annual cost for the process "manage sales orders" for the category "Total cost" / Number of FTEs for the process "Manage sales orders"
Total cost to perform the process "manage sales orders" per $1,000 revenue
Total annual cost for the process "manage sales orders" for the category "Total cost" / (Total business entity revenue * 0.0010)
Total cost to perform the process "manage sales orders" per sales order placed
Total annual cost for the process "manage sales orders" for the category "Total cost" / Total annual number of sales orders placed
Total cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per business entity FTE
(Total annual cost for the process "manage sales orders" for the category "Total cost" + Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of FTEs for the process "Manage sales orders" and the function "Manage customer service"
Total cost to perform the process "manage sales orders" per sales order line item
Total cost to perform the process "manage sales orders" / Number of sales order line itemsTotal business entity revenue / Total annual number of sales orders placed
Cycle time in hours from the time a sales order is received until the time manufacturing/logistics is notified
Cycle time in hours from the time a sales order is received until the time manufacturing/logistics is notified
Copyright 2015 APQC and IBM 540 of 733
Metric name Formula Unitspercent
percent
FTEs
FTEs
percent
percent
percent
percent
Percentage of sales orders transacted via a portal Percentage of sales orders transacted via portal percent
Number of FTEs who perform order entry/order processing as a percentage of total FTEs for the "manage sales orders" process
(Number of FTEs who perform the process "manage sales orders" who perform order entry/order processing / Number of FTEs for the process "Manage sales orders") * 100.0
Number of FTEs who perform order inquiry as a percentage of total FTEs for the "manage sales orders" process
(Number of FTEs who perform the process "manage sales orders" who perform order inquiry / Number of FTEs for the process "Manage sales orders") * 100.0
Number of FTEs that perform the customer order management function per $1 billion revenue
(Number of FTEs who perform the process group "develop customer care/customer service strategy" + Number of FTEs who perform the process "manage sales orders" + Number of FTEs who perform the process "service customers" + Number of FTEs who perform the process "manage returns; manage reverse logistics") / (Total business entity revenue * 0.000000001)
Number of FTEs that perform the process "manage sales orders" per $1 billion revenue
Number of FTEs who perform the process "manage sales orders" / (Total business entity revenue * .000000001)
Percentage of sales orders requiring no human intervention to create, modify, or fulfill
Percentage of sales orders requiring no manual intervention to create, modify, or fulfill
Inbound calls for the process "manage sales orders" as a percentage of total inbound calls
(Number of inbound calls for the process "manage sales orders" / Number of inbound calls) * 100.0
Percentage of sales order line items delivered on time
(Sales order line items delivered on time as scheduled / Number of sales order line items) * 100.0
Percentage of sales order line items requiring no human intervention to create, modify, or fulfill
Percentage of sales order line items requiring no manual intervention to create, modify, or fulfill
Copyright 2015 APQC and IBM 541 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
Cross-sell/up-sell close rate percent
percent
sales orders
percent
percent
Percentage of sales orders received through new (such as digital/electric) channels
Percentage of sales orders received through new (such as digital/electric) channels
First contact resolution rate for inquiries on existing orders and service-after-sales requests
First contact resolution rate for inquiries on existing orders and service-after-sales requests
Percentage of total sales order line items placed through EDI
(Sales order line items received by EDI / Number of sales order line items) * 100.0
Percentage of sales orders delivered on time over the past three reporting periods
Percentage of sales orders delivered on time over the past three reporting periods
Value of sales order line items not fulfilled due to production capacity or stockouts as a percentage of revenue
Value of sales order line items not fulfilled due to production capacity or stockouts as a percentage of revenue
Percentage of inbound contacts that completed an additional cross-sell or up-sell
Percentage of the sales force that made their quotas/targets in the last 12-month reporting period
Percentage of the sales force that made their quotas/targets in the last 12-month reporting period
Number of sales order line items per FTE that performs the process "manage sales orders"
Number of sales order line items / Number of FTEs who perform the process "manage sales orders"
sales order line items
Number of sales orders per FTE that performs the process "manage sales orders"
Total annual number of sales orders placed / Number of FTEs for the process "Manage sales orders"
Percentage of finance function FTEs allocated to the process "manage sales orders"
(Number of FTEs who perform the process "manage sales orders" / Number of FTEs who perform the function "manage financial resources") * 100
Percentage of sales order line items changed after initial order placement through direct connection to the system
(Number of sales order line items changed after initial order placement through direct connection to the system / Number of sales order line items changed by the customer after the initial order placement) * 100.0
Copyright 2015 APQC and IBM 542 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
Percentage of sales order line items changed after initial order placement through electronic data interchange (EDI)
(Number of sales order line items changed after initial order placement through EDI / 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 initial order placement through e-mail
(Number of sales order line items changed after initial order placement through e-mail / Number of sales order line items changed by the customer after the initial order placement) * 100.0
Percentage of sales order line items changed after initial order placement through fax and mail
(Number of sales order line items changed after 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 initial order placement through other methods
(Number of sales order line items changed after 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 initial order placement through telephone
(Number of sales order line items changed after 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 initial order placement through the internet
(Number of sales order line items changed after initial order placement through the internet / Number of sales order line items changed by the customer after the initial order placement) * 100.0
Copyright 2015 APQC and IBM 543 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
percent
percent
percent
percent
percent
Percentage of sales order line items changed after initial order placement through WAP
(Number of sales order line items changed after initial order placement through WAP / Number of sales order line items changed by the customer after the initial order placement) * 100.0
Percentage of revenue attributed to indirect sources three reporting periods ago
Percentage of revenue attributed to indirect sources three reporting periods ago
Percentage of revenue attributed to indirect sources for the current period
Percentage of revenue attributed to indirect sources for the current period
Percentage of sales orders changed by the customer after the initial order placement
Percentage of sales orders changed by the customer after the initial order placement
Percentage of total sales order line items not fulfilled due to lack of production capacity/stockouts
(Number of sales orders line items not fulfilled due to lack of production capacity/stockouts / Number of sales order line items) * 100.0
Percentage of sales orders not fulfilled due to lack of production capacity/stockouts
Percentage of sales orders not fulfilled due to lack of production capacity/stockouts
Percentage of revenue attributed to direct sources for the current period
Percentage of revenue attributed to direct sources for the current period
Percentage of revenue attributed to direct sources three reporting periods ago
Percentage of revenue attributed to direct sources over the past three reporting periods
Percentage of revenue attributed to e-commerce for the current period
Percentage of revenue attributed to e-commerce for the current period
Percentage of revenue attributed to e-commerce three reporting periods ago
Percentage of revenue attributed to e-commerce over the past three reporting periods
Percentage of total annual sales revenue attributable to sales completed on your business entity's website
Percentage of total annual sales revenue attributable to your website channel
Percentage of total annual sales revenue attributable to sales completed on social media
Percentage of total annual sales revenue attributable to social media
Percentage of total annual sales revenue attributable to sales completed on mobile applications
Percentage of total annual sales revenue attributable to mobile applications
Copyright 2015 APQC and IBM 544 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
Percentage of total annual sales revenue attributable to sales completed through traditional face-to-face channels
Percentage of total annual sales revenue attributable to the face-to-face channel
Percentage of total annual sales revenue attributable to sales completed through human-assisted channels other than face-to-face contact
Percentage of total annual sales revenue attributable to a human-assisted sales method other than face-to-face contact
Percentage of total annual sales revenue attributable to sales completed through digital channels other than social media, website, or mobile applications
Percentage of total annual sales revenue attributable to a digital channel other than your website, social media, or mobile applications
Personnel cost of the process "Manage sales orders" as a percentage of total process cost
Percentage of internal cost of the process "Manage sales orders" allocated to personnel cost * Percentage of total cost of the process "Manage sales orders" allocated to internal cost * .01
Systems cost of the process "Manage sales orders" as a percentage of total process cost
Percentage of internal cost of the process "Manage sales orders" allocated to systems cost * Percentage of total cost of the process "Manage sales orders" allocated to internal cost * .01
Overhead/other cost of the process "Manage sales orders" as a percentage of total process cost
Percentage of internal cost of the process "Manage sales orders" allocated to overhead and other costs * Percentage of total cost of the process "Manage sales orders" allocated to internal cost * .01
Outsourced cost of the process "Manage sales orders" as a percentage of total process cost
Percentage of total cost of the process "Manage sales orders" allocated to external cost
Percentage of sales order line items changed by the customer following initial order entry
(Number of sales order line items changed by the customer after the initial order placement / Number of sales order line items) * 100.0
Copyright 2015 APQC and IBM 545 of 733
Metric name Formula Unitspercent
percent
Sales force turnover rate Sales force turnover percentInventory carrying cost per $1,000 revenue dollars
dollars
dollars
Total cost of quality per $100,000 revenue dollars
percent
dollars
dollars
Inbound contacts for the process "manage sales orders" as a percentage of total inbound contacts
Percentage of inbound contacts from all channels related to the process "manage inbound sales orders"
Percentage of sellers who made their quotas/targets last year
Percentage of the sales force that made their quotas/targets in the last 12-month reporting period
Value of inventory carrying costs / (Total business entity revenue * 0.0010)
Demand/supply planning costs per $1,000 revenue
Demand/Supply planning cost / (Total business entity revenue * 0.0010)
Supply chain management costs per $1,000 revenue
Supply chain management costs / (Total business entity revenue * .001)Total cost of quality / (Total business entity revenue * 0.000010)
Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources"
Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources"
Total cost of the process group "Plan for and align supply chain resources" per $1,000 revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * .01) / (Total business entity revenue * .001)
Total cost of the process group "Plan for and align supply chain resources" per $1 billion revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * .01) / (Total business entity revenue * .000000001)
Copyright 2015 APQC and IBM 546 of 733
Metric name Formula Unitsdollars
dollars
dollars
Total cost to perform the process group "Plan for and align supply chain resources" per process group FTE
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * .01) / Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)"
Personnel cost to perform the process group "Plan for and align supply chain resources" per process group FTE
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the 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 costs * Percentage of internal cost of the process group "Plan for and align supply chain resources" allocated to personnel costs * .000001) / Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)"
Personnel cost to perform the process group "Plan for and align supply chain resources" per $1,000 revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the 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 costs * Percentage of internal cost of the process group "Plan for and align supply chain resources" allocated to personnel costs * .000001) / (Total business entity revenue * .001)
Copyright 2015 APQC and IBM 547 of 733
Metric name Formula Unitsdollars
dollars
dollars
percent
Systems cost to perform the process group "Plan for and align supply chain resources" per $100,000 revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the 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 costs * Percentage of internal cost of the process group "Plan for and align supply chain resources" allocated to systems costs * .000001) / (Total business entity revenue * .00001)
Overhead and other costs to perform the process group "Plan for and align supply chain resources" per $100,000 revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the 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 costs * 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 "Plan for and align supply chain resources" per $1,000 revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the 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 costs * .0001) / (Total business entity revenue * .001)
Forecast accuracy one planning period prior to production run
Forecast accuracy one planning period prior to production run
Copyright 2015 APQC and IBM 548 of 733
Metric name Formula Unitspercent
percent
Value added productivity per employee dollars
FTEs
Employee retention rate Employee retention rate percent
percent
percent
percent
Value of forecast accuracy as a percentage of value shipped
Value of forecast accuracy as a percentage of value shipped
Forecast accuracy as a percentage of units shipped
Forecast accuracy as a percentage of units shippedValue added productivity per employee in revenue value
Number of FTEs for the process group "Plan for and align supply chain resources" per $1 billion revenue
Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)" / (Total business entity revenue * .000000001)
Systems cost of the procurement process group as a percentage of total cost of the process group
((Systems cost to perform the process "develop sourcing strategies" + Systems cost to perform the process "select suppliers and develop/maintain contracts" + Systems cost to perform the process "order materials and services" + Systems cost to perform the process "appraise and develop suppliers") / (Total cost to perform the process "develop sourcing strategies" + Total cost to perform the process "select suppliers and develop/maintain contracts" + Total cost to perform the process group "order materials and services" + Total cost to perform the process "appraise and develop suppliers")) * 100.0
Total cost to perform the procurement process group as a percentage of cost of goods sold (COGS)
Total cost to perform the process group "procure materials and services" /Cost of goods sold (COGS) * 100
Total cost to perform the procurement process group as a percentage of revenue
(Total cost to perform the process group "procure materials and services" / Total business entity revenue) * 100
Copyright 2015 APQC and IBM 549 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
percent
dollars
Procure to pay cycle time in days days
Total cost of the process group "Procure materials and services" per $1,000 revenue
Total cost to perform the process group "procure materials and services" / (Total business entity revenue * .001)
Total cost to perform the procurement process group per $1,000 purchases
Total cost to perform the process group "procure materials and services" / (Value of all materials and services purchased* .001)
Total cost to perform the procurement process group per process group FTE
Total cost to perform the process group "procure materials and services" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services"+ Number of FTEs who perform the process "appraise and develop suppliers")
Total cost to perform the procurement process group per purchase order
Total cost to perform the process group "procure materials and services" / Number of purchase orders placed
Total cost to perform the procurement process group per purchase order line item
Total cost to perform the process group "procure materials and services" / Number of purchase order line items processed
Percentage of the total cost of the supply chain function allocated to the process group "Procure materials and services"
Percentage of the total cost of the supply chain function allocated to the process group "Procure materials and services"
Total cost of the process group "Procure materials and services" per $1 billion revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Procure materials and services" * .01) / (Total business entity revenue * .000000001)
Time in days required to pay suppliers from purchase order placement until payment complete
Copyright 2015 APQC and IBM 550 of 733
Metric name Formula UnitsDays payable Days payable outstanding days
days
Transaction amount per purchase order Average transaction amount per purchase order dollars
FTEs
percent
percent
percent
percent
percent
percent
Percentage of purchase orders received complete percent
Average supplier lead time on purchased materials
Average supplier lead time on purchased materials
Number of FTEs for the procurement process group per $1 billion purchases
(Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers") / (Value of all materials and services purchased* .000000001)
Percentage of total value of goods and services purchased from top ten suppliers
Percentage of the total value of goods and services purchased from your top 10 suppliers
Percentage of purchase value from certified vendors
Percentage of purchase value from certified vendors
Percentage of purchase order line items received complete
Percentage of purchase order line items received with all items complete
Percentage of purchase order line items received damage free
(Purchase order line items received damage free / Number of purchase order line items processed) * 100.0
Percentage of purchase order line items transacted using e-procurement enabled catalogue suppliers
Percentage of purchase order line items transacted using e-procurement enabled catalogue suppliers
Percentage of purchase orders approved electronically
Percentage of purchase orders approved electronicallyPercentage of purchase orders received with all items complete
Copyright 2015 APQC and IBM 551 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
FTEs
active vendors
percent
Percentage of purchase value transacted via an electronic marketplace
(Percentage of purchases by currency volume transacted electronically via private online trade exchange + Percentage of purchases by currency volume transacted electronically via public online trade exchange)
Percentage of purchase value transacted via a private electronic marketplace
Percentage of purchases by currency volume transacted electronically via private online trade exchange
Percentage of purchase value transacted via a public electronic marketplace
Percentage of purchases by currency volume transacted electronically via public online trade exchange
Percentage of supplier orders received by original request date (on time)
Percentage of supplier orders delivered by original request date
Strategic suppliers as a percentage of all active suppliers
(Number of active suppliers considered strategic suppliers / Number of active unique suppliers in vendor master file) * 100
Number of FTEs that perform the procurement process group per $1 billion revenue
(Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers") / (Total business entity revenue * .000000001)
Number of active vendors in the master file per $1 million purchases
Number of active unique suppliers in vendor master file / (Value of all materials and services purchased * .000001)
Percentage of total number of goods receipts received without item and quantity verification
(Number of goods receipts received without item and quantity verification / Number of parts and materials receipts received) * 100
Copyright 2015 APQC and IBM 552 of 733
Metric name Formula Unitspercent
percent
percent
active suppliers
purchase orders
Percentage of total number of items purchased and received failing inspection (incoming material quality)
(Items received that fail inspection / Number of items received) * 100.0
Percentage of total purchases procured via maverick buying
Percentage of total purchase value procured via maverick buying
Percentage of purchase orders received damage free
(Number of purchase orders received with all items damage free / Number of purchase orders placed) * 100
Number of active suppliers in vendor master file per procurement process group FTE
Number of active unique suppliers in vendor master file / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services"+ Number of FTEs who perform the process "appraise and develop suppliers")
Number of purchase orders processed per procurement process group FTE
Number of purchase orders placed / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services"+ Number of FTEs who perform the process "appraise and develop suppliers")
Copyright 2015 APQC and IBM 553 of 733
Metric name Formula Unitsdollars
dollars
Ratio of Purchases to Revenue percent
percent
percent
percent
percent
percent
percent
Total purchase value (spend, in thousands of dollars) per procurement process group FTE
(Value of all materials and services purchased /(Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers")) * .001
Value of materials and services per $1,000 revenue
Value of all materials and services purchased / (Total business entity revenue * .001)(Value of all materials and services purchased/Total business entity revenue)*100
Percentage of total value of materials and services purchases included in total cost of ownership model
Percentage of materials and services purchase value that is included in a TCO model
Percentage of total value of purchases allocated among the following purchase arrangement type: other
(Value of purchases placed by other methods / Value of all materials and services purchased) * 100.0
Percentage of total value of purchases allocated among the following purchase arrangement type: replenishment/vendor management inventor
(Value of purchases placed by replenishment/vendor managed inventory / Value of all materials and services purchased) * 100.0
Percentage of total value of purchases allocated among the following submission method: electronic data interchange
(Value of purchase order line items submitted by EDI / Value of all materials and services purchased) * 100.0
Percentage of total value of purchases allocated among the following submission method: fax
(Value of purchase order line items submitted by fax / Value of all materials and services purchased) * 100.0
Percentage of total value of purchases allocated among the following submission method: internet
(Value of purchase order line items submitted by internet / Value of all materials and services purchased) * 100.0
Copyright 2015 APQC and IBM 554 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
percent
percent
Percentage of total value of purchases allocated among the following submission method: mail
(Value of purchase order line items submitted by mail / Value of all materials and services purchased) * 100.0
Percentage of total value of purchases allocated among the following submission method: telephone
(Value of purchase order line items submitted by telephone / Value of all materials and services purchased) * 100.0
Percentage of total value of purchases allocated among the following submission method: wireless application protocol
(Value of purchase order line items submitted by WAP / Value of all materials and services purchased) * 100.0
Percentage of total value of direct materials and services purchased outside of country
Percentage of total value of direct materials and services purchased that is sourced outside of the country
Percentage of value of supplier certified purchased material
Percentage of total value of purchased material that is supplier certified
Percentage of the total value of purchases allocated among the following purchase arrangement type: procurement cards
(Value of purchases placed by procurement cards / Value of all materials and services purchased) * 100.0
Percentage of the total value of purchases allocated among the following purchase arrangement type: individual purchase orders
(Value of purchases placed by individual purchase orders / Value of all materials and services purchased) * 100.0
Percentage of the total value of purchases allocated among the following purchase arrangement type: blanket/contract orders
(Value of purchases placed by blanket/contract orders / Value of all materials and services purchased) * 100.0
Percentage of the total value of purchases allocated among the following submission method: other
(Value of purchase order line items submitted by other methods / Value of all materials and services purchased) * 100.0
Percentage of the total value of purchases placed by non-traditional submission methods (without a buyer or purchasing agent being involved to process the transaction)
((Value of purchase order line items submitted by internet + Value of purchase order line items submitted by WAP + Value of purchase order line items submitted by EDI) / Value of all materials and services purchased) * 100.0
Copyright 2015 APQC and IBM 555 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
percent
percent
Percentage of purchase requisition line items allocated among the following request method: electronic request direct to internal purchasing department
(Number of purchase requisition line items by electronic request direct to internal purchasing department / Number of purchase requisition line items processed) * 100.0
Percentage of purchase requisition line items allocated among the following request method: other
(Number of purchase requisition line items by other request methods / Number of purchase requisition line items processed) * 100.0
Percentage of purchase requisition line items allocated among the following request method: paper
(Number of purchase requisition line items by paper request / Number of purchase requisition line items processed) * 100.0
Percentage of purchase requisition line items allocated among the following request method: telephone request direct to internal purchasing department
(Number of purchase requisition line items by telephone request direct to internal purchasing department / Number of purchase requisition line items processed) * 100.0
Percentage of purchase requisition line items allocated among the following request method: telephone request direct to vendor
(Number of purchase requisition line items by telephone request direct to vendor / Number of purchase requisition line items processed) * 100.0
Percentage of purchase requisition line items allocated among the following request method: electronic request direct to vendor
(Number of purchase requisition line items by electronic request direct to vendor / Number of purchase requisition line items processed) * 100.0
Percentage of purchase order line items transacted via a portal
Percentage of purchase order line items transacted via portal
Percentage of value of purchased material that is received from vendors that participate in vendor-managed inventory programs
Percentage of value of purchased materials from vendors that participate in vendor-managed programs
Percentage of procurement process group staff with formal training in negotiations
Percentage of procurement department staff with formal training in negotiations
Percentage of procurement process group staff with over three years of purchasing operations experience
Percentage of procurement department staff with over three years of purchasing operations experience
Copyright 2015 APQC and IBM 556 of 733
Metric name Formula Unitspercent
percent
percent
Percent
Percent
percent
Material cost as a percentage of cost of goods sold percent
percent
Labor costs as a percentage of cost of goods sold Labor cost as a percentage of cost of goods sold percent
Scrap and rework costs as a percentage of sales Scrap and rework costs as a percentage of sales percent
Total cost to manufacture per $1,000 revenue dollars
Percentage of procurement process group staff with over three years of strategic sourcing/commodity management experience
Percentage of procurement department staff with over three years of strategic sourcing/commodity management experience
Direct materials and services value as a percentage of total value of purchases
(Value of all direct materials and services purchased /Value of all materials and services purchased) * 100
Indirect materials and services value as a percentage of total value of purchases
(Value of all indirect materials and services purchased /Value of all materials and services purchased) * 100
Percentage of spend that is processed by the business entity’s EPC (Engineering, Procurement, and Construction) or EPCM (Engineering, Procurement, and Construction Management) partners
Percentage of spend processed by EPC or EPCM partners
Percentage of transactions that are processed by the business entity’s EPC (Engineering, Procurement, and Construction) or EPCM (Engineering, Procurement, and Construction Management) partners
Percentage of transactions processed by EPC or EPCM partners
Manufacturing controllable cost as a percentage of revenue
(Manufacturing controllable costs / Total business entity revenue) * 100.0
Material costs as a percentage of cost of goods soldOverhead costs as a percentage of cost of goods sold
Overhead cost as a percentage of cost of goods sold
Total cost to manufacture / (Total business entity revenue * .001)
Copyright 2015 APQC and IBM 557 of 733
Metric name Formula Unitspercent
dollars
dollars
hours
Engineering change order (ECO) cycle time Engineering change-order cycle time in days dayspercent
Asset turns Total asset turn rate turns
Direct labor availability percent
percent
Percentage of defective parts per million Percentage of defective parts per million percent
percent
percent
Percentage of the total cost of the supply chain function allocated to the process group "Produce/Manufacture/Deliver product"
Percentage of the total cost of the supply chain function allocated to the process group "Produce/Manufacture/Deliver product"
Total cost of the process group "Produce/Manufacture/Deliver product" per $1,000 revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Produce/Manufacture/Deliver product" * .01) / (Total business entity revenue * .001)
Total cost of the process group "Produce/Manufacture/Deliver product" per $1 billion revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Produce/Manufacture/Deliver product" * .01) / (Total business entity revenue * .000000001)
Maximum elapsed time it takes to engineer, select, and negotiate with suppliers and order materials for customized configuration of non-standard items (capability model engineer-to-order only)
Maximum elapsed time it takes to engineer, select, and negotiate with suppliers and order materials for customized configuration of non-standard items (capability model engineer-to-order only)
Inventory obsolescence as a percentage of total inventory
Value of inventory obsolescence as a percentage of total inventory value
Percentage of direct labor in manufacturing that is available for manufacturing activities
Personnel turnover rate as percentage of total work force for the most recent fiscal year
Personnel turnover rate as percentage of total work force for the most recent fiscal year
Percentage of total labor used in manufacturing classified as direct labor
Percentage of total labor used in manufacturing classified as direct labor
Costs of production material handling damage as a percentage of total material costs
Costs of production material handling damage as a percentage of total material costs
Copyright 2015 APQC and IBM 558 of 733
Metric name Formula UnitsWarranty costs as a percentage of sales percent
Value of plant shipments per employee dollars
percent
dollars
dollars
percent
dollars
dollars
Warranty costs (repair and replacement) as a percentage of sales
Most recent fiscal year's approximate currency value of plant shipments per employee
Percentage of the total cost of the supply chain function allocated to the process group "Deliver service to customer"
Percentage of the total cost of the supply chain function allocated to the process group "Deliver service to customer"
Total cost of the process group "Deliver service to customer" per $1,000 revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Deliver service to customer" * .01) / (Total business entity revenue * .001)
Total cost of the process group "Deliver service to customer" per $1 billion revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Deliver service to customer" * .01) / (Total business entity revenue * .000000001)
Total cost to perform the process group "manage logistics and warehousing" as a percentage of costs of goods sold
(Total cost to perform the process group "manage logistics and warehousing" / Cost of goods sold (COGS)) * 100
Total cost of the process group "Manage logistics and warehousing" per $1,000 revenue
Total cost to perform the process group "manage logistics and warehousing" /(Total business entity revenue * .001)
Total cost to perform the logistics process group "manage logistics and warehousing" per "define logistics strategy", "plan and manage inbound material flow", "operate warehousing", and "operate outbound transportation" process FTE
Total cost to perform the process group "manage logistics and warehousing" /(Number of FTEs who perform the process "operate outbound transportation" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "define logistics strategy")
Copyright 2015 APQC and IBM 559 of 733
Metric name Formula Unitsdollars
Total logistics cost as a percentage of sales Total logistics cost as a percentage of sales percent
Total transportation cost per $1,000 revenue dollars
percent
percent
dollars
dollars
hours
percent
Turnover rate of logistics personnel Turnover rate of logistics personnel percent
Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent
Total cost to perform the process group "manage logistics and warehousing" per sales order fulfilled
Total cost to perform the process group "manage logistics and warehousing" /Number of sales orders fulfilled
Transportation cost / (Total business entity revenue * .001)
Percentage of the total cost of the supply chain function allocated to transportation
(Transportation cost / Total cost of the supply chain function ) * 100
Percentage of the total cost of the supply chain function allocated to the process group "Manage logistics and warehousing"
Percentage of the total cost of the supply chain function allocated to the process group "Manage logistics and warehousing"
Total cost of the process group "Manage logistics and warehousing" per $1 billion revenue
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Manage logistics and warehousing" * .01) / (Total business entity revenue * .000000001)
Total cost to perform the process group "Manage logistics and warehousing" per sales order
(Total cost of the supply chain function * Percentage of the total cost of the supply chain function allocated to the process group "Manage logistics and warehousing" * .01) / Number of sales orders placed
Cycle time in hours from receiving a customer's order to completing the order's preparation
Cycle time in hours from receiving a customer's order to completing the order's preparation
Expedited costs as a percentage of total cost of the logistics process group "manage logistics and warehousing"
Percentage of total logistics costs that are expedited
Copyright 2015 APQC and IBM 560 of 733
Metric name Formula Unitspercent
percent
percent
percent
FTEs
percent
percent
percent
percent
Gross value of on-hand balance for typical parts that have sales or usage of 0 units as a percentage of total gross typical parts inventory value
(Gross value of on-hand balance for typical products that have zero sales or usage / Total gross value of on-hand balance for all typical products) * 100.0
Gross value of on-hand balance for typical parts that have sales or usage between 101 and 1,000 units as a percentage of total gross typical parts inventory value
Percentage of on-hand balance value for SKUs with sales between 101 and 1000
Gross value of on-hand balance for typical parts that have sales or usage between 1 and 100 units as a percentage of total gross typical parts inventory value
(Gross value of on-hand balance for typical products that have sales or usage between 1 and 100 units / Total gross value of on-hand balance for all typical products) * 100.0
Gross value of on-hand balance for typical parts that have sales or usage of more than 1,000 units as a percentage of total gross typical parts inventory value
Percentage of on-hand balance value for SKUs with sales greater than 1000
Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" per $1 billion revenue
(Number of FTEs who perform the process "operate outbound transportation" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "define logistics strategy") / (Total business entity revenue * .000000001)
Percentage of business entity's total number of expedited orders caused by: documentation errors
Percentage of expedited orders resulting from documentation error
Percentage of annual expedited orders resulting from inaccurate demand forecasts
Percentage of expedited orders resulting from inaccurate demand forecasts
Percentage of annual expedited orders resulting from information technology/system failure
Percentage of expedited orders resulting from information technology/system failure
Percentage of annual expedited orders resulting from late delivery/loss in transit
Percentage of expedited orders resulting from late delivery/loss in transit
Copyright 2015 APQC and IBM 561 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
percent
Percentage of orders expedited percent
percent
percent
Percentage of supplier on-time delivery Percentage of supplier on-time delivery percent
percent
percent
Percentage of annual expedited orders resulting from manufacturing equipment failure
Percentage of expedited orders resulting from manufacturing equipment failure
Percentage of annual expedited orders resulting from network stock re-balances
Percentage of expedited orders resulting from network stock re-balances
Percentage of annual expedited orders resulting from other issues
Percentage of expedited orders resulting from other issues
Percentage of annual expedited orders resulting from poor transportation planning
Percentage of expedited orders resulting from poor transportation planning
Percentage of annual expedited orders resulting from production schedule changes
Percentage of expedited orders resulting from production schedule changes
Percentage of annual expedited orders resulting from raw material shortages
Percentage of expedited orders resulting from raw material shortages
Percentage of annual expedited orders resulting from unavailable transport equipment
Percentage of expedited orders resulting from unavailable transport equipment
Percentage of annual expedited orders resulting from transportation equipment failure
Percentage of expedited orders resulting from transportation equipment failure
Direct labor as a percentage of total labor used in the process group "manage logistics and warehousing"
Percentage of labor used in process group "manage logistics and warehousing" that is direct labor
Percentage of total sales orders considered expedited
Percentage of sales orders filled completely from the primary sourcing location
Percentage of sales orders completely filled from the primary sourcing location
Percentage of ship from stock orders delivered in full within 24 hours of order receipt
Percentage of ship from stock orders delivered in full within 24 hours of order receipt
Number of SKUs for service/repair parts that have zero sales as a percentage of the total number of SKUs for service/repair parts
(Number of SKUs for service/repair parts that have zero sales / Total number of SKUs for service/repair parts) * 100.0
Number of SKUs for typical products that have zero sales as a percentage of the total number of SKUs for typical products
Percentage of SKUs for typical products with zero sales
Copyright 2015 APQC and IBM 562 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
Number of SKUs for typical products that have sales between 101 and 1,000 as a percentage of the total number of SKUs for typical products
(Number of SKUs for typical products that have sales between 101 and 1,000 / Total number of SKUs for typical products) * 100.0
Number of SKUs for typical products that have sales between 1 and 100 as a percentage of the total number of SKUs for typical products
Percentage of SKUs for typical products with sales between 1 and 100
Number of SKUs for typical products that have sales greater than 1,000 as a percentage of the total number of SKUs for typical products
(Number of SKUs for typical products that have sales greater than 1,000 / Total number of SKUs for typical products) * 100.0
Number of SKUs for service/repair parts that have sales between 101 and 1,000 as a percentage of the total number of SKUs for service/repair parts
Percentage of total parts with sales between 101 and 1000
Number of SKUs for service/repair parts that have sales between 1 and 100 as a percentage of the total number of SKUs for service/repair parts
(Number of SKUs for service/repair parts that have sales between 1 and 100 / Total number of SKUs for service/repair parts) * 100.0
Number of SKUs for service/repair parts that have sales greater than 1,000 as a percentage of the total number of SKUs for service/repair parts
Percentage of total parts with sales greater than 1000
Gross value of on-hand balance for service/repair parts that have sales or usage of 0 units as a percentage of total gross service/repair parts inventory value
(Gross value of on-hand balance for service/repair products that have zero sales or usage / Total gross value of on-hand balance for all service/repair products) * 100.0
Gross value of on-hand balance for service/repair parts that have sales or usage between 101 and 1,000 units as a percentage of total gross service/repair parts inventory value
Percentage of on-hand balance value for parts with sales between 101 and 1000
Copyright 2015 APQC and IBM 563 of 733
Metric name Formula Unitspercent
percent
dollars
dollars
dollars
dollars
dollars
dollars
dollars
Gross value of on-hand balance for service/repair parts that have sales or usage between 1 and 100 units as a percentage of total gross service/repair parts inventory value
(Gross value of on-hand balance for service/repair products that have sales or usage between 1 and 100 units / Total gross value of on-hand balance for all service/repair products) * 100.0
Gross value of on-hand balance for service/repair parts that have sales or usage of more than 1,000 units as a percentage of total gross service/repair parts inventory value
Percentage of on-hand balance value for parts with sales greater than 1000
Personnel cost to perform the process "develop sourcing strategies" per $1,000 revenue
Personnel cost to perform the process "develop sourcing strategies" / (Total business entity revenue * 0.0010)
Personnel cost to perform the process "develop sourcing strategies" per $1,000 purchases
Personnel cost to perform the process "develop sourcing strategies" / (Value of all materials and services purchased * 0.0010)
Systems cost to perform the process "develop sourcing strategies" per $100,000 revenue
Systems cost to perform the process "develop sourcing strategies" / (Total business entity revenue * 0.000010)
Systems cost to perform the process "develop sourcing strategies" per $100,000 purchases
Systems cost to perform the process "develop sourcing strategies" / (Value of all materials and services purchased * 0.000010)
Total cost to perform the process "develop sourcing strategies" per $1,000 purchases
Total cost to perform the process "develop sourcing strategies" / (Value of all materials and services purchased * 0.0010)
Total cost to perform the process "develop sourcing strategies" per $1,000 revenue
Total cost to perform the process "develop sourcing strategies" / (Total business entity revenue * 0.0010)
Overhead cost of the process "develop sourcing strategies" per $1,000 revenue
Overhead cost to perform the process "develop sourcing strategies"/(Total business entity revenue*0.0010)
Copyright 2015 APQC and IBM 564 of 733
Metric name Formula Unitsdollars
dollars
percent
FTEs
FTEs
dollars
dollars
Other cost of the process "develop sourcing strategies" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "develop sourcing strategies"/(Total business entity revenue*0.0010)
Outsourced cost of the process "develop sourcing strategies" per $1,000 revenue
Outsourced cost to perform the process "develop sourcing strategies"/(Total business entity revenue*0.0010)
"Develop sourcing strategies" FTEs as a percentage of procurement FTEs
(Number of FTEs who perform the process "develop sourcing strategies" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers")) *100
Number of FTEs that perform the process "develop sourcing strategies" per $1 billion purchases
Number of FTEs who perform the process "develop sourcing strategies" / (Value of all materials and services purchased * .000000001)
Number of FTEs that perform the process "develop sourcing strategies" per $1 billion revenue
Number of FTEs who perform the process "develop sourcing strategies"/ (Total business entity revenue * .000000001)
Systems cost to perform the process "select suppliers and develop/maintain contracts" per $100,000 purchases
Systems cost to perform the process "select suppliers and develop/maintain contracts" / (Value of all materials and services purchased * 0.000010)
Systems cost to perform the process "select suppliers and develop/maintain contracts" per $100,000 revenue
Systems cost to perform the process "select suppliers and develop/maintain contracts" / (Total business entity revenue * 0.000010)
Copyright 2015 APQC and IBM 565 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
dollars
Total cost to perform the process "select suppliers and develop/maintain contracts" per $1,000 revenue
Total cost to perform the process "select suppliers and develop/maintain contracts" / (Total business entity revenue * 0.0010)
Total cost to perform the process "select suppliers and develop/maintain contracts" per $1,000 purchases
Total cost to perform the process "select suppliers and develop/maintain contracts" / (Value of all materials and services purchased * 0.0010)
Overhead cost of the process "select suppliers and develop/maintain contracts" per $1,000 revenue
Overhead cost to perform the process "select suppliers and develop/maintain contracts"/(Total business entity revenue*0.0010)
Other cost of the process "select suppliers and develop/maintain contracts" per $1,000 revenue
Costs other than personnel, systems, overhead, 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 and develop/maintain contracts" per $1,000 revenue
Outsourced cost to perform the process "select suppliers and develop/maintain contracts"/(Total business entity revenue*0.0010)
Personnel cost to perform the process "select suppliers and develop/maintain contracts" per $1,000 purchases
Personnel cost to perform the process "select suppliers and develop/maintain contracts" / (Value of all materials and services purchased * 0.0010)
Personnel cost to perform the process "select suppliers and develop/maintain contracts" per $1,000 revenue
Personnel cost to perform the process "select suppliers and develop/maintain contracts" / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 566 of 733
Metric name Formula Unitspercent
FTEs
FTEs
dollars
dollars
dollars
dollars
dollars
"Select suppliers and develop/maintain contracts" FTEs as a percentage of procurement FTEs
(Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers")) *100
Number of FTEs that perform the process "select suppliers and develop/maintain contracts" per $1 billion revenue
Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" / (Total business entity revenue * .000000001)
Number of FTEs that perform the process "select suppliers and develop/maintain contracts" per $1 billion purchases
Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" / (Value of all materials and services purchased * .000000001)
Personnel cost to perform the process "order materials and services" per $1,000 revenue
Personnel cost to perform the process "order materials and services" / (Total business entity revenue * .001)
Personnel cost to perform the process "order materials and services" per $1,000 purchases
Personnel cost to perform the process "order materials and services" / (Value of all materials and services purchased * .001)
Systems cost to perform the process "order materials and services" per $100,000 revenue
Systems cost to perform the process "order materials and services" / (Total business entity revenue * .00001)
Systems cost to perform the process "order materials and services" per $100,000 purchases
Systems cost to perform the process "order materials and services" / (Value of all materials and services purchased * .00001)
Total cost to perform the process "order materials and services" per $1,000 revenue
Total cost to perform the process group "order materials and services" / (Total business entity revenue * .001)
Copyright 2015 APQC and IBM 567 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
Cycle time in hours to place a purchase order hours
Days
Days
Total cost to perform the process "order materials and services" per $1,000 purchases
Total cost to perform the process group "order materials and services" / (Value of all materials and services purchased * .001)
Total cost to perform the process "order materials and services" per purchase order
Total cost to perform the process group "order materials and services" / Number of purchase orders placed
Total cost to perform the process "order materials and services" per purchase order line item
Total cost to perform the process group "order materials and services" / Number of purchase order line items processed
Overhead cost of the process "order materials and services" per $1,000 revenue
Overhead cost to perform the process "order materials and services"/(Total business entity revenue*0.0010)
Other cost of the process "order materials and services" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "order materials and services"/(Total business entity revenue*0.0010)
Outsourced cost of the process "order materials and services" per $1,000 revenue
Outsourced cost to perform the process "order materials and services"/(Total business entity revenue*0.0010)
Cycle time in hours from the receipt of a purchase requisition line item to the purchase order's transmission to the vendor/contractor
Average cycle time (in calendar days) from requisition creation to requisition approval
Cycle time from requisition creation to requisition approval
Average cycle time (in calendar days) from requisition approval date of purchase order approval date
Cycle time from requisition approval to purchase order approval
Copyright 2015 APQC and IBM 568 of 733
Metric name Formula Unitspercent
FTEs
FTEs
purchase orders
Percent
Percent
Percent
Percent
"Order materials/services" FTEs as a percentage of procurement FTEs
(Number of FTEs who perform the process group "order materials and services" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers")) *100
Number of FTEs that perform the process "order materials and services" per $1 billion purchases
Number of FTEs who perform the process group "order materials and services"/ (Value of all materials and services purchased * .000000001)
Number of FTEs that perform the process "order materials and services" per $1 billion revenue
Number of FTEs who perform the process group "order materials and services"/ (Total business entity revenue * .000000001)
Number of purchase order line items processed per "order materials and services" FTE
Number of purchase order line items processed / Number of FTEs who perform the process group "order materials and services"
purchase order line items
Number of purchase orders processed per "order materials and services" FTE
Number of purchase orders placed / Number of FTEs who perform the process group "order materials and services"
Purchases made through P-card as a percentage of total purchase value
Purchases made through P-card as a percentage of total purchase value
Purchases made through T&E card as a percentage of total purchase value
Purchases made through T&E card as a percentage of total purchase value
Purchases made through invoice only (non-purchase order) as a percentage of total purchase value
Purchases made through invoice only (non-PO) as a percentage of total purchase value
Purchases made through purchase order - internal catalog as a percentage of total purchase value
Purchases made through purchase order - internal catalog as a percentage of total purchase value
Copyright 2015 APQC and IBM 569 of 733
Metric name Formula UnitsPercent
Percent
Percent
Percent
Percent
Percent
Percent
Percent
Percent
Percent
Percent
Percent
Purchases made through purchase order - external catalog as a percentage of total purchase value
Purchases made through purchase order - external/punchout catalog as a percentage of total purchase value
Purchases made through purchase order - "hands on" as a percentage of total purchase value
Purchases made through purchase order - "Hands On" as a percentage of total purchase value
Purchases made through purchase order - free description as a percentage of total purchase value
Purchases made through purchase order - free description as a percentage of total purchase value
Purchases made through P-card as a percentage of total invoice volume
Purchases made through P-card as a percentage of total invoice volume
Purchases made through T&E card as a percentage of total invoice volume
Purchases made through T&E card as a percentage of total invoice volume
Purchases made through invoice only (non-purchase order) as a percentage of total invoice volume
Purchases made through invoice only (non-PO) as a percentage of total invoice volume
Purchases made through purchase order - internal catalog as a percentage of total invoice volume
Purchases made through purchase order - internal catalog as a percentage of total invoice volume
Purchases made through purchase order - external catalog as a percentage of total invoice volume
Purchases made through purchase order - external/punchout catalog as a percentage of total invoice volume
Purchases made through purchase order - "hands on" as a percentage of total invoice volume
Purchases made through purchase order - "Hands On" as a percentage of total invoice volume
Purchases made through purchase order - free description as a percentage of total invoice volume
Purchases made through purchase order - free description as a percentage of total invoice volume
Purchases made through other channels as a percentage of total invoice volume
Purchases made through other channels as a percentage of total invoice volume
Percentage of purchase orders that link directly to a contracted price loaded in the company's system or external catalog
Percentage of purchase orders linked directly to contracted price in company's system or external catalog
Copyright 2015 APQC and IBM 570 of 733
Metric name Formula UnitsPercent
Percent
Percent
Percent
Percent
Percent
dollars
dollars
dollars
dollars
dollars
dollars
Percentage of purchase order line items that are systematically created with no manual involvement or intervention by a buyer
Percentage of purchase order line items systematically created
Percentage of purchase orders that go through a formal notification/acceptance process with supplier
Percentage of purchase orders that go through a formal notification/acceptance process with supplier
Value of materials purchases as a percentage of total purchases
Value of materials purchases as a percentage of total purchases
Value of services purchases as a percentage of total purchases
Value of services purchases as a percentage of total purchases
Value of EPC or EPCM purchases as a percentage of total purchases
Value of EPC or EPCM purchases as a percentage of total purchases
Value of other purchases as a percentage of total purchases
Value of other purchases as a percentage of total purchases
Personnel cost to perform the process "appraise and develop suppliers" per $1,000 purchases
Personnel cost to perform the process "appraise and develop suppliers" / (Value of all materials and services purchased * 0.0010)
Personnel cost to perform the process "appraise and develop suppliers" per $1,000 revenue
Personnel cost to perform the process "appraise and develop suppliers" / (Total business entity revenue * 0.0010)
Systems cost to perform the process "appraise and develop suppliers" per $100,000 purchases
Systems cost to perform the process "appraise and develop suppliers" / (Value of all materials and services purchased * 0.000010)
Systems cost to perform the process "appraise and develop suppliers" per $100,000 revenue
Systems cost to perform the process "appraise and develop suppliers" / (Total business entity revenue * 0.000010)
Total cost to perform the process "appraise and develop suppliers" per $1,000 purchases
Total cost to perform the process "appraise and develop suppliers" / (Value of all materials and services purchased * 0.0010)
Total cost to perform the process "appraise and develop suppliers" per $1,000 revenue
Total cost to perform the process "appraise and develop suppliers" / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 571 of 733
Metric name Formula Unitsdollars
dollars
dollars
Supplier first-pass quality yield S25320472QN0001 percent
percent
FTEs
FTEs
dollars
Overhead cost of the process "appraise and develop suppliers" per $1,000 revenue
Systems cost to perform the process "appraise and develop suppliers"/(Total business entity revenue*0.0010)
Other cost of the process "appraise and develop suppliers" per $1,000 revenue
Overhead cost to perform the process "appraise and develop suppliers"/(Total business entity revenue*0.0010)
Outsourced cost of the process "appraise and develop suppliers" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "appraise and develop suppliers"/(Total business entity revenue*0.0010)
"Appraise and develop suppliers" FTEs as a percentage of procurement FTEs
(Number of FTEs who perform the process "appraise and develop suppliers" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + Number of FTEs who perform the process group "order materials and services" + Number of FTEs who perform the process "appraise and develop suppliers")) *100
Number of FTEs that perform the process "appraise and develop suppliers" per $1 billion purchases
Number of FTEs who perform the process "appraise and develop suppliers" / (Value of all materials and services purchased * .000000001)
Number of FTEs that perform the process "appraise and develop suppliers" per $1 billion revenue
Number of FTEs who perform the process "appraise and develop suppliers" / (Total business entity revenue * .000000001)
Other cost to perform the process "define logistics strategy" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "define logistics strategy" / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 572 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
percent
FTEs
Outsourced cost to perform the process "define logistics strategy" per $1,000 revenue
Outsourced cost to perform the process "define logistics strategy" / (Total business entity revenue * 0.0010)
Overhead cost to perform the process "define logistics strategy" per $1,000 revenue
Overhead cost to perform the process "define logistics strategy" / (Total business entity revenue * 0.0010)
Personnel cost to perform the process "define logistics strategy" per $1,000 revenue
Personnel cost to perform the process "define logistics strategy" / (Total business entity revenue * 0.0010)
Systems cost to perform the process "define logistics strategy" per $100,000 revenue
Systems cost to perform the process "define logistics strategy" / (Total business entity revenue * 0.000010)
Total cost to perform the process "define logistics strategy" per process FTE
Total cost to perform the process "define logistics strategy" / Number of FTEs who perform the process "define logistics strategy"
Total cost to perform the process "define logistics strategy" per $1,000 revenue
Total cost to perform the process "define logistics strategy" / (Total business entity revenue * 0.0010)
"Define logistics strategy" FTEs as a percentage of logistics FTEs
(Number of FTEs who perform the process "define logistics strategy" /(Number of FTEs who perform the process "define logistics strategy" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "operate outbound transportation")) *100
Number of FTEs that perform the process "define logistics strategy" per $1 billion revenue
Number of FTEs who perform the process "define logistics strategy" /(Total business entity revenue * .000000001)
Copyright 2015 APQC and IBM 573 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
dollars
percent
Other cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .001)
Outsourced cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Outsourced cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .001)
Overhead cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Overhead cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .001)
Personnel cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Personnel cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .001)
Systems cost to perform the process "plan and manage inbound material flow" per $100,000 revenue
Systems cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .00001)
Total cost to perform the process "plan and manage inbound material flow" per process FTE
Total cost to perform the process "plan and manage inbound material flow" /Number of FTEs who perform the process "plan and manage inbound material flow"
Total cost to perform the process "plan and manage inbound material flow" per $1,000 revenue
Total cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .001)
"Plan and manage inbound material flow" FTEs as a percentage of logistics FTEs
(Number of FTEs who perform the process "plan and manage inbound material flow" /(Number of FTEs who perform the process "define logistics strategy" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "operate outbound transportation")) *100
Copyright 2015 APQC and IBM 574 of 733
Metric name Formula UnitsFTEs
dollars
dollars
dollars
dollars
dollars
percent
dollars
dollars
dollars
hours
Number of FTEs that perform the process "plan and manage inbound material flow" per $1 billion revenue
Number of FTEs who perform the process "plan and manage inbound material flow" /(Total business entity revenue * .000000001)
Personnel cost to perform the process "operate warehousing" per $1,000 revenue
Personnel cost to perform the process "operate warehousing" /(Total business entity revenue * .001)
Other cost to perform the process "operate warehousing" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "operate warehousing" /(Total business entity revenue * .001)
Outsourced cost to perform the process "operate warehousing" per $1,000 revenue
Outsourced cost to perform the process "operate warehousing" /(Total business entity revenue * .001)
Overhead cost to perform the process "operate warehousing" per $1,000 revenue
Overhead cost to perform the process "operate warehousing" /(Total business entity revenue * .001)
Systems cost to perform the process "operate warehousing" per $100,000 revenue
Systems cost to perform the process "operate warehousing" /(Total business entity revenue * .00001)
Total cost to perform the process "operate warehousing" as a percentage of cost of goods sold
(Total cost to perform the process "operate warehousing" /Cost of goods sold (COGS)) * 100
Total cost to perform the process "operate warehousing" per process FTE
Total cost to perform the process "operate warehousing" /Number of FTEs who perform the process "operate warehousing"
Total cost to perform the process "operate warehousing" per $1,000 revenue
Total cost to perform the process "operate warehousing" /(Total business entity revenue * .001)
Total cost to perform the process "operate warehousing" per sales order
Total cost to perform the process "operate warehousing" /Number of sales orders fulfilled
Pick-to-ship cycle time in hours for customer orders
Pick-to-ship cycle time in hours for customer orders
Copyright 2015 APQC and IBM 575 of 733
Metric name Formula Unitshours
Field finished goods inventory days of supply Field finished goods inventory days of supply days
Inventory accuracy Inventory accuracy percent
Inventory value per $1,000 total revenue dollars
FTEs
percent
Order fill rate Order fill rate percent
Order line fill rate Order line fill rate percent
On-site finished goods inventory days of supply Finished goods inventory days of supply days
Percentage of SKUs tracked by radio frequency Percentage of SKUs tracked by radio frequency percent
Warehouse slot utilization Warehouse slot utilization percent
Unit fill rate Unit fill rate percent
Dock-to-stock cycle time in hours for supplier deliveries
Dock-to-stock cycle time for supplier deliveries in hours
Gross value of inventory /(Total business entity revenue * .001)
Number of FTEs that perform the process "operate warehousing" per $1 billion revenue
Number of FTEs who perform the process "operate warehousing" /(Total business entity revenue * .000000001)
"Operate warehousing" FTEs as a percentage of logistics FTEs
(Number of FTEs who perform the process "operate warehousing" /(Number of FTEs who perform the process "define logistics strategy" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "operate outbound transportation")) *100
Copyright 2015 APQC and IBM 576 of 733
Metric name Formula Units
sales orders
percent
percent
dollars
dollars
dollars
dollars
dollars
Number of sales order line items filled per "operate warehousing" FTE
Number of sales order line items / Number of FTEs who perform the process "operate warehousing"
sales order line items
Number of sales orders filled per "operate warehousing" FTE
Number of sales orders fulfilled /Number of FTEs who perform the process "operate warehousing"
Percentage of finished goods inventory requiring special handling or storage
Percentage of finished goods inventory requiring special handling or storage
Freight cost to perform the process "operate outbound transportation" as a percentage of the total logistics process group "manage logistics and warehousing" excluding "manage returns; manage reverse logistics" cost
(Freight cost to perform the process "operate outbound transportation" / (Total cost to perform the process "define logistics strategy" + Total cost to perform the process "plan and manage inbound material flow" + Total cost to perform the process "operate warehousing" + Total cost to perform the process "operate outbound transportation")) * 100.0
Freight cost to perform the process "operate outbound transportation" per $1,000 revenue
Freight cost to perform the process "operate outbound transportation" /(Total business entity revenue * .001)
Other cost to perform the process "operate outbound transportation" per $1,000 revenue
Costs other than personnel, systems, overhead, outsourced and freight to perform the process "operate outbound transportation" /(Total business entity revenue * .001)
Outsourced cost to perform the process "operate outbound transportation" per $1,000 revenue
Outsourced cost to perform the process "operate outbound transportation" /(Total business entity revenue * .001)
Overhead cost to perform the process "operate outbound transportation" per $1,000 revenue
Overhead cost to perform the process "operate outbound transportation" /(Total business entity revenue * .001)
Personnel cost to perform the process "operate outbound transportation" per $1,000 revenue
Personnel cost to perform the process "operate outbound transportation" /(Total business entity revenue * .001)
Copyright 2015 APQC and IBM 577 of 733
Metric name Formula Unitspercent
dollars
percent
dollars
dollars
dollars
Customer shipment to delivery cycle time in days days
percent
percent
Perfect condition rate Perfect condition rate percent
percent
percent
percent
Premium freight charges as a percentage of total freight charges
Premium freight charges as a percentage of total freight charges
Systems cost to perform the process "operate outbound transportation" per $100,000 revenue
Systems cost to perform the process "operate outbound transportation" /(Total business entity revenue * .00001)
Total cost to perform the process "operate outbound transportation" as a percentage of cost of goods sold
(Total cost to perform the process "operate outbound transportation" /Cost of goods sold (COGS)) * 100
Total cost to perform the process "operate outbound transportation" per process FTE
Total cost to perform the process "operate outbound transportation" /Number of FTEs who perform the process "operate outbound transportation"
Total cost to perform the process "operate outbound transportation" per $1,000 revenue
Total cost to perform the process "operate outbound transportation" /(Total business entity revenue * .001)
Total cost to perform the process "operate outbound transportation" per sales order
Total cost to perform the process "operate outbound transportation" /Number of sales orders fulfilled
Customer shipment to delivery cycle time in hours / 24
Percentage of sales orders shipped as part of full-load shipments
Percentage of total sales orders shipped in full-load shipments
Percentage of sales orders shipped on core carriers
Percentage of sales orders shipped on core carriers
Full trailer-load or full container-load capacity utilization
Full trailer-load or full container-load capacity utilization
Percentage of orders delivered complete and on time
Percentage of sales orders delivered complete and on time
Percentage of orders shipped complete and on time
Percentage of sales orders shipped complete and on time
Copyright 2015 APQC and IBM 578 of 733
Metric name Formula Unitspercent
Percentage of sales orders delivered on time Percentage of sales orders delivered on time percent
FTEs
percent
Accurate documentation rate Accurate documentation rate percent
percent
percent
dollars
dollars
Percentage of outbound transport containers with multiple-customer orders
Percentage of outbound transport containers with multiple-customer orders
Number of FTEs that perform the process "operate outbound transportation" per $1 billion revenue
Number of FTEs who perform the process "operate outbound transportation" /(Total business entity revenue * .000000001)
"Operate outbound transportation" FTEs as a percentage of logistics FTEs
(Number of FTEs who perform the process "operate outbound transportation" /(Number of FTEs who perform the process "define logistics strategy" + Number of FTEs who perform the process "plan and manage inbound material flow" + Number of FTEs who perform the process "operate warehousing" + Number of FTEs who perform the process "operate outbound transportation")) *100
Percentage of sales orders scheduled to customer request
Percentage of total sales orders scheduled according to customer request
Approved preferred/core carriers for primary transportation as a percentage of total carriers used for primary transportation
(Number of approved preferred/core carriers for primary transportation mode / Number of carriers used for primary transportation mode in the last twelve months) * 100.0
Personnel cost to perform the process "manage returns; manage reverse logistics" per $1,000 revenue
Personnel cost to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.0010)
Systems cost to perform the process "manage returns; manage reverse logistics" per $100,000 revenue
Systems cost to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.000010)
Copyright 2015 APQC and IBM 579 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
dollars
Return processing cycle time in days Return processing cycle time in days dayspercent
percent
FTEs
Total cost to perform the process "manage returns; manage reverse logistics" per process FTE
Total cost to perform the process "manage returns; manage reverse logistics" / Number of FTEs who perform the process "manage returns; manage reverse logistics"
Total cost to perform the process "manage returns; manage reverse logistics" per $1,000 revenue
Total cost to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.0010)
Total cost to perform the process "manage returns; manage reverse logistics" per sales order
Total cost to perform the process "manage returns; manage reverse logistics" / Number of sales orders placed
Total cost to perform the process "manage returns; manage reverse logistics" per sales order line item
Total cost to perform the process "manage returns; manage reverse logistics" / Number of sales order line items
Other cost to perform the process "manage returns; manage reverse logistics" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.0010)
Outsourced cost to perform the process "manage returns; manage reverse logistics" per $1,000 revenue
Outsourced cost to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.0010)
Overhead cost to perform the process "manage returns; manage reverse logistics" per $1,000 revenue
Overhead cost to perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.0010)
Percentage of returned product flowing through the same logistics network as primary products
Percentage of returned product flowing through the same logistics network as primary products
Value of returned products as a percentage of sales
Value of returned products as a percentage of sales
Number of FTEs that perform the process "manage returns; manage reverse logistics" per $1 billion revenue
Number of FTEs who perform the process "manage returns; manage reverse logistics" / (Total business entity revenue * 0.000000001)
Copyright 2015 APQC and IBM 580 of 733
Metric name Formula Unitspercent
percent
Percentage of returned goods that are donated Percentage of returned goods that are donated percent
percent
percent
Percentage of returned goods that are recycled percent
percent
percent
Percentage of returned goods that are resold as-is percent
percent
percent
percent
percent
percent
percent
Percentage of corrective actions for customer complaints that are completed within 15 days
Percentage of corrective actions for customer complaints that are completed within 15 days
Percentage of logistics costs associated with the physical transportation, storage, or handling of returned product
Percentage of logistics costs associated with the physical transportation, storage, or handling of returned product
Percentage of returned goods that are sent to a landfill
Percentage of returned goods that are sent to a landfill
Percentage of returned goods that are disposed of through other methods
Percentage of returned goods that are disposed of through other methods
Percentage of returned goods that are recycled (materials reclaimed, leased)Percentage of returned goods that are remanufactured and resold through a secondary channel
Percentage of returned goods that are remanufactured and resold
Percentage of returned goods that are repackaged and resold through a secondary channel
Percentage of returned goods that are repackaged and resold
Percentage of returned goods that are resold as-is through a secondary channelPercentage of returned goods that are sold as scrap
Percentage of returned goods that are sold as scrap
Percentage of total returns flow generated due to disposal requirements
Percentage of total returns flow generated due to disposal requirements
Percentage of total returns flow generated due to field service/corrective action
Percentage of total returns flow generated due to field service/corrective action
Percentage of total returns flow generated due to marketing returns
Percentage of total returns flow generated due to marketing returns
Percentage of total returns flow generated due to other events
Percentage of total returns flow generated due to other events
Percentage of total returns flow generated due to reclamation of leased products
Percentage of total returns flow generated due to reclamation of leased products
Copyright 2015 APQC and IBM 581 of 733
Metric name Formula Unitspercent
percent
percent
percent
dollars
dollars
dollars
dollars
dollars
dollars
Percentage of total returns flow generated due to reusable packaging
Percentage of total returns flow generated due to reusable packaging
Percentage of total returns flow generated due to stock-balancing/marketing returns
Percentage of total returns flow generated due to stock-balancing/marketing returns
Percentage of total returns flow generated due to transit damage
Percentage of total returns flow generated due to transit damage
Percentage of total returns flow generated due to warranty/end-of-life returns
Percentage of total returns flow generated due to warranty/end-of-life returns
Other cost of the process group "develop customer care/customer service strategy" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010)
Outsourced cost to perform the process "develop customer care/customer service strategy" per $1,000 revenue
Outsourced cost to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010)
Overhead cost to perform the process "develop customer care/customer service strategy" per $1,000 revenue
Overhead cost to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010)
Personnel cost to perform the process "develop customer care/customer service strategy" per $1,000 revenue
Personnel cost to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010)
Systems cost to perform the process "develop customer care/customer service strategy" per $100,000 revenue
Systems cost to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.000010)
Total cost to perform the process group "develop customer care/customer service strategy" per process FTE
Total cost to perform the process group "develop customer care/customer service strategy" / Number of FTEs who perform the process group "develop customer care/customer service strategy"
Copyright 2015 APQC and IBM 582 of 733
Metric name Formula Unitsdollars
dollars
dollars
FTEs
Number of languages supported languages
dollars
dollars
Total cost to perform the process group "develop customer care/customer service strategy" per $1,000 revenue
Total cost to perform the process group "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010)
Total cost to perform the process group "develop customer care/customer service strategy" per sales order
Total cost to perform the process group "develop customer care/customer service strategy" / Number of sales orders placed
Total cost to perform the process group "develop customer care/customer service strategy" per sales order line item
Total cost to perform the process group "develop customer care/customer service strategy" / Number of sales order line items
Number of FTEs that perform the process group "develop customer care/customer service strategy" per $1 billion revenue
Number of FTEs who perform the process group "develop customer care/customer service strategy" / (Total business entity revenue * 0.000000001)
Number of languages supported at the business entityCentrally managed systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact
(Centrally managed systems cost to perform the process "manage sales orders" + Centrally managed systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts
Centrally managed systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per $1,000 revenue
(Centrally managed systems cost to perform the process "manage sales orders" + Centrally managed systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 583 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
Centrally managed systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per active customer
(Centrally managed systems cost to perform the process "manage sales orders" + Centrally managed systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active
Contact center systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact
(Contact center systems cost to perform the process "manage sales orders" + Contact center systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts
Contact center systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per $1,000 revenue
(Contact center systems cost to perform the process "manage sales orders" + Contact center systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)
Contact center systems cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per active customer
(Contact center systems cost to perform the process "manage sales orders" + Contact center systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active
Other cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact
(Total annual cost for the process "manage sales orders" for the category "Other cost" + Costs other than personnel, systems, overhead, and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts
Copyright 2015 APQC and IBM 584 of 733
Metric name Formula Unitspercent
dollars
dollars
dollars
dollars
Other cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" as a percentage of the total cost to perform the processes
(Costs other than personnel, systems, overhead, and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100.0
Other cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0010)
Outsourced cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1,000 revenue
Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0010)
Outsourced cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per $1,000 revenue
(Total annual cost for the process "manage sales orders" for the category "Outsourced cost" + Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)
Outsourced cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per active customer
(Total annual cost for the process "manage sales orders" for the category "Outsourced cost" + Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active
Copyright 2015 APQC and IBM 585 of 733
Metric name Formula Unitsdollars
percent
dollars
dollars
dollars
percent
Outsourced cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact
(Total annual cost for the process "manage sales orders" for the category "Outsourced cost" + Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts
Outsourced cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" as a percentage of the total cost of the processes
(Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100.0
Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" per inbound call received through IVR DTMF
Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Number of inbound calls received through IVR DTMF
Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" per call received through IVR speech
Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Number of inbound calls received through IVR speech
Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" per web transactions contact
Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Number of inbound contacts through web transactions
Overhead cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" as a percentage of the total cost to perform the processes
(Overhead cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100.0
Copyright 2015 APQC and IBM 586 of 733
Metric name Formula Unitsdollars
percent
percent
Total revenue per inbound contact dollars
dollars
dollars
dollars
dollars
Overhead cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1,000 revenue
Overhead cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0010)
Business to business inbound calls as a percentage of total inbound calls
Percentage of inbound contacts from all channels considered "business to business"
Business to consumer inbound calls as a percentage of total inbound calls
Percentage of inbound contacts from all channels considered "business to consumer"Total business entity revenue / Total number of inbound contacts
Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" per web self-service contact
Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Inbound contacts received through web self-service
Total cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per customer service FTE
Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Number of FTEs who perform the customer service function
Total cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1,000 revenue
Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0010)
Personnel cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per business entity FTE
(Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" + Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of FTEs for the process "Manage sales orders" and the function "Manage customer service"
Copyright 2015 APQC and IBM 587 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
percent
Personnel cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per process FTE
Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Number of FTEs who perform the customer service function
Personnel cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per $1,000 revenue
(Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" + Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0.0010)
Personnel cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per active customer
(Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" + Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Number of total customers in customer master file that are active
Personnel cost to perform the processes "manage sales orders", "manage customer service requests/inquiries", and "manage customer complaints" per inbound contact
(Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" + Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts
Personnel cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" as a percentage of the total cost to perform the processes
(Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100.0
Copyright 2015 APQC and IBM 588 of 733
Metric name Formula Unitsdollars
hours
hours
hours
seconds
Average contact handling time in seconds seconds
Average call handling time in seconds seconds
seconds
Bridge rate Bridge rate percent
Call agent availability rate Call agent availability rate percent
Call agent occupancy rate Call agent occupancy rate percent
Call agent utilization rate Call agent utilization rate percent
Average seat utilization Average seat utilization percent
Agent schedule adherence Average agent schedule adherence percent
Personnel cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1,000 revenue
Personnel cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0010)
Response time for inbound requests coming from e-mail
Average actual response time in minutes for contacts received through email, excluding automated acknowledgements of email receipt
Response time for inbound requests coming from fax
Average actual response time in minutes for contacts received through facsimile
Response time for inbound requests coming from postal mail
Average actual response time in minutes for contact type "Postal Mail" including outsourced and direct contacts
Average time in seconds to inbound calls abandoned
Average time in seconds to inbound calls abandonedAverage contact handling time in seconds, including after-contact work(Average after-call work time in seconds + Average talk time in seconds)
Average speed of answer in seconds for agent queue calls
Average speed of answer in seconds for agent queue calls
Copyright 2015 APQC and IBM 589 of 733
Metric name Formula UnitsFirst call resolution rate First call resolution rate percent
IVR speech recognition rate IVR speech recognition rate percent
seats
FTEs
percent
percent
percent
Average number of contact center seats per contact center
Number of seats / Number of contact centers included
Number of FTEs who perform the customer service function per $1 billion revenue
Number of FTEs who perform the customer service function / (Total business entity revenue * 0.000000001)
Percentage of inbound email contacts outsourced to a third-party provider
(Number of total annual inbound contacts outsourced to a third-party provider for receipt method "Email" / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls, IVR speech, IVR DTMF, fax, postal mail, web transactions, online chats, and other receipts) * 100.0
Percentage of inbound contacts through "other" channels outsourced to a third-party provider
(Inbound contacts received through channels other than phone, email, web self-service, web chat or instant messaging (including virtual agents), a dedicated mobile application, SMS, social media, or postal mail, from all outsourced providers / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls, IVR speech, IVR DTMF, fax, postal mail, web transactions, online chats, and other receipts) * 100.0
Percentage of inbound phone contacts outsourced to a third-party provider
(Inbound contacts received through telephone 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
Copyright 2015 APQC and IBM 590 of 733
Metric name Formula Unitspercent
Number of agent FTEs per direct supervisor FTE agent FTEs
Direct supervisors per agent FTE direct supervisors
percent
percent
Caller authentication rate for IVR Caller authentication rate for IVR percent
DTMF IVR self-service resolution rate DTMF IVR self-service resolution rate percent
IVR speech self-service resolution rate IVR speech self-service resolution rate percent
Web transactions self-service resolution rate Web transactions self-service resolution rate percent
percent
percent
Agent FTEs evaluated using sliding/interdependent agent targets as a percentage of all agent FTEs
Agent FTEs evaluated using sliding/interdependent agent targets as a percentage of all agent FTEs
Number of agent FTEs / (Number of general service FTEs employed to manage agents + Number of vital service FTEs employed to manage agents)
(Number of general service FTEs employed to manage agents + Number of vital service FTEs employed to manage agents) / Number of agent FTEs
Percentage of web chat or instant messaging contacts outsourced to a third-party provider
(Inbound contacts received through web chat or 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
Percentage of inbound calls monitored by QAM and scored by supervisors
Percentage of inbound calls monitored by QAM and scored by supervisors
Percentage of active customers with active web accounts
Percentage of active customers with active web accounts
Transferred calls as a percentage of total inbound calls
Transferred calls as a percentage of total inbound calls
Copyright 2015 APQC and IBM 591 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
Inbound live agent calls per agent FTE calls
Inbound contacts per agent FTE contacts
Percentage of transferred calls that are misdirected
Percentage of transferred calls that are misdirected
Percentage of inbound postal mail contacts outsourced to a third-party provider
(Percentage of inbound contacts outsourced to 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 outsourced to a third-party provider
(Inbound contacts received through web self-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 contacts with CTI that have information pop up on the agent's desktop
Percentage of contacts with CTI that have information pop up on the agent’s desktop
Percentage of active customers with service level based on customer segmentation
Percentage of active customers with service level based on customer segmentation
Calls routed to a live agent as a percentage of total inbound calls
Calls routed to a live agent as a percentage of total inbound calls
Calls abandoned in the agent queue as a percentage of total inbound calls
Calls abandoned in the agent queue as a percentage of total inbound callsNumber of inbound calls received through a live agent / Number of agent FTEsTotal number of inbound contacts / Number of agent FTEs
Copyright 2015 APQC and IBM 592 of 733
Metric name Formula Unitspercent
percent
percent
percent
Africa contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in Africa/100 percent sum of organization's IT headcount in the United States/Canada, Southern Europe, Central Europe, Western Europe, Australia, New Zealand, Eastern Europe, Nordic countries, Central/South America, East Asia, Southeast Asia, South Asia, China, Rus )*100
Australia and New Zealand contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in Australia or New Zealand/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, Rus )*100
Central Europe contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in 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, Rus )*100
Central/South America contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in 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, Rus )*100
Copyright 2015 APQC and IBM 593 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
China, Russia, and Central Asia contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in China, Russia, or Central 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, Rus )*100
East Asia contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in 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, Rus )*100
Eastern Europe contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in 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, Rus )*100
Inbound contacts related to billing as a percentage of total inbound contacts
Percentage of inbound contacts from all channels related to billing
Inbound contacts related to complaints as a percentage of total inbound contacts
Percentage of inbound contacts from all channels related to complaints
Inbound contacts related to new orders as a percentage of total inbound contacts
Percentage of inbound contacts from all channels related to new orders
Inbound contacts related to order modification or inquiry as a percentage of total inbound contacts
Percentage of inbound contacts from all channels related to order modification or inquiry
Copyright 2015 APQC and IBM 594 of 733
Metric name Formula Unitspercent
percent
percent
percent
Middle East contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in the Middle East/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, Rus )*100
Nordic countries contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in 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, Rus )*100
South Asia contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in South 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, Rus )*100
Southeast Asia contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in 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, Rus )*100
Copyright 2015 APQC and IBM 595 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
Southern Europe contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in 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, Rus )*100
US contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in the United States or Canada/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, Rus )*100
Western Europe contact center employees as a percentage of total contact center employees
( Percentage of your organization's IT headcount in 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, Rus )*100
Inbound contacts received via phone as a percentage of total inbound contacts
(Number of inbound contacts through calls / Total number of inbound contacts) * 100.0
Inbound contacts received via email as a percentage of total inbound contacts
(Number of inbound contacts through email / Total number of inbound contacts) * 100.0
Inbound contacts received via fax as a percentage of total inbound contacts
(Number of inbound contacts through fax / Number of inbound contacts) * 100.0
Inbound contacts received via web chat or instant messaging as a percentage of total inbound contacts
(Number of inbound contacts through online chat / Total number of inbound contacts) * 100.0
Copyright 2015 APQC and IBM 596 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
percent
percent
percent
percent
Number of inbound contacts through channels other than phone, email, web self-service, web chat or instant messaging, dedicated mobile apps, SMS, social media, or postal mail as a percentage of total inbound contacts
(Inbound contacts received through channels other than phone, email, web self-service, web chat or instant messaging (including virtual agents), a dedicated mobile application, SMS, social media, or postal mail / Total number of inbound contacts) * 100.0
Inbound contacts received via postal mail as a percentage of total inbound contacts
(Number of inbound contacts through postal mail / Total number of inbound contacts) * 100.0
Inbound contacts received via web self-service as a percentage of total inbound contacts
(Inbound contacts received through web self-service / Total number of inbound contacts) * 100.0
Number of inbound calls received through a live agent as a percentage of total inbound calls
(Number of inbound calls received through a live agent / Number of inbound calls) * 100.0
Number of inbound calls received through IVR speech as a percentage of total inbound calls
(Number of inbound calls received through IVR speech / Number of inbound calls) * 100.0
Number of inbound calls received through IVR DTMF as a percentage of total inbound calls
(Number of inbound calls received through IVR DTMF / Number of inbound calls) * 100.0
Inbound calls related to billing as a percentage of total inbound calls
(Number of inbound calls for billing / Number of inbound calls) * 100.0
Inbound calls related to complaints as a percentage of total inbound calls
(Number of inbound calls for complaints / Number of inbound calls) * 100.0
Inbound calls related to new orders as a percentage of total inbound calls
(Number of inbound calls for new orders / Number of inbound calls) * 100.0
Inbound calls related to order modification or inquiry as a percentage of total inbound calls
(Number of inbound calls for order modification or inquiry / Number of inbound calls) * 100.0
Number of inbound calls for requirements other than new orders, order modifications or inquiry, billing, complaints, or technical support as a percentage of total inbound calls
Percentage of inbound contacts from all channels related to matters other than new orders, order modification or inquiry, billing, complaints, or technical support
Inbound contacts related to technical support as a percentage of total inbound contacts
Percentage of inbound contacts from all channels related to technical support
Copyright 2015 APQC and IBM 597 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
Customer attrition (or churn) rate Customer attrition rate percent
Call service level Service level seconds
Forecast accuracy for long-term planning Long-term forecast accuracy percent
Forecast accuracy for short-term planning Short-term forecast accuracy percent
dollars
dollars
dollars
Number of inbound calls for the customer service function as a percentage of total inbound calls
(Number of inbound calls for the customer service function / Number of inbound calls) * 100.0
Percentage of inbound contacts through "other" channels outsourced to a third-party provider
Percentage of inbound contacts outsourced to third-party for other receipt
Percentage of inbound fax contacts outsourced to a third-party provider
Percentage of inbound contacts outsourced to third-party for fax
Percentage of inbound IVR DTMF contacts outsourced to a third-party provider
Percentage of inbound contacts outsourced to third-party for IVR DTMF
Percentage of inbound IVR speech contacts outsourced to a third-party provider
Percentage of inbound contacts outsourced to third-party for IVR speech
Percentage of inbound live agent call contacts outsourced to third-party provider
Percentage of inbound contacts outsourced to third-party for live agent calls
Total cost to perform the process group "recruit, source, and select employees" per $1,000 revenue
Total cost to perform the process group "recruit, source, and select" / (Total business entity revenue * 0.001)
Total cost to perform the process group "recruit, source, and select employees" per business entity employee
Total cost to perform the process group "recruit, source, and select" / Number of business entity employees
Total cost to perform the process group "recruit, source, and select employees" per new hire
Total cost to perform the process group "recruit, source, and select" / Total number of new hires
Copyright 2015 APQC and IBM 598 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
Personnel cost to perform the process group "recruit, source, and select employees" per $1,000 revenue
(Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to personnel cost * Percentage of total cost of 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 "recruit, source, and select employees" per new hire
(Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to personnel cost * Percentage of total cost of 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 "recruit, source, and select employees" per business entity employee
(Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to personnel cost * Percentage of total cost of 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
Systems cost to perform process group "recruit, source, and select employees" per $1,000 revenue
(Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to systems cost * Percentage of total cost of 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)
Copyright 2015 APQC and IBM 599 of 733
Metric name Formula Unitshours
hours
days
days
percent
FTEs
percent
percent
percent
percent
new hires
Response time in hours for non-routine "recruit, source, and select employees" inquiries
Response time in hours for a non-routine inquiry for the process group "recruit, source, and select employees"
Response time in hours for routine "recruit, source, and select employees" inquiries
Response time in hours for a routine inquiry for the process group "recruit, source, and select employees"
Cycle time in days from approval of job requisition to acceptance of job offer
Cycle time in days from approval of job requisition to acceptance of job offer
Cycle time in days from identifying the need to hire a new employee to approval of the job requisition
Cycle time in days from identifying the need to hire a new employee to approval of job requisition
New hire satisfaction rate for the recruiting process
Latest captured satisfaction rate of new hires with the recruiting experience
Number of FTEs that perform process group "recruit, source, and select employees" per $1 billion revenue
Number of FTEs who perform the process group "recruit, source, and select employees" / (Total business entity revenue * .000000001)
Percentage of job offers made to middle management/specialist candidates that are ultimately accepted
Number of hours invested by the hiring manager per middle management/specialist new hire
Percentage of job offers made to senior management/executive candidates that are ultimately accepted
Number of hours invested by the hiring manager per senior management/executive new hire
Percentage of job offers made to operational worker/office staff candidates that are ultimately accepted
Number of hours invested by the hiring manager per operational worker/office staff new hire
Percentage of senior management/executive positions filled by internal promotion for the past 3 years
Percentage of management positions filled by internal promotion versus external recruitment for senior management/executive employees for the past three years
Number of new hires per "recruit, source, and select employees" FTE
Total number of new hires / Number of FTEs who perform the process group "recruit, source, and select employees"
Copyright 2015 APQC and IBM 600 of 733
Metric name Formula Unitsemployees
percent
percent
percent
percent
percent
percent
percent
Number of business entity employees per FTE that performs the process group "Recruit, source, and select employees"
Number of business entity employees / Number of FTEs who perform the process group "recruit, source, and select employees"
Middle management/specialists new hires as a percentage of total new hires
Middle management/specialist new hires percentage
Operational workers/office staff new hires as a percentage of total new hires
Operational workers/office workers new hires percentage
Senior management/executives new hires as a percentage of total new hires
Senior management/executive new hires percentage
Percentage of "recruit, source, and select employees" inquiries received that are non-routine
(Number of non-routine inquiries received monthly 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 employees" inquiries received that are routine
Number of routine inquiries received monthly 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
Percentage of "recruit, source, and select employees" inquiries received via digital communication channels
Percentage of inquiries received for the process group "recruit, source and select employees" through digital communication channels
Percentage of "recruit, source, and select employees" inquiries received via e-mail
Percentage of the total inquiries received monthly for the process group "recruit, source, and select employees" via e-mail
Copyright 2015 APQC and IBM 601 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
percent
Percentage of "recruit, source, and select employees" inquiries received via channels other than e-mail, phone, and face-to-face
Percentage of inquiries received monthly for the process group "recruit, source, and select employees" via channels other than e-mail, phone, and face-to-face interaction
Percentage of "recruit, source, and select employees" inquiries received via face-to-face
Percentage of inquiries received monthly for the process group "recruit, source, and select employees" via face-to-face interaction
Percentage of "recruit, source, and select employees" inquiries received via non-digital communication channels
Percentage of inquiries received for the process group "recruit, source and select employees" through non-digital communication channels
Percentage of "recruit, source, and select employees" inquiries received via phone
Percentage of inquiries received monthly for the process group "recruit, source, and select employees" via phone
Percentage of "reward and retain employees" inquiries received via digital communication channels
Percentage of inquiries received for the process group "reward and retain employees" through digital communication channels
Percentage of "reward and retain employees" inquiries received via non-digital communication channels
Percentage of inquiries received for the process group "reward and retain employees" through non-digital communication channels
Percentage of new hires that originated from employee referrals
Percentage of new hires from internal employee referrals
Percentage of middle management/specialist positions filled by internal promotion for the past 3 years
Percentage of management positions filled by internal promotion versus external recruitment for middle management/specialist employees for the past three years
Other cost to perform the process group "recruit, source, and select employees" as a percentage of total cost to perform the process
(Percentage of internal cost to perform the process group "recruit, source, and select" 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"
Copyright 2015 APQC and IBM 602 of 733
Metric name Formula Unitspercent
percent
percent
inquiries
inquiries
percent
percent
percent
Overhead cost to perform the process group "recruit, source, and select employees" as a percentage of the total cost to perform the process group
(Percentage of internal cost to perform the process group "recruit, source, and select" allocated to overhead*Internal cost to perform the process group "recruit, source, and select")/Total cost to perform the process group "recruit, source, and select"
Personnel cost to perform the process group "recruit, source, and select employees" as a percentage of the total cost to perform the process group
Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to personnel cost * Percentage of total cost of the process group "Recruit, source, and select employees" allocated to internal cost * 0.01
Systems cost to perform the process group "recruit, source, and select employees" as a percentage of the total cost to perform the process group
Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to systems cost * Percentage of total cost of the process group "Recruit, source, and select employees" allocated to internal cost * 0.01
Number of monthly non-routine "recruit, source, and select employees" inquiries per business entity employee
Number of non-routine inquiries received monthly for the process group "recruit, source, and select employees" / Number of business entity employees
Number of monthly routine "recruit, source, and select employees" inquiries per business entity employee
Number of routine inquiries received monthly for the process group "recruit, source, and select employees" / Number of business entity employees
Outsourced cost of the process group "recruit, source, and select employees" as a percentage of the total cost to perform the process group
Percentage of total cost of the process group "Recruit, source, and select employees" allocated to external cost
Permanent full-time new hires as a percentage of total new hires
Permanent full-time positions as a percentage of total new hires
Permanent part-time new hires as a percentage of total new hires
Permanent part-time positions as a percentage of total new hires
Copyright 2015 APQC and IBM 603 of 733
Metric name Formula Unitspercent
percent
Percentage of new hire retention after 12 months percent
dollars
dollars
dollars
Contingent new hires as a percentage of total new hires
Contingent positions as a percentage of total new hires
Overhead and other costs of the process group "Recruit, source, and select employees" as a percentage of the total cost to perform the process group
Percentage of internal cost of the process group "Recruit, source, and select employees" allocated to overhead and other costs * Percentage of total cost of the process group "Recruit, source, and select employees" allocated to internal cost * 0.01
(Percentage of middle management/specialist employees who joined in the past 12 months that are still within your business entity + Percentage of operational worker/office staff employees who joined in the past 12 months who are still within your business entity + Percentage of senior management/executive employees who joined in the past 12 months that are still within your business entity)/3
Learning management system consultancy/third-party cost per employee attending classroom or e-learning training
Consultancy/third-party costs associated with ownership for your LMS / (Number of employees who attend e-learning training + Number of employees who attend classroom training)
Learning management system hardware cost per employee attending classroom or e-learning training
Hardware costs associated with ownership for your LMS / (Number of employees who attend e-learning training + Number of employees who attend classroom training)
Learning management system software cost per employee attending classroom or e-learning training
Software costs associated with ownership for your LMS / (Number of employees who attend e-learning training + Number of employees who attend classroom training)
Copyright 2015 APQC and IBM 604 of 733
Metric name Formula Unitsdollars
dollars
dollars
percent
dollars
dollars
Learning management system upgrade and maintenance cost per employee attending classroom or e-learning training
Upgrade and maintenance costs associated with ownership for your LMS / (Number of employees who attend e-learning training + Number of employees who attend classroom training)
Cost to maintain and support the learning management system per employee dedicated to the activity
Labor cost for full or part-time employees to maintain and support LMS / Number of full or part-time employees required to maintain and support LMS
Cost to maintain and support the learning management system per temporary staff/contractor dedicated to the activity
Labor cost for temporary or contract employees to maintain and support LMS / Number of temporary or contract employees required to maintain and support LMS
Total cost for the learning management system as a percentage of the system cost to perform the processes "manage employee development" and "develop and train employees"
((Hardware costs associated with ownership for your LMS + Software costs associated with ownership for your LMS + Upgrade and maintenance costs associated with ownership for your LMS + Consultancy/third-party costs associated with ownership for your LMS) / Systems cost to perform the process group "develop and counsel-learning only" ) * 100
Total cost for the learning management system per employee attending classroom or e-learning training
(Hardware costs associated with ownership for your LMS + Software costs associated with ownership for your LMS + Upgrade and maintenance costs associated with ownership for your LMS + Consultancy/third-party costs associated with ownership for your LMS) / (Number of employees who attend e-learning training + Number of employees who attend classroom training)
Total cost to perform the process group "develop and counsel employees" per $1,000 revenue
Total cost to perform the process group "Develop and counsel employees" / (Total business entity revenue * .001)
Copyright 2015 APQC and IBM 605 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
dollars
Total cost to perform the processes "manage employee development" and "develop and train employees" per $1,000 revenue
Total cost to perform the process group "develop and counsel-learning only" / (Total business entity revenue * .001)
Total cost to perform the processes "manage employee development" and "develop and train employees" per business entity employee
Total cost to perform the process group "develop and counsel-performance and employee relations" / Number of business entity employees
Total cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" per $1,000 revenue
Total cost to perform the process group "develop and counsel-performance and employee relations" / (Total business entity revenue * .001)
Total cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" per business entity employee
Total cost to perform the process group "develop and counsel-performance and employee relations" / Number of business entity employees
Total cost to perform the process group "develop and counsel employees" per business entity employee
(Total cost to perform the process group "develop and counsel-learning only" + Total cost to perform the process group "develop and counsel-performance and employee relations") / Number of business entity employees
Personnel cost to perform the processes "manage employee development" and "develop and train employees" per $1,000 revenue
((Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to personnel/100) * Total internal cost to perform the process group "develop and counsel-learning only") / (Total business entity revenue * .001)
Personnel cost to perform the processes "manage employee development" and "develop and train employees" per business entity employee
((Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to personnel/100) * Total internal cost to perform the process group "develop and counsel-learning only") / Number of business entity employees
Copyright 2015 APQC and IBM 606 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
hours
Personnel cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" per $1,000 revenue
((Percentage of internal cost to perform the process group "develop and counsel employees" allocated to personnel/100) * Internal cost to perform the process group "develop and counsel-performance and employee relations") / (Total business entity revenue * .001)
Personnel cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" per business entity employee
((Percentage of internal cost to perform the process group "develop and counsel employees" allocated to personnel/100) * Internal cost to perform the process group "develop and counsel-performance and employee relations") / Number of business entity employees
Personnel cost to perform the process group "Develop and counsel employees" per $1,000 revenue
(Percentage of internal cost of the process group "Develop and counsel employees" allocated to personnel cost * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost * 0.0001 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0.001)
Personnel cost to perform the process group "Develop and counsel employees" per business entity employee
(Percentage of internal cost of the process group "Develop and counsel employees" allocated to personnel cost * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost * 0.0001 * Total cost to perform the process group "Develop and counsel employees" ) / Number of business entity employees
Response time in hours for non-routine "develop and counsel employees" inquiries
Response time in hours for a non-routine inquiry for the process group "develop and counsel employees"
Copyright 2015 APQC and IBM 607 of 733
Metric name Formula Unitshours
FTEs
FTEs
FTEs
employees
employees
employees
percent
Response time in hours for routine "develop and counsel employees" inquiries
Response time in hours for a routine inquiry for the process group "develop and counsel employees"
Number of FTEs that perform process group "develop and counsel employees" per $1 billion revenue
(Number of FTEs who perform the process group "develop and counsel employees" + Number of FTEs who perform the process group "develop and counsel-learning only") / (Total business entity revenue * .000000001)
Number of FTEs that perform processes "manage employee development" and "develop and train employees" per $1 billion revenue
Number of FTEs who perform the process group "develop and counsel-learning only" / (Total business entity revenue * .000000001)
Number of FTEs that perform processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" per $1 billion revenue
Number of FTEs who perform the process group "develop and counsel employees" / (Total business entity revenue * .000000001)
Number of business entity employees per FTE that performs the process group "Develop and counsel employees"
Number of business entity employees / (Number of FTEs who perform the process group "develop and counsel employees" + Number of FTEs who perform the process group "develop and counsel-learning only")
Number of business entity employees per "manage employee development" and "develop and train business entity employees" FTE
Number of business entity employees / Number of FTEs who perform the process group "develop and counsel-learning only"
Number of business entity employees per "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" FTE
Number of business entity employees / Number of FTEs who perform the process group "develop and counsel employees"
Outsourced cost of the processes "manage employee development" and "develop and train employees" as a percentage of the total cost to perform the processes
(Outsourced cost to perform the process group "develop and counsel-learning only"/Total cost to perform the process group "develop and counsel-learning only")*100
Copyright 2015 APQC and IBM 608 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
Outsourced cost of the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" as a percentage of the total cost to perform the processes
(Outsourced cost of the process group "develop and counsel-performance and employee relations"/Total cost to perform the process group "develop and counsel-performance and employee relations")*100
Percentage of "develop and counsel employees" inquiries received that are routine
Number of routine inquiries received monthly 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
Percentage of "develop and counsel employees" inquiries received via channels other than e-mail, phone, and face-to-face
Percentage of inquiries received monthly for the process group "develop and counsel employees" via channels other than e-mail, phone, and face-to-face interaction
Percentage of "develop and counsel employees" inquiries received via digital communication channels
Percentage of inquiries received for the process group "develop and counsel employees" employees" through digital communication channels
Percentage of "develop and counsel employees" inquiries received via e-mail
Percentage of inquiries received monthly for the process group "develop and counsel" via e-mail
Percentage of "develop and counsel employees" inquiries received via face-to-face
Percentage of inquiries received monthly for the process group "develop and counsel employees" via face-to-face interaction
Percentage of "develop and counsel employees" inquiries received via non-digital communication channels
Percentage of inquiries received for the process group "develop and counsel employees" employees" through non-digital communication channels
Percentage of "develop and counsel employees" inquiries received via phone
Percentage of inquiries received monthly for the process group "develop and counsel" via phone
Copyright 2015 APQC and IBM 609 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
Percentage of "develop and counsel employees" inquiries received that are non-routine
Number of non-routine inquiries received monthly 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
Personnel cost to perform the process group "Develop and counsel employees" as a percentage of the total cost to perform the process group
Percentage of internal cost of the process group "Develop and counsel employees" allocated to personnel cost * 0.01 * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost
Systems cost to perform the process group "Develop and counsel employees" as a percentage of the total cost to perform the process group
Percentage of internal cost of the process group "Develop and counsel employees" allocated to systems cost * 0.01 * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost
Overhead and other costs to perform the process group "Develop and counsel employees" as a percentage of the total cost to perform the process group
Percentage of internal cost of the process group "Develop and counsel employees" allocated to overhead and other costs * 0.01 * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost
Outsourced cost of the process group "Develop and counsel employees" as a percentage of the total cost to perform the process group
Percentage of total cost of the process group "Develop and counsel employees" allocated to external cost
Copyright 2015 APQC and IBM 610 of 733
Metric name Formula Unitspercent
percent
percent
percent
Other cost to perform the processes "manage employee development" and "develop and train employees" as a percentage of total cost to perform the processes
(Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to costs other than personnel, systems, and overhead*Total internal cost to perform the process group "develop and counsel-learning only")/Total cost to perform the process group "develop and counsel-learning only"
Other cost of the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" as a percentage of total cost to perform the processes
(Percentage of internal cost to perform the process group "develop and counsel-performance and employee relations" allocated to costs other than personnel, systems, overhead, and outsourced*Internal cost to perform the process group "develop and counsel-performance and employee relations")/Total cost to perform the process group "develop and counsel-performance and employee relations"
Overhead cost to perform the processes "manage employee development" and "develop and train employees" as a percentage of the total cost to perform the processes
(Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to overhead*Total internal cost to perform the process group "develop and counsel-learning only")/Total cost to perform the process group "develop and counsel-learning only"
Overhead cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" as a percentage of the total cost to perform the processes
(Percentage of internal cost to perform the process group "develop and counsel employees" allocated to overhead*Internal cost to perform the process group "develop and counsel-performance and employee relations")/Total cost to perform the process group "develop and counsel-performance and employee relations"
Copyright 2015 APQC and IBM 611 of 733
Metric name Formula Unitspercent
percent
percent
percent
Personnel cost to perform the processes "manage employee development" and "develop and train employees" as a percentage of the total cost to perform the processes
(Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to personnel*Total internal cost to perform the process group "develop and counsel-learning only")/Total cost to perform the process group "develop and counsel-learning only"
Personnel cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" as a percentage of the total cost to perform the processes
(Percentage of internal cost to perform the process group "develop and counsel employees" allocated to personnel*Internal cost to perform the process group "develop and counsel-performance and employee relations")/Total cost to perform the process group "develop and counsel-performance and employee relations"
Systems cost to perform the processes "manage employee development" and "develop and train employees" as a percentage of the total cost to perform the processes
(Percentage of internal cost to perform the process group "develop and counsel-learning only" allocated to systems*Total internal cost to perform the process group "develop and counsel-learning only")/Total cost to perform the process group "develop and counsel-learning only"
Systems cost to perform the processes "manage employee orientation and deployment," "manage employee performance," and "manage employee relations" as a percentage of the total cost to perform the processes
(Percentage of internal cost to perform the process group "develop and counsel employees" allocated to systems*Internal cost to perform the process group "develop and counsel-performance and employee relations")/Total cost to perform the process group "develop and counsel-performance and employee relations"
Copyright 2015 APQC and IBM 612 of 733
Metric name Formula Unitsinquiries
inquiries
dollars
dollars
dollars
dollars
dollars
Number of monthly non-routine "develop and counsel employees" inquiries per business entity employee
Number of non-routine inquiries received monthly for the process group "develop and counsel" / Number of business entity employees
Number of monthly routine "develop and counsel employees" inquiries per business entity employee
Number of routine inquiries received monthly for the process group "develop and counsel" / Number of business entity employees
Total cost to perform the process group "reward and retain employees" per $1,000 revenue
Total cost to perform the process group "reward and retain employees" / (Total business entity revenue * .001)
Total cost to perform the process group "reward and retain employees" per business entity employee
Total cost to perform the process group "reward and retain employees" / Number of business entity employees
Personnel cost to perform the process group "reward and retain employees" per business entity employee
((Percentage of internal cost to perform the process group "reward and retain employees" allocated to personnel * Internal cost to perform the process group "reward and retain employees") / 100) / Number of business entity employees
Personnel cost to perform the process group "reward and retain employees" per $1,000 revenue
((Percentage of internal cost to perform the process group "reward and retain employees" allocated to personnel * Internal cost to perform the process group "reward and retain employees") / 100) / (Total business entity revenue * .001)
Average salary including base, overtime, and variable pay for middle management or specialists
(Total base pay for middle management/specialist employees + Total overtime pay for middle management/specialist employees + Total variable pay for middle management/specialist employees) / Number of middle management/specialist employees
Copyright 2015 APQC and IBM 613 of 733
Metric name Formula Unitsdollars
dollars
hours
hours
months
FTEs
employees
days
days
Average salary including base, overtime, and variable pay for operational workers or office staff
(Total base pay for operational worker/office staff employees + Total overtime pay for operational worker/office staff employees + Total variable pay for operational worker/office staff employees) / Number of operational worker/office staff employees
Average salary including base, overtime, and variable pay for senior management or executives
(Total base pay for senior management/executive employees + Total overtime pay for senior management/executive employees + Total variable pay for senior management/executive employees) / Number of senior management/executive employees
Response time in hours for non-routine "reward and retain employees" inquiries
Response time in hours for a non-routine inquiry for the process group "reward and retain employees"
Response time in hours for routine "reward and retain employees" inquiries
Response time in hours for a routine inquiry for the process group "reward and retain employees"
Average tenure in months for business entity agents
Average tenure in months for business entity agents
Number of FTEs that perform process group "Reward and retain employees" per $1 billion revenue
Number of FTEs who perform the process group "reward and retain employees" / (Total business entity revenue * .000000001)
Number of business entity employees per FTE that performs the process group "Reward and retain employees"
Number of business entity employees / Number of FTEs who perform the process group "reward and retain employees"
Number of days absent per employee excluding maternity and paternity leave
Number of days absent due to sickness excluding maternity and paternity leave per employee
Number of days absent per employee including maternity and paternity leave
Number of days absent due to sickness, maternity, and paternity leave per employee
Copyright 2015 APQC and IBM 614 of 733
Metric name Formula Unitsinquiries
inquiries
percent
percent
percent
percent
percent
Number of monthly non-routine "reward and retain employees" inquiries per business entity employee
Number of non-routine inquiries received monthly for the process group "reward and retain employees" / Number of business entity employees
Number of monthly routine "reward and retain employees" inquiries per business entity employee
Number of routine inquiries received monthly for the process group "reward and retain employees" / Number of business entity employees
Outsourced cost of the process group "reward and retain employees" as a percentage of the total cost to perform the process group
Outsourced cost to perform the process group "reward and retain employees"/Total cost to perform the process group "reward and retain employees"*100
Percentage of "reward and retain employees" inquiries received via face-to-face
Percentage of inquiries received monthly for the process group "reward and retain employees" via face-to-face interaction
Percentage of "reward and retain employees" inquiries received that are non-routine
Number of non-routine inquiries received monthly 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" inquiries received that are routine
Number of routine inquiries received monthly 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" inquiries received via channels other than e-mail, phone, and face-to-face
Percentage of inquiries received monthly for the process group "reward and retain employees" via channels other than e-mail, phone, and face-to-face interaction
Copyright 2015 APQC and IBM 615 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
Percentage of "reward and retain employees" inquiries received via e-mail
Percentage of inquiries received monthly for the process group "reward and retain employees" via e-mail
Percentage of "reward and retain employees" inquiries received via phone
Percentage of inquiries received monthly for the process group "reward and retain employees" via phone
Overhead and other costs of the process group "reward and retain employees" as a percentage of the total cost to perform the process group
(Percentage of internal cost of the process group "Reward and retain employees" allocated to overhead and other costs * Percentage of total cost of the process group "Reward and retain employees" allocated to internal cost * 0.01)
Senior management or executive overtime pay as a percentage of total pay
(Total overtime pay for senior management/executive employees/Total pay for senior management/executive employees)*100
Middle management or specialist overtime pay as a percentage of total pay (including cost of benefits)
(Total overtime pay for middle management/specialist employees/Total pay for middle management/specialist employees)*100
Operational workers or office staff overtime pay as a percentage of total pay (including cost of benefits)
(Total overtime pay for operational worker/office staff employees/Total pay for operational worker/office staff employees)*100
Other cost to perform the process group "reward and retain employees" as a percentage of total cost to perform the process
(Percentage of internal cost to perform the process group "reward and retain employees" allocated to costs other than personnel, systems, and overhead*Internal cost to perform the process group "reward and retain employees")/Total cost to perform the process group "reward and retain employees"
Copyright 2015 APQC and IBM 616 of 733
Metric name Formula Unitspercent
percent
percent
dollars
dollars
dollars
Number of vacation days per year per employee Number of vacation days per year per employee days
dollars
Overhead cost to perform the process group "reward and retain employees" as a percentage of the total cost to perform the process group
(Percentage of internal cost to perform the process group "reward and retain employees" allocated to overhead*Internal cost to perform the process group "reward and retain employees")/Total cost to perform the process group "reward and retain employees"
Personnel cost to perform the process group "reward and retain employees" as a percentage of the total cost to perform the process group
(Percentage of internal cost to perform the process group "reward and retain employees" allocated to personnel*Internal cost to perform the process group "reward and retain employees")/Total cost to perform the process group "reward and retain employees"
Systems cost to perform the process group "reward and retain employees" as a percentage of the total cost to perform the process group
(Percentage of internal cost to perform the process group "reward and retain employees" allocated to systems*Internal cost to perform the process group "reward and retain employees")/Total cost to perform the process group "reward and retain employees"
Base pay per middle management or specialist employee
Total base pay for middle management/specialist employees / Number of middle management/specialist employees
Base pay per operational worker or office staff employee
Total base pay for operational worker/office staff employees / Number of operational worker/office staff employees
Base pay per senior management or executive employee
Total base pay for senior management/executive employees / Number of senior management/executive employees
Total cost to perform the process group "redeploy and retire employees" per $1,000 revenue
Total cost to perform the process group "redeploy and retire employees" / (Total business entity revenue * .001)
Copyright 2015 APQC and IBM 617 of 733
Metric name Formula Unitsdollars
dollars
dollars
hours
hours
FTEs
internal hires
employees
Total cost to perform the process group "redeploy and retire employees" per business entity employee
Total cost to perform the process group "redeploy and retire employees" / Number of business entity employees
Personnel cost to perform the process group "redeploy and retire employees" per $1,000 revenue
((Percentage of internal cost to perform the process group "redeploy and retire employees" 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 "redeploy and retire employees" per business entity employee
((Percentage of internal cost to perform the process group "redeploy and retire employees" 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 non-routine "redeploy and retire employees" inquiries
Response time in hours for a non-routine inquiry for the process group "redeploy and retire employees"
Response time in hours for routine "redeploy and retire employees" inquiries
Response time in hours for a routine inquiry for the process group "redeploy and retire employees"
Number of FTEs that perform process group "redeploy and retire employees" per $1 billion revenue
Number of FTEs who perform the process group "redeploy and retire employees" / (Total business entity revenue * .000000001)
Number of internal hires per "redeploy and retire employees" FTE
Number of vacancies filled by internal candidates / Number of FTEs who perform the process group "redeploy and retire employees"
Number of business entity employees per FTE that performs the process group "Redeploy and retire employees"
Number of business entity employees / Number of FTEs who perform the process group "redeploy and retire employees"
Copyright 2015 APQC and IBM 618 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
Overhead and other cost to perform the process group "Redeploy and retire employees" as a percentage of the total cost to perform the process group
(Percentage of total cost of the process group "Redeploy and retire employees" allocated to internal costs * Percentage of internal costs of the process group "Redeploy and retire employees" allocated to overhead and other costs) / 100
Other cost to perform the process group "redeploy and retire employees" as a percentage of the total cost to perform the process group
(Percentage of internal cost to perform the process group "redeploy and retire employees" allocated to costs other than personnel, systems, and overhead*Internal cost to perform the process group "redeploy and retire employees")/Total cost to perform the process group "redeploy and retire employees"
Overhead cost to perform the process group "redeploy and retire employees" as a percentage of the total cost to perform the process group
(Percentage of internal cost to perform the process group "redeploy and retire employees" allocated to overhead*Internal cost to perform the process group "redeploy and retire employees")/Total cost to perform the process group "redeploy and retire employees"
Personnel cost to perform the process group "redeploy and retire employees" as a percentage of the total cost to perform the process group
(Percentage of internal cost to perform the process group "redeploy and retire employees" allocated to personnel*Internal cost to perform the process group "redeploy and retire employees")/Total cost to perform the process group "redeploy and retire employees"
Systems cost to perform the process group "redeploy and retire employees" as a percentage of the total cost to perform the process group
(Percentage of internal cost to perform the process group "redeploy and retire employees" allocated to systems*Internal cost to perform the process group "redeploy and retire employees")/Total cost to perform the process group "redeploy and retire employees"
Copyright 2015 APQC and IBM 619 of 733
Metric name Formula Unitsinquiries
inquiries
percent
percent
percent
percent
Number of monthly non-routine "redeploy and retire employees" inquiries per business entity employee
Number of non-routine inquiries received monthly for the process group "redeploy and retire employees" / Number of business entity employees
Number of monthly routine "redeploy and retire employees" inquiries per business entity employee
Number of routine inquiries received monthly for the process group "redeploy and retire employees" / Number of business entity employees
Outsourced cost of the process group "redeploy and retire employees" as a percentage of the total cost to perform the process group
Outsourced cost to perform the process group "redeploy and retire employees"/Total cost to perform the process group "redeploy and retire employees"*100
Percentage of "redeploy and retire employees" inquiries received via digital communication channels
Percentage of inquiries received for the process group "redeploy and retire employees" employees" through digital communication channels
Percentage of "redeploy and retire employees" inquiries received via non-digital communication channels
Percentage of inquiries received for the process group "redeploy and retire employees" employees" through non-digital communication channels
Percentage of "redeploy and retire employees" inquiries received that are non-routine
Number of non-routine inquiries received monthly for 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
Copyright 2015 APQC and IBM 620 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
days
days
percent
percent
Percentage of "redeploy and retire employees" inquiries received that are routine
Number of routine inquiries received monthly for 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
Percentage of "redeploy and retire employees" inquiries received via face-to-face
Percentage of inquiries received monthly for the process group "redeploy and retire" via face-to-face interaction
Percentage of "redeploy and retire employees" process inquiries received via channels other than e-mail, phone, and face-to-face
Percentage of inquiries received monthly for the process group "redeploy and retire" via channels other than e-mail, phone, and face-to-face interaction
Percentage of "redeploy and retire employees" process inquiries received via e-mail
Percentage of inquiries received monthly for the process group "redeploy and retire" via e-mail
Percentage of "redeploy and retire employees" process inquiries received via phone
Percentage of inquiries received monthly for the process group "redeploy and retire" via phone
Cycle time in days from identifying the need to hire a new employee until new hire begins in the agreed position
Cycle time in days from identifying the need to hire a new employee to approval of job requisition + Cycle time in days from approval of job requisition to acceptance of job offer + Cycle time in days from job offer acceptance until new hire begins in the agreed position, including time for orientation and initial set-up
Cycle time in days from job acceptance until new hire begins in the agreed position
Cycle time in days from job offer acceptance until new hire begins in the agreed position, including time for orientation and initial set-up
Job offer acceptance rate for middle management/specialists
Job offer acceptance rate for middle management/specialist employees
Job offer acceptance rate for operational workers/office staff
Job offer acceptance rate for operational worker/office staff employees
Copyright 2015 APQC and IBM 621 of 733
Metric name Formula Unitspercent
percent
percent
percent
job requisitions
percent
percent
percent
dollars
Job offer acceptance rate for senior management/executives
Job offer acceptance rate for senior management/executive employees
Percentage of middle management/specialist new hire retention after 12 months
Percentage of middle management/specialist employees who joined in the past 12 months that are still within your business entity
Percentage of operational worker/office staff new hire retention after 12 months
Percentage of operational worker/office staff employees who joined in the past 12 months who are still within your business entity
Percentage of senior management/executive new hire retention after 12 months
Percentage of senior management/executive employees who joined in the past 12 months that are still within your business entity
Number of approved job requisitions per "Recruit, source, and select employees" FTE
Annual number of job requisitions/ Number of FTEs who perform the process group "recruit, source, and select employees"
Number of new hires as a percentage of approved job requisitions
(Total number of new hires / Annual number of job requisitions) * 100
Percentage of operational workers/office staff positions filled by internal promotion for the past 3 years
Percentage of management positions filled by internal promotion versus external recruitment for operational worker/office staff employees for the past three years
New employees as a percentage of total business entity employees
(Total number of new hires / Number of business entity employees) * 100
Total cost to perform the process "Manage employee orientation and deployment" per $1,000 revenue
(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee orientation and deployment" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0.001)
Copyright 2015 APQC and IBM 622 of 733
Metric name Formula Unitsdollars
percent
dollars
dollars
days
days
Total cost to perform the process "Manage employee orientation and deployment" per business entity employee
(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee orientation and deployment" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / Number of business entity employees
Cost to perform the process "manage employee orientation and deployment" as a percentage of the total cost to perform the process group "develop and counsel employees"
Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee orientation and deployment"
Total cost to perform the process "Manage employee performance" per $1,000 revenue
(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee performance" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0.001)
Total cost to perform the process "Manage employee performance" per business entity employee
(Percentage of total annual cost of the process group "Develop and counsel employees" allocated 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 review process from start to finish for middle management/specialists
Cycle time in days from start to finish for a formal performance review for a middle management/specialist employee
Cycle time in days for the formal performance review process from start to finish for Operational workers/office staff
Cycle time in days from start to finish for a formal performance review for an operational worker/office staff employee
Copyright 2015 APQC and IBM 623 of 733
Metric name Formula Unitsdays
percent
percent
percent
percent
dollars
dollars
Cycle time in days for the formal performance review process from start to finish for senior management/executives
Cycle time in days from start to finish for a formal performance review for a senior management/executive employee
Percentage of middle management/specialists that receive a formal performance review
Percentage of middle management/specialist employees who receive a formal performance review
Percentage of operational workers/office staff that receive a formal performance review
Percentage of operational worker/office staff employees who receive a formal performance review
Percentage of senior management/executives that receive a formal performance review
Percentage of senior management/executive employees who receive a formal performance review
Cost to perform the process "manage employee performance" as a percentage of the total cost to perform the process group "develop and counsel employees"
Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee performance"
Total cost to perform the process "Manage employee development" per $1,000 revenue
(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee development" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0.001)
Total cost to perform the process "Manage employee development" per business entity employee
(Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee development" * 0.01 * Total cost to perform the process group "Develop and counsel employees" ) / Number of business entity employees
Copyright 2015 APQC and IBM 624 of 733
Metric name Formula Unitspercent
Learning budget per business entity employee dollars
dollars
dollars
dollars
dollars
dollars
dollars
Cost to perform the process "manage employee development" as a percentage of the total cost to perform the process group "develop and counsel employees"
Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Manage employee development"
Budget for learning for the process group "develop and counsel-learning only"/Number of business entity employees
Internal cost to perform learning administration activities per $1,000 revenue
Internal cost for learning administration / (Total business entity revenue * 0.0010)
Internal cost to perform learning administration activities per business entity employee
Internal cost for learning administration/ Number of business entity employees
Total cost to perform the process "Develop and train employees" per $1,000 revenue
Total cost to perform the process "Develop and train employees" / (Total business entity revenue * 0.001)
Total cost to perform the process "Develop and train employees" per business entity employee
Total cost to perform the process "Develop and train employees" / Number of business entity employees
Personnel cost to perform the process "Develop and train employees" per $1,000 revenue
(Percentage of internal cost of the process "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)
Personnel cost to perform the process "Develop and train employees" per business entity employee
(Percentage of internal cost of the process "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) / Number of business entity employees
Copyright 2015 APQC and IBM 625 of 733
Metric name Formula Unitsdays
days
days
days
FTEs
percent
percent
percent
percent
hours
hours
Average time in days to close an identified skill or capability gap through training for an employee
Number of calendar days per employee to close an identified skill or capability gap through training
Average time in days to close an identified skill or capability gap through training for an operational workers/office staff employee
Cycle time in days to close an identified skill or capability gap through training for an operational worker/office staff employee
Average time in days to close an identified skill or capability gap through training for a middle management/specialists employee
Cycle time in days to close an identified skill or capability gap through training for a middle management/specialist employee
Average time in days to close an identified skill or capability gap through training for a senior management/executives employee
Cycle time in days to close an identified skill or capability gap through training for a senior management/executive
Number of FTEs that perform learning administration activities per $1 billion revenue
Number of FTEs who perform learning administrative activities (exclude the activities for processing and distributing payments) / (Total business entity revenue*.000000001)
Percentage of CEO and senior leadership time spent on leadership development
Percentage of CEO and senior leadership time put toward leadership development
Percentage of middle management/specialists who attended management development programs
Percentage of middle management/specialists who attend management development programs
Percentage of operational staff/office staff who attended management development programs
Percentage of operational worker/office staff who attend management development programs
Percentage of senior management/executives who attend management development programs
Percentage of senior management/executives who attend management development programs
Hours spent developing new classroom training content per trainee
Number of hours for developing classroom training / Number of employees who attend classroom training
Hours spent developing new e-learning training content per trainee
Number of hours for developing e-learning training / Number of employees who attend e-learning training
Copyright 2015 APQC and IBM 626 of 733
Metric name Formula UnitsFTEs
employees
employees
percent
Number of learning days per employee days
days
days
days
percent
percent
Number of FTEs that perform the process "Develop and train employees" per $1 billion revenue
Number of FTEs who perform the process "Develop and train employees" / (Total business entity revenue * .000000001)
Number of business entity employees per "Develop and train employees" FTE
Number of business entity employees / Number of FTEs who perform the process "Develop and train employees"
Number of business entity employees per FTE in learning administration
Number of business entity employees / Number of FTEs who perform learning administrative activities (exclude the activities for processing and distributing payments)
Cost to perform the process "develop and train employees" as a percentage of the total cost to perform the process group "develop and counsel employees"
Percentage of total annual cost of the process group "Develop and counsel employees" allocated to the process "Develop and train employees"
Number of days dedicated to formal learning per employee
Number of learning days per middle management/specialists employee
Number of days dedicated to formal learning per middle management/specialist employee
Number of learning days per operational workers/office staff employee
Number of days dedicated to formal learning per operational worker/office staff employee
Number of learning days per senior management/executive employee
Number of days per employee dedicated to learning for senior management/executive employees
Personnel cost to perform the process "Develop and train employees" as a percentage of the total cost to perform the process
Percentage of internal cost of the process "Develop and train employees" allocated to personnel cost * 0.01 * Percentage of total cost of the process "Develop and train employees" allocated to internal cost
Systems cost to perform the process "Develop and train employees" as a percentage of the total cost to perform the process
Percentage of internal cost of the process "Develop and train employees" allocated to systems cost * 0.01 * Percentage of total cost of the process "Develop and train employees" allocated to internal cost
Copyright 2015 APQC and IBM 627 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
percent
Percentage of learning days delivered using other percent
percent
percent
Overhead and other costs to perform the process "Develop and train employees" as a percentage of the total cost to perform the process
Percentage of internal cost of the process "Develop and train employees" allocated to overhead and other costs * 0.01 * Percentage of total cost of the process "Develop and train employees" allocated to internal cost
Outsourced cost of the process "Develop and train employees" as a percentage of the total cost to perform the process
Percentage of total cost of the process "Develop and train employees" allocated to external cost
Percentage of learning days delivered using classroom instruction provided by your organization
Percentage of learning days delivered through classroom instruction provided by your organization
Percentage of learning days delivered using computer-based training (self-instruction) installed from CD-ROM
Percentage of learning days delivered through computer-based training (self-instruction) installed from CD-ROM
Percentage of learning days delivered using computer-based training (self-instruction) delivered over the Web (either directly or downloaded)
Percentage of learning days delivered through a computer-based training (self-instruction) over the web (either directly or downloaded)
Percentage of learning days delivered using correspondence courses
Percentage of learning days delivered through correspondence courses
Percentage of learning days delivered using e-learning (interactive)
Percentage of learning days delivered through e-learning (interactive)
Percentage of learning days delivered using external classroom instruction
Percentage of learning days delivered through external classroom instruction
Percentage of learning days delivered using on-the-job training
Percentage of learning days delivered through on-the-job trainingPercentage of learning days delivered through other types of training methods
Percentage of learning days delivered using streaming video
Percentage of learning days delivered through streaming video
Percentage of learning days delivered using virtual, classroom-based training delivered online
Percentage of learning days delivered through a virtual or classroom-based training online
Copyright 2015 APQC and IBM 628 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
percent
percent
percent
percent
dollars
dollars
Percentage of training programs developed externally
Percentage of training programs developed externally
Percentage of training programs developed internally
Percentage of training programs developed internally
Percentage of training programs developed through other channels
Percentage of training programs developed through other channels
Percentage of training programs developed through partnerships with external specialists
Percentage of training programs developed through partnerships with external specialists
Percentage of learning days delivered using computer based training
Percentage of per-employee learning days delivered using computer based training
Percentage of learning days delivered using correspondence courses and virtual, instructor-led classroom-based training delivered online
Percentage of per-employee learning days delivered using correspondence courses and or virtual, instructor-led classroom-based training delivered online
Percentage of learning days delivered using internal classroom instruction
Percentage of per-employee learning days delivered using classroom instruction provided by your organization
Percentage of learning days delivered using external classroom instruction
Percentage of per-employee learning days delivered using external classroom instruction
Percentage of learning days delivered using on-the-job training
Percentage of per-employee learning days delivered using on-the-job training
Percentage of learning days delivered using other methods
Percentage of per-employee learning days delivered using training methods other than computer based training, correspondence courses, virtual instructor led courses, internal and external classroom instruction, and on the job training
Internal cost to perform payroll administration activities per $1,000 revenue
Internal cost for payroll administration / (Total business entity revenue * 0.0010)
Internal cost to perform payroll administration activities per business entity employee
Internal cost for payroll administration/Number of business entity employees
Copyright 2015 APQC and IBM 629 of 733
Metric name Formula UnitsFTEs
employees
percent
percent
percent
days
days
days
days
Cycle time in days for the internal transfer process days
percent
percent
Number of FTEs that perform payroll administration activities per $1 billion revenue
Number of FTEs who perform payroll administrative activities (exclude the activities for processing and distributing payments) / (Total business entity revenue*.000000001)
Number of business entity employees per FTE in payroll administration
Number of business entity employees / Number of FTEs who perform payroll administrative activities (exclude the activities for processing and distributing payments)
Total relocation expenses as a percentage of total cost of continuing operations
(Total cost of relocation expenses paid to employees / Total costs of continuing operations)*100
Total expenditure for repatriation as a percentage of total cost of continuing operations
(Total expenditure for repatriation / Total costs of continuing operations)*100
Total expatriation cost as a percentage of total cost of continuing operations
(Total expenditure for expatriation / Total costs of continuing operations)*100
Cycle time in days for processing an employee's retirement
Cycle time in days to process an employee's retirement
Cycle time in days from identification of need for expatriation to date of transfer
Cycle time in days to process an expatriation from identification of need for expatriation to date of transfer
Cycle time in days from identification of need for repatriation to date of transfer
Cycle time in days to process a repatriation from identification of need for repatriation to date of transfer
Cycle time in days from receipt of leave of absence request to confirmation of approval/non-approval issued to employee
Cycle time in days from request for leave of absence to confirmation of absence to employee
Cycle time in days from request for internal transfer to completion of transferInvoluntary terminations as a percentage of total business entity employees
(Number of involuntary employee terminations / Number of business entity employees) * 100
Voluntary terminations as a percentage of total business entity employees
(Number of voluntary employee terminations/Number of business entity employees)*100
Copyright 2015 APQC and IBM 630 of 733
Metric name Formula Unitspercent
percent
percent
percent
Agent involuntary attrition rate Agent involuntary attrition rate percent
Agent voluntary attrition rate Agent voluntary attrition rate percent
Employee turnover rate percent
percent
percent
Percentage of business entity employees that were redeployed for reasons other than filling a vacancy
Percentage of employees redeployed for reasons other than filling a vacancy
Middle management/specialists involuntary terminations as a percentage of total involuntary terminations
(Number of involuntary employee terminations for middle management/specialist employees / Number of involuntary employee terminations)*100
Operational workers/office staff involuntary terminations as a percentage of total involuntary terminations
(Number of involuntary employee terminations for operational worker/office staff employees / Number of involuntary employee terminations)*100
Senior management/executives involuntary terminations as a percentage of total involuntary terminations
(Number of involuntary senior management/executive employee terminations / Number of involuntary employee terminations)*100
((Number of voluntary employee terminations+Number of involuntary employee terminations)/Number of business entity employees)*100
Employees relocated within a country as a percentage of total business entity employees
(Number of employees relocated within your country / Number of business entity employees)*100
Middle management/specialists voluntary terminations as a percentage of total voluntary terminations
(Number of voluntary employee terminations for middle management/specialist employees / Number of voluntary employee terminations)*100
Copyright 2015 APQC and IBM 631 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
Percentage of the work force that are expatriates percent
percent
hours
hours
days
Senior management/executives voluntary terminations as a percentage of total voluntary terminations
(Number of voluntary senior management/executive employee terminations / Number of voluntary employee terminations)*100
Percentage of vacancies filled by internal candidates for middle management/specialists
(Number of middle management/specialist employee vacancies filled by internal candidates / Number of vacancies filled by internal candidates)*100
Percentage of vacancies filled by internal candidates for operational workers/office staff
(Number of operational worker/office staff employee vacancies filled by internal candidates / Number of vacancies filled by internal candidates)*100
Percentage of vacancies filled by internal candidates for senior management/executives
(Number of senior management/executive employee vacancies filled by internal candidates / Number of vacancies filled by internal candidates)*100
Operational workers/office staff voluntary terminations as a percentage of total voluntary terminations
(Number of voluntary employee terminations for operational worker/office staff employees / Number of voluntary employee terminations)*100
Percentage of business entity's work force that are expatriates
Percentage of total vacancies filled by internal candidates
Percentage of vacancies at your business entity that are filled by internal candidates
Response time in hours for non-routine "manage employee information" inquiries
Response time in hours for a non-routine inquiry for the process group "manage employee information"
Response time in hours for routine "manage employee information" inquiries
Response time in hours for a routine inquiry for the process group "manage employee information"
Average time in days to fulfill an ad hoc information request
Cycle time in days for the function "develop and manage human capital" to fulfill an ad hoc information request
Copyright 2015 APQC and IBM 632 of 733
Metric name Formula Unitsinquiries
inquiries
percent
percent
percent
percent
Number of monthly non-routine "manage employee information" inquiries per business entity employee
Number of non-routine inquiries received monthly for the process group "manage employee information" / Number of business entity employees
Number of monthly routine "manage employee information" inquiries per business entity employee
Number of routine inquiries received monthly for the process group "manage employee information" / Number of business entity employees
Percentage of "manage employee information" inquiries received that are non-routine
Number of non-routine inquiries received monthly 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" inquiries received that are routine
Number of routine inquiries received monthly 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" inquiries received via channels other than e-mail, phone, and face-to-face
Percentage of inquiries received monthly for the process group "manage employee information" via channels other than e-mail, phone, and face-to-face interaction
Percentage of "manage employee information" inquiries received via digital communication channels
Percentage of inquiries received for the process group "manage employee information" employees" through digital communication channels
Copyright 2015 APQC and IBM 633 of 733
Metric name Formula Unitspercent
percent
percent
percent
dollars
dollars
dollars
dollars
dollars
dollars
Percentage of "manage employee information" inquiries received via e-mail
Percentage of inquiries received monthly for the process group "manage employee information" via e-mail
Percentage of "manage employee information" inquiries received via face-to-face
Percentage of inquiries received monthly for the process group "manage employee information" via face-to-face interaction
Percentage of "manage employee information" inquiries received via non-digital communication channels
Percentage of inquiries received for the process group "manage employee information" employees" through non-digital communication channels
Percentage of "manage employee information" inquiries received via phone
Percentage of inquiries received monthly for the process group "manage employee information" via phone
Other cost of the process group "manage the business of information technology" per $100,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process group "manage the business of IT" / (Total business entity revenue * 0.000010)
Outsourced cost of the process group "manage the business of information technology" per $100,000 revenue
Outsourced cost to perform the process group "manage the business of IT" / (Total business entity revenue * 0.000010)
Overhead cost of the process group "manage the business of information technology" per $100,000 revenue
Overhead cost to perform the process group "manage the business of IT" / (Total business entity revenue * 0.000010)
Personnel cost of the process group "manage the business of information technology" per $1,000 revenue
Personnel cost to perform the process group "manage the business of IT" / (Total business entity revenue * 0.0010)
Systems cost of the process group "manage the business of information technology" per $100,000 revenue
Systems cost to perform the process group "manage the business of IT" / (Total business entity revenue * 0.000010)
Total cost of the process "manage the business of IT" per $1,000 revenue
((Percentage of IT cost allocated to the process group "manage the business of information technology"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 634 of 733
Metric name Formula Unitsmonths
weeks
years
FTEs
hours per year
percent
percent
percent
Percentage of IT work force to retire within 1 year percent
percent
percent
Time in months to respond to major business shifts
Time in months to respond to a major business shift
Time in weeks to close an identified IT skill or capability gap
Time in weeks to close an identified IT skill or capability gap
Level of FTE experience in years for the process group "manage the business of information technology"
Average level of experience in years for FTEs who perform the process group "manage the business of IT"
Number of IT FTEs for the process group "manage the business of information technology" per $1 billion revenue
((Percentage of FTEs who perform the function "manage information technology" perform the process group "manage the business of information technology"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Average number of hours per year of technical training per IT (or service line) employee supporting product development
Hours of training per employee supporting product development
Percentage of IT budget for process group "manage the business of information technology"
(IT budget allocated to the process group "manage the business of information technology" / IT budget for the past year) * 100.0
Percentage of IT work force to be newly hired within 1 year
Percentage of IT workforce expected to be newly hired within 1 year
Percentage of IT work force to be replaced for other reasons within 1 year
Percentage of IT workforce expected to be replaced for other reasons within 1 yearPercentage of IT workforce expected to retire within 1 year
Percentage of total IT costs for process group "manage the business of information technology"
Percentage of IT cost allocated to the process group "manage the business of information technology"
Percentage of business entity IT FTEs who perform the process group "manage the business of information technology"
Percentage of FTEs who perform the function "manage information technology" perform the process group "manage the business of information technology"
Copyright 2015 APQC and IBM 635 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
years
Other cost of the process group "develop and manage information technology customer relationships" per $100,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.000010)
Outsourced cost of the process group "develop and manage information technology customer relationships" per $100,000 revenue
Outsourced cost to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.000010)
Overhead cost of the process group "develop and manage IT customer relationships" per $100,000 revenue
Overhead cost to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.000010)
Personnel cost of the process group "develop and manage IT customer relationships" per $1,000 revenue
Personnel cost to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.0010)
Systems cost of the process group "develop and manage IT customer relationships" per $100,000 revenue
Systems cost to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.000010)
Total cost of the process group "develop and manage IT customer relationships" per $1,000 revenue
((Percentage of IT cost allocated to the process group "develop and manage IT customer relationships"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)
Level of FTE experience in years for the process group "develop and manage information technology customer relationships"
Average level of experience in years for FTEs who perform the process group "develop and manage IT customer relationships"
Copyright 2015 APQC and IBM 636 of 733
Metric name Formula UnitsFTEs
percent
percent
percent
dollars
weeks
weeks
weeks
weeks
Number of IT FTEs for the process group "develop and manage information technology customer relationships" per $1 billion revenue
((Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and manage IT customer relationships"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Percentage of IT budget for process group "develop and manage IT customer relationships"
(IT budget allocated to the process group "develop and manage IT customer relationships" / IT budget for the past year) * 100.0
Percentage of total IT costs for process group "develop and manage IT customer relationships"
Percentage of IT cost allocated to the process group "develop and manage IT customer relationships"
Percentage of business entity IT FTEs who perform the process group "develop and manage it customer relationships"
Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and manage IT customer relationships"
Total cost of the process group "manage enterprise information" per $1,000 revenue
((Percentage of IT cost allocated to the process group "manage enterprise information"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)
Time in weeks to report on compliance status of the information architecture
Time in weeks to report on compliance status of the information architecture
Average time in weeks to create the enterprise information management strategic plan
Average time in weeks to create the enterprise information management strategic plan
Average time in weeks to set up a complex technical interface for a user of a defined data content source
Average time in weeks to set up a complex technical interface
Average time in weeks to set up a medium technical interface for a user of a defined data content source
Average time in weeks to set up a medium complex technical interface
Copyright 2015 APQC and IBM 637 of 733
Metric name Formula Unitsweeks
years
FTEs
percent
percent
percent
percent
percent
years
revisions
percent
percent
Average time in weeks to set up a simple technical interface for a user of a defined data content source
Average time in weeks to set up a simple technical interface
Length in years of information architecture planning horizon
Length in years of information architecture planning horizon
Number of IT FTEs for the process group "manage enterprise information" per $1 billion revenue
((Percentage of FTEs who perform the function "manage information technology" perform the process group "manage enterprise information"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Percentage of common data across all business units
Percentage of information assets that are common across all business units
Percentage of data assessed for compliance with information policies and standards
Percentage of data assessed for compliance with information policies and standards
Percentage of data managed centrally as enterprise information assets
Percentage of data managed centrally as enterprise information assets
Percentage of data that has defined policy, definition, and change control responsibility
Percentage of data that has defined policy, definition, and change control responsibility
Percentage of information elements with assigned and active data custodians
Percentage of information elements with assigned and active data custodians
Level of FTE experience in years for the process group "manage enterprise information"
Average level of experience in years for FTEs who perform the process group "manage enterprise information"
Total number of revisions to the published enterprise information architecture
Average number of revisions to the published enterprise information architecture
Average percentage change in detected exceptions to the information architecture per year
Percentage change in detected exceptions to the information architecture per year
Percentage of business entity IT FTEs who perform the process group "manage enterprise information"
Percentage of FTEs who perform the function "manage information technology" perform the process group "manage enterprise information"
Copyright 2015 APQC and IBM 638 of 733
Metric name Formula UnitsFTEs
percent
percent
dollars
dollars
dollars
dollars
dollars
dollars
months
Number of FTEs classified as IT architects per $1 billion revenue
Number of FTEs classified as IT architects / (Total business entity revenue * 0.000000001)
Percentage of IT budget for process group "manage enterprise information"
(IT budget allocated to the process group "manage enterprise information" / IT budget for the past year) * 100.0
Percentage of total IT costs for process group "manage enterprise information"
Percentage of IT cost allocated to the process group "manage enterprise information"
Other cost of the process group "develop and maintain information technology solutions" per $100,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.000010)
Outsourced cost of the process group "develop and maintain information technology solutions" per $100,000 revenue
Outsourced cost to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.000010)
Overhead cost of the process group "develop and maintain information technology solutions" per $100,000 revenue
Overhead cost to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.000010)
Systems cost of the process group "develop and maintain information technology solutions" per $100,000 revenue
Systems cost to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.000010)
Total cost of the process group "develop and maintain information technology solutions" per $1,000 revenue
((Percentage of IT cost allocated to the process group "develop and maintain information technology solutions"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)
Personnel cost of the process group "develop and maintain information technology solutions" per $1,000 revenue
Personnel cost to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.0010)
Time in months to fulfill a business need with relevant IT solutions for investments between $1 million and $100 million
Time in months to fulfill a business need with relevant IT solutions for investments between $ 1 million and $100 million
Copyright 2015 APQC and IBM 639 of 733
Metric name Formula Unitsmonths
months
months
months
months
hours
hours
weeks
weeks
weeks
years
percent
Time in months to fulfill a business need with relevant IT solutions for investments between $100,000 and $250,000
Time in months to fulfill a business need with relevant IT solutions for investments between $100,000 and $250,000
Time in months to fulfill a business need with relevant IT solutions for investments between $250,000 and $500,000
Time in months to fulfill a business need with relevant IT solutions for investments between $250,000 and $500,000
Time in months to fulfill a business need with relevant IT solutions for investments between $500,000 and $1 million
Time in months to fulfill a business need with relevant IT solutions for investments between $500,000 and $1 million
Time in months to fulfill a business need with relevant IT solutions for investments greater than $100 million
Time in months to fulfill a business need with relevant IT solutions for investments greater than $100 million
Time in months to fulfill a business need with relevant IT solutions for investments less than $100,000
Time in months to fulfill a business need with relevant IT solutions for investments less than $100,000
Average time in hours to resolve highest priority problems for the current year
Average time in hours to resolve the highest priority problem
Average time in hours to respond to highest priority problem for the current year
Average time in hours to respond to the highest priority problem
Average time in weeks to fulfill a complex information need
Average time in weeks to fulfill a complex information need
Average time in weeks to fulfill a medium information need
Average time in weeks to fulfill a medium complex information need
Average time in weeks to fulfill a simple information need
Average time in weeks to fulfill a simple information need
Level of FTE experience in years for the process group "develop and maintain information technology solutions"
Average level of experience in years for FTEs who perform the process group "develop and maintain IT solutions"
Number of break/fix requests requiring rework as a percentage of average backlog for the current year
(Number of break or fix requests that require rework / Average backlog) * 100.0
Copyright 2015 APQC and IBM 640 of 733
Metric name Formula UnitsFTEs
services
percent
percent
percent
percent
percent
percent
percent
percent
Number of IT FTEs for the process group "develop and maintain information technology solutions" per $1 billion revenue
((Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and maintain information technology solutions"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Number of service oriented architecture services implemented
Number of services oriented architecture (SOA) services implemented in production
Percentage of initially planned functionality that is delivered for application development and maintenance projects in the most recent year
Percentage of initially planned functionality that is delivered for application development and maintenance projects in the most recent year
Percentage of IT budget allocated towards service oriented architecture (SOA)
Percentage of IT budget allocated towards service oriented architecture (SOA)
Percentage of application development and maintenance projects in the most recent year delivered on or below budget
Percentage of application development and maintenance projects in the most recent year delivered on or below budget
Percentage of application development and maintenance projects in the most recent year delivered on time or early
Percentage of application development and maintenance projects in the most recent year delivered on time or early
Percentage of planned return on investment (ROI) for application development and maintenance projects
Percentage of planned return on investment (ROI) for application development and maintenance projects in the most recent year
Percentage of business entity IT FTEs who perform the process group "develop and maintain information technology solutions"
Percentage of FTEs who perform the function "manage information technology" perform the process group "develop and maintain information technology solutions"
Percentage of service oriented architecture services that are external
Percentage of service oriented architecture (SOA) services published or exposed externally
Percentage of total IT costs for process group "develop and maintain information technology solutions"
Percentage of IT cost allocated to the process group "develop and maintain information technology solutions"
Copyright 2015 APQC and IBM 641 of 733
Metric name Formula Unitspercent
percent
Average backlog for the current year Average backlog
dollars
dollars
Percentage of IT budget for process group "develop and maintain information technology solutions"
(IT budget allocated to the process group "develop and maintain information technology solutions" / IT budget for the past year) * 100.0
Percentage of service oriented architecture services that are internal
Percentage of service oriented architecture (SOA) services published or exposed internally
Number of development projects for the current year between $1 million and $100 million
Number of application development projects with values between $1 million and $100 million for the current year
development projects
Number of development projects for the current year between $100,000 and $250,000
Number of application development projects with values between $100,000 and $250,000 for the current year
development projects
Number of development projects for the current year between $250,000 and $500,000
Number of application development projects with values between $250,000 and $500,000 for the current year
development projects
Number of development projects for the current year between $500,000 and $1 million
Number of application development projects with values between $500,000 and $1 million for the current year
development projects
Number of development projects for the current year greater than $100 million
Number of application development projects with values greater than $100 million for the current year
development projects
Number of development projects for the current year less than $100,000
Number of application development projects with values less than $100,000 for the current year
development projects
number of break/fix requests
Other cost of the process group "deploy information technology solutions" per $100,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.000010)
Outsourced cost of the process group "deploy information technology solutions" per $100,000 revenue
Outsourced cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.000010)
Copyright 2015 APQC and IBM 642 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
weeks
weeks
years
FTEs
percent
percent
percent
Overhead cost of the process group "deploy information technology solutions" per $100,000 revenue
Overhead cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.000010)
Personnel cost of the process group "deploy information technology solutions" per $1,000 revenue
Personnel cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.0010)
Systems cost of the process group "deploy information technology solutions" per $100,000 revenue
Systems cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.000010)
Total cost of the process group "deploy information technology solutions" per $1,000 revenue
((Percentage of IT cost allocated to the process group "deploy IT solutions"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)
Average time in weeks to deploy a new release into the production environment
Time in weeks to deploy a new release into the production environment
Average time in weeks to make a change to the production environment
Time in weeks to make a change into the production environment
Level of FTE experience in years for the process group "deploy information technology solutions"
Average level of experience in years for FTEs who perform the process group "deploy IT solutions"
Number of IT FTEs for the process group "deploy information technology solutions" per $1 billion revenue
((Percentage of FTEs who perform the function "manage information technology" perform the process group "deploy IT solutions"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Percentage of unscheduled outages from change requests
Percentage of unscheduled outages related to or resulting from a change request
Percentage of unscheduled outages from release introductions
Percentage of unscheduled outages related to or resulting from a release introduction
Percentage of IT budget for process group "deploy information technology solutions"
(IT budget allocated to the process group "deploy IT solutions" / IT budget for the past year) * 100.0
Copyright 2015 APQC and IBM 643 of 733
Metric name Formula Unitspercent
percent
dollars
dollars
dollars
dollars
Annual fixed vs. variable cost ratio
IT Operating cost reduction target IT operating cost reduction target percent
dollars
dollars
dollars
Percentage of total IT costs for process group "deploy information technology solutions"
Percentage of IT cost allocated to the process group "deploy IT solutions"
Percentage of business entity IT FTEs who perform the process group "deploy it solutions"
Percentage of FTEs who perform the function "manage information technology" perform the process group "deploy IT solutions"
Other cost of the process group "deliver and support information technology services" per $100,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.000010)
Outsourced cost of the process group "deliver and support information technology services" per $100,000 revenue
Outsourced costs to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.000010)
Overhead cost of the process group "deliver and support information technology services" per $100,000 revenue
Overhead cost to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.000010)
Total cost for IT systems that support product development per user
IT budget dedicated to supporting product development / Users of IT systems supporting product development
Fixed-to-variable cost ratio for IT budget supporting product development
fixed to variable cost
Personnel cost of the process group "deliver and support information technology services" per $1,000 revenue
Personnel cost to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.0010)
Systems cost of the process group "deliver and support information technology services" per $100,000 revenue
Systems cost to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.000010)
Total cost of the process group "deliver and support information technology services" per $1,000 revenue
((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 * 0.0010)
Copyright 2015 APQC and IBM 644 of 733
Metric name Formula Unitshours
years
FTEs
percent
percent
percent
percent
percent
percent
Average time in hours to resolve a service commitment disruption
Time in hours to resolve a service commitment disruption
Level of FTE experience in years for the process group "deliver and support information technology services"
Average level of experience in years for FTEs who perform the process group "deliver and support IT services"
Number of IT FTEs for the process group "deliver and support information technology services" per $1 billion revenue
((Percentage of FTEs who perform the function "manage information technology" perform the process group "deliver and support IT services"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Tickets and transactions meeting agreed turn-around time as a percentage of total tickets and transactions for production support
(Number of production support tickets/transactions meeting agreed turn-around time / Number of production support tickets/transactions) * 100
Tickets and transactions meeting agreed quality as a percentage of total business process services tickets and transactions
(Number of business process service tickets/transactions meeting agreed quality / Number of business process service tickets/transactions * 100)
Tickets and transactions meeting agreed quality as a percentage of total ITIS tickets and transactions
(Number of ITIS tickets/transactions meeting agreed quality / Number of ITIS tickets/transactions * 100)
Tickets and transactions meeting agreed quality as a percentage of total production support tickets and transactions
(Number of production support tickets/transactions meeting agreed quality / Number of production support tickets/transactions * 100)
Tickets and transactions meeting agreed turn-around time as a percentage of total tickets and transactions for business process services
(Number of business process service tickets/transactions meeting agreed turn-around time / Number of business process service tickets/transactions) * 100
Tickets and transactions meeting agreed turn-around time as a percentage of total tickets and transactions for ITIS
(Number of ITIS tickets/transactions meeting agreed turn-around time / Number of ITIS tickets/transactions) * 100
Copyright 2015 APQC and IBM 645 of 733
Metric name Formula Unitspercent
percent
percent
Solutions planning horizon years
Average ROI for level-5 solutions percent
Average ROI for non-level-5 solutions percent
dollars
Average solution impact ratio for: Level 5 solutions Average IT solution impact for level-5 solutions benefit to cost
benefit to cost
FTEs
Percentage of total IT costs for process group "deliver and support information technology services"
Percentage of IT cost allocated to the process group "deliver and support IT services"
Percentage of business entity IT FTEs who perform the process group "deliver and support it services"
Percentage of FTEs who perform the function "manage information technology" perform the process group "deliver and support IT services"
Percentage of IT budget for process group "deliver and support information technology services"
(IT budget allocated to the process group "deliver and support IT services" / IT budget for the past year) * 100.0
Planning horizon in years for IT solutions aligned with organizational strategy
Average percentage of planned return on investment (ROI) that was achieved for: Level 5 solutions
Average percentage of planned return on investment (ROI) that was achieved for: all other solutions other than Level 5
Total cost to perform "Evaluate and communicate IT business value and performance" per $1,000 of revenue
(IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "evaluate and communicate IT business value and performance"*0.01) / (Total business entity revenue* 0.0010)
Average solution impact ratio for: all other solutions other than Level 5
Average IT solution impact for non-level-5 solutions
Number of IT FTEs for the process "Evaluate and communicate IT business value and performance" per $1 billion revenue
Number of IT FTEs supporting the process "evaluate and communicate IT business value and performance" / (Total business entity revenue * 0.000000001)
Copyright 2015 APQC and IBM 646 of 733
Metric name Formula Unitsdollars
days
days
Solutions capture rate for: Level 5 solutions percent
percent
Percentage of solutions meeting IT strategy percent
Percentage of solutions for repeat customers percent
FTEs
dollars
Percent on-time performance for: Level 5 solutions percent
percent
Total cost to perform "Develop IT services and solutions strategy" per $1,000 of revenue
(IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "develop IT services and solutions strategy"*0.01) / (Total business entity revenue* 0.0010)
Average cycle time from identification of demand to disposition for: Level 5 solutions
Cycle time from lead identification to hand-off for level 5 solutions
Average cycle time from identification of demand to disposition for: all other Levels other than Level 5
Cycle time from lead identification to hand-off for non-level 5 solutions
Level 5 solutions provided for and accepted by the customer as a percentage of total potential solutions
Solutions capture rate for:all other solutions other than Level 5
Non-level 5 solutions provided for and accepted by the customer as a percentage of total potential solutions
Percentage of solutions provided that are directly meeting IT strategyPercentage of solutions provided that are for repeat customersNumber of IT FTEs for the process "Develop IT services and solutions strategy" per $1 billion revenue
Number of IT FTEs supporting the process "develop IT services and solutions strategy" / (Total business entity revenue * 0.000000001)
Total cost to perform "Manage IT customer satisfaction" per $1,000 of revenue
(IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "manage IT customer satisfaction"*0.01) / (Total business entity revenue* 0.0010)
Percentage of IT solutions meeting schedule for level-5 solutions
Percent on-time performance for: all other solutions other than Level 5
Percentage of IT solutions meeting schedule for non-level-5 solutions
Copyright 2015 APQC and IBM 647 of 733
Metric name Formula UnitsNet Promoter Score (NPS) NPS for IT solutions percent
FTEs
dollars
dollars
dollars
dollars
dollars
dollars
Number of IT FTEs for the process "Manage IT customer satisfaction" per $1 billion revenue
Number of IT FTEs supporting the process "manage IT customer satisfaction" / (Total business entity revenue * 0.000000001)
Other cost of the process "develop information and content management strategies" per $100,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.000010)
Outsourced cost of the process "develop information and content management strategies" per $100,000 revenue
Outsourced cost to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.000010)
Overhead cost of the process "develop information and content management strategies" per $100,000 revenue
Overhead cost to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.000010)
Personnel cost of the process "develop information and content management strategies" per $1,000 revenue
Personnel cost to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.0010)
Systems cost of the process "develop information and content management strategies" per $100,000 revenue
Systems cost to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.000010)
Total cost of the process "develop information and content management strategies" per $1,000 revenue
Total cost to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 648 of 733
Metric name Formula UnitsFTEs
percent
dollars
dollars
dollars
dollars
dollars
dollars
Number of IT FTEs for the process "develop information and content management strategies" per $1 billion revenue
Number of FTEs who perform the process group "manage enterprise information" who perform the process "develop information and content management strategies" / (Total business entity revenue * 0.000000001)
Percentage of budget for managing enterprise information used for the process "develop information and content management strategies"
(IT budget related to the process group "manage enterprise information" allocated to the process "develop information and content management strategies" / IT budget allocated to the process group "manage enterprise information") * 100.0
Other cost of the process "define enterprise information architecture" per $100,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000010)
Outsourced cost of the process "define enterprise information architecture" per $100,000 revenue
Outsourced cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000010)
Overhead cost of the process "define enterprise information architecture" per $100,000 revenue
Overhead cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000010)
Personnel cost of the process "define enterprise information architecture" per $1,000 revenue
Personnel cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.0010)
Systems cost of the process "define enterprise information architecture" per $100,000 revenue
Systems cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000010)
Total cost of the process "define enterprise information architecture" per $1,000 revenue
Total cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 649 of 733
Metric name Formula UnitsFTEs
percent
dollars
dollars
dollars
dollars
dollars
dollars
Number of IT FTEs for the process "define the enterprise information architecture" per $1 billion revenue
Number of FTEs who perform the process group "manage enterprise information" who perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000000001)
Percentage of budget for managing enterprise information used for the process "define enterprise information architecture"
(IT budget related to the process group "manage enterprise information" allocated to the process "define the enterprise information architecture" / IT budget allocated to the process group "manage enterprise information") * 100.0
Other cost of the process "manage information resources" per $100,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "manage information resources" / (Total business entity revenue * 0.000010)
Outsourced cost of the process "manage information resources" per $100,000 revenue
Outsourced cost to perform the process "manage information resources" / (Total business entity revenue * 0.000010)
Overhead cost of the process "manage information resources" per $100,000 revenue
Overhead cost to perform the process "manage information resources" / (Total business entity revenue * 0.000010)
Personnel cost of the process "manage information resources" per $1,000 revenue
Personnel cost to perform the process "manage information resources" / (Total business entity revenue * 0.0010)
Systems cost of the process "manage information resources" per $100,000 revenue
Systems cost to perform the process "manage information resources" / (Total business entity revenue * 0.000010)
Total cost of the process "manage information resources" per $1,000 revenue
Total cost to perform the process "manage information resources" / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 650 of 733
Metric name Formula UnitsFTEs
percent
dollars
dollars
dollars
dollars
dollars
dollars
Number of IT FTEs for the process "manage information resources" per $1 billion revenue
Number of FTEs who perform the process group "manage enterprise information" who perform the process "manage information resources" / (Total business entity revenue * 0.000000001)
Percentage of budget for managing enterprise information used for the process "manage information resources"
(IT budget related to the process group "manage enterprise information" allocated to the process "manage information resources" / IT budget allocated to the process group "manage enterprise information") * 100.0
Personnel cost of the process "perform enterprise data and content management" per $1,000 revenue
Personnel cost to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.0010)
Systems cost of the process "perform enterprise data and content management" per $100,000 revenue
Systems cost to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.000010)
Total cost of the process "perform enterprise data and content management" per $1,000 revenue
Total cost to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.0010)
Other cost of the process "perform enterprise data and content management" per $100,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.000010)
Outsourced cost of the process "perform enterprise data and content management" per $100,000 revenue
Outsourced cost to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.000010)
Overhead cost of the process "perform enterprise data and content management" per $100,000 revenue
Overhead cost to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.000010)
Copyright 2015 APQC and IBM 651 of 733
Metric name Formula UnitsFTEs
percent
CPI
CPI
percent
percent
percent
Number of IT FTEs for the process "perform enterprise data and content management" per $1 billion revenue
Number of FTEs who perform the process group "manage enterprise information" who perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.000000001)
Percentage of budget for managing enterprise information used for the process "perform enterprise data and content management"
(IT budget related to the process group "manage enterprise information" allocated to the process "perform enterprise data and content management" / IT budget allocated to the process group "manage enterprise information") * 100.0
Average cost performance index (CPI) at completion of project/solution for: Level 5 solutions
Cost performance index at completion for level-5 solutions
Average cost performance index (CPI) at completion of project/solution for: all other solutions other than Level 5
Cost performance index at completion for non-level-5 solutions
Percentage of IT budget for product development that is to support: new platform/market completed or released to production during the survey year
Percentage of the IT budget supporting product development allocated to new platforms/or markets
Percentage of IT budget for product development that is to support: new product completed or released to production during the survey year
Percentage of IT budget supporting product development for NEW products released this year
Percentage of IT budget for product development that is to support: product upgrade completed or released to production during the survey year
Percentage of IT budget supporting product development for product UPGRADES released this year
Copyright 2015 APQC and IBM 652 of 733
Metric name Formula Unitsdollars
work days
work days
percent
FTEs
hours
hours
hours
dollars
percent
percent
FTEs
Total cost to perform "Create IT services and solutions" per $1,000 of revenue
(IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "create IT services and solutions"*0.01) / (Total business entity revenue* 0.0010)
Average time from disposition to customer acceptance for: Level 5 solutions
Cycle time from disposition to customer acceptance for level 5 solutions
Average time from disposition to customer acceptance for: all other levels
Cycle time from disposition to customer acceptance for non-level-5 solutions
Defect removal effectiveness percentage (pre/post operations)
Ratio of post-operational defects to total-lifecycle defects
Number of IT FTEs for the process "Create IT services and solutions" per $1 billion revenue
Number of IT FTEs supporting the process "create IT services and solutions" / (Total business entity revenue * 0.000000001)
Mean time to resolution (MTTR) in hours: critical incidents
MTTR for critical incidents on IT systems supporting product development
Mean time to resolution (MTTR) in hours: high incidents
MTTR for high incidents on IT systems supporting product development
Mean time to resolution (MTTR) in hours: all other incidents
MTTR for routine incidents on IT systems supporting product development
Total cost to perform "Support IT services and solutions" per $1,000 of revenue
(IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "support IT services and solutions"*0.01) / (Total business entity revenue* 0.0010)
Annual uptime percentage for IT systems supporting product development
100-Average unplanned machine downtime for systems supporting product development
Avg. monthly percentage of issues resolved within SLA
Percentage of issues resolved within SLA (monthly)
Number of IT FTEs for the process "Support IT services and solutions" per $1 billion revenue
Number of IT FTEs supporting the process "support IT services and solutions" / (Total business entity revenue * 0.000000001)
Copyright 2015 APQC and IBM 653 of 733
Metric name Formula Unitsdollars
FTEs
percent
dollars
FTEs
Outsourced cost to perform the processes "perform cost accounting and control" and "perform cost management" per $1,000 revenue
Outsourced cost to perform the processes "perform cost accounting and control" and "perform cost management" / (Total business entity revenue *.0010)
Number of FTEs for the process group "perform planning and management accounting" per $1 billion revenue
(Number of FTEs who perform the process "perform planning/budgeting/forecasting" + Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management" + Number of FTEs who perform the process "evaluate and manage financial performance") / (Total business entity revenue * .000000001)
Percentage of total finance function FTEs allocated to the process group "perform planning and management accounting"
((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") / Number of FTEs who perform the function "manage financial resources") * 100
Total cost to perform the order to invoice processes per $1,000 revenue
(Total cost to perform the process "process customer credit" + Total cost to perform the process "manage sales orders" + Total cost to perform the process "invoice customer") / (Total business entity revenue * .0010)
Number of FTEs for the processes "manage and process accounts receivable", "manage and process collections", and "manage and process adjustments/deductions" per $1 billion revenue
(Number of FTEs who perform the process "process accounts receivable (AR)" + Number of FTEs who perform the process "manage and process collections" + Number of FTEs who perform the process "manage and process adjustments/deductions") / (Total business entity revenue * .000000001)
Copyright 2015 APQC and IBM 654 of 733
Metric name Formula Unitspercent
dollars
percent
dollars
Percentage of total finance function FTEs allocated to the processes "manage sales orders", "process customer credit", and "invoice customer"
((Number of FTEs who perform the process "manage sales orders" + Number of FTEs who perform the process "process customer credit" + Number of FTEs who perform the process "invoice customer") / Number of FTEs who perform the function "manage financial resources") * 100
Total cost to perform the process group "Perform general accounting and reporting" (excluding fixed assets) per $1,000 revenue
(Total cost to perform the process "manage policies and procedures" + Total cost to perform the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / (Total business entity revenue * 0.001)
Total cost to perform the process group "Perform general accounting and reporting" (excluding fixed assets) as a percentage of revenue
((Total cost to perform the process "manage policies and procedures" + Total cost to perform the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / Total business entity revenue) * 100
Total cost to perform the process group "Perform general accounting and reporting" (excluding fixed assets) per $1 billion revenue
(Total cost to perform the process "manage policies and procedures" + Total cost to perform the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / (Total business entity revenue * .000000001)
Copyright 2015 APQC and IBM 655 of 733
Metric name Formula UnitsdollarsTotal cost to perform the process group "Perform
general accounting and reporting" (excluding fixed assets) per process group FTE
(Total cost to perform the process "manage policies and procedures" + Total cost to perform the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))
Copyright 2015 APQC and IBM 656 of 733
Metric name Formula UnitsdollarsPersonnel cost to perform the process group
"Perform general accounting and reporting" per process group FTE
((Total cost to perform the process "manage policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to personnel cost * .0001) + (Total cost to perform the process "perform general accounting" * Percentage of total cost of the process "Perform general accounting" allocated to internal cost * Percentage of internal cost of the process "Perform general accounting" allocated to personnel cost * .0001) + Personnel cost to perform the process "perform fixed asset accounting" + (Total cost to perform the process "perform financial reporting" * Percentage of total cost of the process "Perform financial reporting" allocated to internal cost * Percentage of internal cost of the process "Perform financial reporting" allocated to personnel cost * .0001)) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))
Copyright 2015 APQC and IBM 657 of 733
Metric name Formula Unitsdollars
days
FTEs
Personnel cost to perform the process group "Perform general accounting and reporting" per $1,000 revenue
((Total cost to perform the process "manage policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to personnel cost * .0001) + (Total cost to perform the process "perform general accounting" * Percentage of total cost of the process "Perform general accounting" allocated to internal cost * Percentage of internal cost of the process "Perform general accounting" allocated to personnel cost * .0001) + Personnel cost to perform the process "perform fixed asset accounting" + (Total cost to perform the process "perform financial reporting" * Percentage of total cost of the process "Perform financial reporting" allocated to internal cost * Percentage of internal cost of the process "Perform financial reporting" allocated to personnel cost * .0001)) / (Total business entity revenue * .001)
Cycle time in days to perform annual close at the site level
Cycle time in calendar days between running trial balance to completing the consolidated financial statements
Number of FTEs who perform the process group "Perform general accounting and reporting" (excluding fixed assets) per $1 billion revenue
(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") / (Total business entity revenue * .000000001)
Copyright 2015 APQC and IBM 658 of 733
Metric name Formula UnitsFTEs
percent
FTEs
percent
Number of FTEs who perform the process group "Perform general accounting and reporting" per $1 billion revenue
(Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686)) / (Total business entity revenue * .000000001)
Percentage of total finance function FTEs allocated to the process group "perform general accounting and reporting" (excluding fixed asset accounting)
((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") / Number of FTEs who perform the function "manage financial resources") * 100
Number of FTEs for the process group "manage fixed-asset project accounting" per $1 billion revenue
(Number of FTEs who perform the process "perform capital planning and project approval" + Number of FTEs who perform the process "perform capital project accounting") / (Total business entity revenue * .000000001)
Percentage of total finance function FTEs allocated to the process group "manage fixed asset project accounting"
((Number of FTEs who perform the process "perform capital planning and project approval"+ Number of FTEs who perform the process "perform capital project accounting") / Number of FTEs who perform the function "manage financial resources") * 100
Copyright 2015 APQC and IBM 659 of 733
Metric name Formula Unitspercent
percent
dollars
dollars
dollars
dollars
Total cost to perform the process group "process payroll" as a percentage of revenue
((Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Total business entity revenue) * 100
Total cost the process group "process payroll" as a percentage of cost of continuing operations
((Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Total costs of continuing operations) * 100
Personnel cost to perform the process group "process payroll" per $1,000 revenue
(Personnel cost to perform the process "report time"+Personnel cost to perform the process "manage pay"+Personnel cost to perform the process "process payroll taxes")/(Total business entity revenue * .001)
Total cost to perform the process group "process payroll" per $1,000 revenue
(Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / (Total business entity revenue * 0.001)
Total cost to perform the process group "process payroll" per disbursement
(Total cost to perform the process "report time"+Total cost to perform the process "manage pay"+Total cost to perform the process "process payroll taxes")/Number of payroll disbursements
Total cost to perform the process group "process payroll" per employee paid
(Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Total number of employees paid
Copyright 2015 APQC and IBM 660 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
Cycle time in business days to process the payroll days
Total cost to perform the process group "process payroll" per manual check/payment
(Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Number of payroll disbursements that are manual checks
Total cost to perform the process group "process payroll" per payroll FTE
(Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / (Number of 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 payroll" per payroll inquiry
(Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Number of payroll inquiries received
Personnel cost of the process group "process payroll" per "process payroll" FTE
(Personnel cost to perform the process "report time"+Personnel cost to perform the process "manage pay"+Personnel cost to perform the process "process payroll taxes")/(Number of FTEs who perform the process "report time"+Number of FTEs who perform the process "manage pay"+Number of FTEs who perform the process "report payroll taxes")
Cycle time in business days to process payroll from HR/benefits system cut-off to payroll transmit date
Copyright 2015 APQC and IBM 661 of 733
Metric name Formula UnitsFTEs
FTEs
payroll inquiries
employees
percent
Number of FTEs for the process group "process payroll" per $1 billion revenue
(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 business entity revenue * .000000001)
Number of FTEs for the process group "process payroll" per 1,000 employees paid
(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 number of employees paid * 0.001)
Number of payroll inquiries per "process payroll" FTE
Number of payroll inquiries received / (Number of FTEs who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes")
Number of employees paid per "process payroll" FTE
Total number of employees paid / (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")
Percentage of total finance function FTEs allocated to the process group "process payroll"
((Number of FTEs who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes") / Number of FTEs who perform the function "manage financial resources") * 100
Copyright 2015 APQC and IBM 662 of 733
Metric name Formula UnitspercentPersonnel cost of the process group "process
payroll" as a percentage of the total cost to perform the process group
(((Percentage of internal costs of the process "report time" allocated to personnel costs * Percentage of total cost of the process "report time" allocated to internal costs * 0.0001 * Total cost to perform the process "report time") + (Percentage of internal costs of the process "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") + (Percentage of internal costs of the process "report payroll taxes" allocated to personnel costs * Percentage of total cost of the process "report payroll taxes" allocated to internal costs * 0.0001 * Total cost to perform the process "process payroll taxes")) / (Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes")) * 100
Copyright 2015 APQC and IBM 663 of 733
Metric name Formula UnitspercentSystems cost to perform the process group
"process payroll" as a percentage of the total cost of the process group
(((Percentage of internal cost of the process "Report time" allocated to systems costs * Percentage of total cost of the process "report time" allocated to internal costs * 0.0001 * Total cost to perform the process "report time") + (Percentage of internal cost of the process "Manage pay" allocated to systems costs * Percentage of total cost of the process "manage pay" allocated to internal costs * 0.0001 * Total cost to perform the process "manage pay") + (Percentage of internal cost of the process "Process payroll taxes" allocated to systems costs * Percentage of total cost of the process "report payroll taxes" allocated to internal costs * 0.0001 * Total cost to perform the process "process payroll taxes")) / (Total cost to perform the process "report time" + Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes")) * 100
Copyright 2015 APQC and IBM 664 of 733
Metric name Formula Unitsdollars
dollars
Personnel cost to perform the process group "process accounts payable and expense reimbursements" per process group FTE
((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost *.0001) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost * .0001)) / (Number of FTEs who perform the process "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements")
Systems cost to perform the process group "process accounts payable and expense reimbursements" per $100,000 revenue
((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" 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 of 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)
Copyright 2015 APQC and IBM 665 of 733
Metric name Formula Unitsdollars
dollars
dollars
percent
Total cost to perform the process group "process accounts payable and expense reimbursements" per $1,000 revenue
(Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements") / (Total business entity revenue * 0.001)
Outsourced cost to perform the process group "process accounts payable and expense reimbursements" per $1,000 revenue
((Percentage of total cost of the process "Process accounts payable" allocated to external cost * Total cost to perform the process "process accounts payable" / 100) + (Percentage of total cost of the process "Process expense reimbursements" allocated to external cost * Total cost to perform the process "process expense reimbursements" / 100)) / (Total business entity revenue * 0.001)
Personnel cost to perform the process group "process accounts payable and expense reimbursements" per $1,000 revenue
(((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost) *.0001) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost * .0001)) / (Total business entity revenue * 0.001)
Total cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of revenue
((Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements") / Total business entity revenue ) * 100
Copyright 2015 APQC and IBM 666 of 733
Metric name Formula Unitsdollars
dollars
FTEs
FTEs
percent
Total cost to perform the process group "process accounts payable and expense reimbursements" per $1 billion revenue
(Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements") / (Total business entity revenue * 0.000000001)
Total cost to perform the process group "process accounts payable and expense reimbursements" per process FTE
(Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements") / (Number of FTEs who perform the process "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements")
Number of FTEs performing the process group "process accounts payable and expense reimbursements" per $1 billion revenue
(Number of FTEs who perform the process "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements") / (Total business entity revenue * 0.000000001)
Number of FTEs for the process group "process accounts payable and expense reimbursements" per $1 billion revenue
(Number of FTEs who perform the process "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements") / (Total business entity revenue * .000000001)
Percentage of total finance function FTEs allocated to the process group "perform accounts payable and expense reimbursements"
((Number of FTEs who perform the process "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements") / Number of FTEs who perform the function "manage financial resources") * 100
Copyright 2015 APQC and IBM 667 of 733
Metric name Formula Unitspercent
percent
Outsourced cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of the total cost of the process group
(((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" 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" + Total cost to perform the process "process expense reimbursements")) * 100
Overhead and other cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of the total cost of the process group
(((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to overhead and other costs / 10000) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to overhead and other costs / 10000)) / (Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements")) * 100
Copyright 2015 APQC and IBM 668 of 733
Metric name Formula Unitspercent
percent
Personnel cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of the total cost of the process group
(((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost / 10000) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost / 10000)) / (Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements")) * 100
Systems cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of the total cost of the process group
(((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to systems cost / 10000) + (Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to systems cost / 10000)) / (Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements")) * 100
Copyright 2015 APQC and IBM 669 of 733
Metric name Formula Unitsdollars
dollars
dollars
Return on invested capital Return on invested capital percent
FTEs
bank accounts
entities
entities
Return on working capital Return on working capital percent
percent
Total cost of the process group "Manage treasury operations" per $1 billion revenue
Total cost to perform the process group "manage treasury operations" / (Total business entity revenue * .000000001)
Total cost of the process group "Manage treasury operations" per $1,000 revenue
Total cost to perform the process group "manage treasury operations" / (Total business entity revenue * .001)
Total cost of the process group "Manage treasury operations" per global legal entity supported
Total cost to perform the process group "manage treasury operations" / Number of global legal entities supported by treasury management operation
Number of FTEs that perform the process group "manage treasury operations" per $1 billion revenue
Number of FTEs who perform the process group "manage treasury operations" / (Total business entity revenue * .000000001)
Number of bank accounts per "manage treasury operations" FTE
Number of corporate bank accounts managed by this finance SSC / Number of FTEs who perform the process group "manage treasury operations"
Number of global legal entities supported per FTE that performs the process group "Manage treasury operations"
Number of global legal entities supported by treasury management operation / Number of FTEs who perform the process group "manage treasury operations"
Number of global legal entities supported per $1 billion revenue
Number of global legal entities supported by treasury management operation / (Total business entity revenue * .000000001)
Percentage of total finance function FTEs allocated to the process group "manage treasury operations"
(Number of FTEs who perform the process group "manage treasury operations" / Number of FTEs who perform the function "manage financial resources") * 100
Copyright 2015 APQC and IBM 670 of 733
Metric name Formula Unitsdollars
dollars
percent
Personnel cost to perform the process group "manage internal controls" per $1,000 revenue
(Personnel cost to perform the process "establish 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)
Systems cost to perform the process group "manage internal controls" per $100,000 revenue
(Systems cost to perform the process "establish internal controls, policies, and procedures" + Systems cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" + Systems cost to perform the process "report on internal controls compliance") / (Total business entity revenue * 0.000010)
Total cost to perform the process group "manage internal controls" as a percentage of revenue
((Total cost to perform the process "establish 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
Copyright 2015 APQC and IBM 671 of 733
Metric name Formula Unitsdollars
dollars
dollars
Total cost to perform the process group "manage internal controls" per $1 billion revenue
(Total cost to perform the process "establish 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 internal controls" per $1,000 revenue
(Total cost to perform the process "establish 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 * 0.0010)
Total cost to perform the process group "manage internal controls" per process FTE
(Total cost to perform the process "establish 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")
Copyright 2015 APQC and IBM 672 of 733
Metric name Formula UnitsFTEs
percent
dollars
dollars
FTEs
percent
Number of FTEs that perform the process group "manage internal controls" per $1 billion revenue
(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") / (Total business entity revenue * .000000001)
Percentage of total finance function FTEs allocated to the process group "manage internal controls"
((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") / Number of FTEs who perform the function "manage financial resources") * 100
Total cost of the process group "Manage taxes" per $1 billion revenue
Total cost to perform the process group "manage taxes" / (Total business entity revenue * .000000001)
Total cost of the process group "Manage taxes" per $1,000 revenue
Total cost to perform the process group "manage taxes" / (Total business entity revenue * .001)
Number of FTEs that perform the process group "manage taxes" per $1 billion revenue
Number of FTEs who perform the process group "manage taxes" / (Total business entity revenue * .000000001)
Percentage of total finance function FTEs allocated to the process group "manage taxes"
(Number of FTEs who perform the process group "manage taxes" / Number of FTEs who perform the function "manage financial resources") * 100
Copyright 2015 APQC and IBM 673 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
percent
Outsourced cost to perform the process "perform planning/budgeting/forecasting" per $1,000 revenue
Outsourced cost to perform the process "perform planning/budgeting/forecasting" / (Total business entity revenue *.0010)
Personnel cost to perform the process "perform planning/budgeting/forecasting" per process FTE
(Percentage of internal costs of the process "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 planning/budgeting/forecasting" per $1,000 revenue
(Percentage of internal costs of the process "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") / (Total business entity revenue * 0.001)
Systems cost to perform the process "perform planning/budgeting/forecasting" per $100,000 revenue
(Percentage of internal costs of the process "planning, budgeting, and forecasting" allocated to systems 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 cost to perform the process "perform planning/budgeting/forecasting" as a percentage of revenue
(Total cost to perform the process "perform planning/budgeting/forecasting" / Total business entity revenue) * 100
Copyright 2015 APQC and IBM 674 of 733
Metric name Formula Unitsdollars
dollars
Cycle time in days to complete the annual budget Cycle time in days to complete the budget days
days
days
budget versions
FTEs
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
percent
Total cost to perform the process "perform planning/budgeting/forecasting" per process FTE
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 planning/budgeting/forecasting" per $1,000 revenue
Total cost to perform the process "perform planning/budgeting/forecasting" / (Total business entity revenue * 0.001)
Cycle time in days to prepare the financial forecast
Cycle time in days to prepare the financial forecast
Cycle time in days to update/revise the rolling forecast
Cycle time in days to update/revise the rolling forecast
Number of budget versions produced before final approval
Number of budget versions produced before final approval
Number of FTEs that perform the process "Perform planning/budgeting/forecasting" per $1 billion revenue
Number of FTEs who perform the process "perform planning/budgeting/forecasting" / (Total business entity revenue * .000000001)
Percentage of total finance function FTEs allocated to the process "perform planning/ budgeting/ forecasting"
(Number of FTEs who perform the process "perform planning/budgeting/forecasting" / Number of FTEs who perform the function "manage financial resources") * 100
Copyright 2015 APQC and IBM 675 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
Personnel cost to perform the processes "perform cost accounting and control" and "perform cost management" per process FTE
(Percentage of internal costs of the process "perform cost accounting and control" and "perform cost management" allocated to personnel costs * Percentage of total cost of the process "perform cost accounting and control" and "perform cost management" allocated to internal costs * 0.0001 * Total cost to perform the processes "perform cost accounting and control" and "perform cost management") / Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management"
Personnel cost to perform the processes "perform cost accounting and control" and "perform cost management" per $1,000 revenue
(Percentage of internal costs of the process "perform cost accounting and control" and "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)
Total cost to perform the processes "perform cost accounting and control" and "perform cost management" per $1,000 revenue
Total cost to perform the processes "perform cost accounting and control" and "perform cost management" / (Total business entity revenue * 0.001)
Total cost to perform the processes "perform cost accounting and control" and "perform cost management" per process FTE
Total cost to perform the processes "perform cost accounting and control" and "perform cost management" / Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management"
Copyright 2015 APQC and IBM 676 of 733
Metric name Formula UnitsFTEs
percent
dollars
dollars
dollars
Number of FTEs for the processes "perform cost accounting and control" and "perform cost management" per $1 billion revenue
Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management" / (Total business entity revenue * 0.000000001)
Percentage of total finance function FTEs allocated to the processes "perform cost accounting and control" and "perform cost management"
(Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management" / Number of FTEs who perform the function "manage financial resources") * 100
Systems cost to perform the processes "perform cost accounting and control" and "perform cost management" per $100,000 revenue
(Percentage of internal cost of the process "Perform cost accounting and control" and "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)
Outsourced cost to perform the process "evaluate and manage financial performance" per $1,000 revenue
Outsourced cost to perform the process "evaluate and manage financial performance" / (Total business entity revenue *.0010)
Systems cost to perform the process "evaluate and manage financial performance" per $100,000 revenue
(Percentage of internal costs of the process "evaluate and manage financial performance" 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)
Copyright 2015 APQC and IBM 677 of 733
Metric name Formula Unitsdollars
dollars
Total revenue per active customer dollars
dollars
dollars
days
days
Total cost to perform the process "evaluate and manage financial performance" per process FTE
Total cost to perform the process "evaluate and manage financial performance" / Number of FTEs who perform the process "evaluate and manage financial performance"
Total cost to perform the process "evaluate and manage financial performance" per $1,000 revenue
Total cost to perform the process "evaluate and manage financial performance" / (Total business entity revenue * 0.001)
Total business entity revenue / Number of total customers in customer master file that are active
Personnel cost to perform the process "evaluate and manage financial performance" per process FTE
(Percentage of internal costs of the process "evaluate and manage financial performance" allocated to personnel 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") / Number of FTEs who perform the process "evaluate and manage financial performance"
Personnel cost to perform the process "evaluate and manage financial performance" per $1,000 revenue
(Percentage of internal costs of the process "evaluate and manage financial performance" allocated to personnel 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 * 0.001)
Cycle time in days to perform financial evaluation of new customers
Cycle time in days to perform financial evaluation of new customers
Cycle time in days to perform financial evaluation of new markets
Cycle time in days to perform financial evaluation of new markets
Copyright 2015 APQC and IBM 678 of 733
Metric name Formula Unitsdays
FTEs
dollars
EBITDA margin (current reporting period) percent
percent
percent
percent
percent
percent
Cycle time in days to perform financial evaluation of new products
Cycle time in days to perform financial evaluation of new products
Number of FTEs for the process "evaluate and manage financial performance" per $1 billion revenue
Number of FTEs who perform the process "evaluate and manage financial performance" / (Total business entity revenue * .000000001)
Revenue per employee for the current reporting period
Total business entity revenue / Number of business entity employees(Earnings before interest, taxes, depreciation and amortization for the current 12-month period / Total business entity revenue) * 100.0
Compounded annual growth rate in earnings before interest, tax, depreciation and amortization over the past three reporting periods
(((Earnings before interest, taxes, depreciation and amortization for the current 12-month period /Earnings before interest, taxes, depreciation and amortization over the past three reporting periods) ^ 0.3333) - 1) * 100.0
Compounded annual growth rate of revenue over the past three reporting periods
(((Total business entity revenue / Total revenue over the past three reporting periods) ^ 0.3333) - 1) * 100.0
Percentage growth in EBITDA over the past three reporting periods
((Earnings before interest, taxes, depreciation and amortization for the current 12-month period - Earnings before interest, taxes, depreciation and amortization over the past three reporting periods) / Earnings before interest, taxes, depreciation and amortization over the past three reporting periods) * 100.0
Percentage of employees with compensations affected by profit
(Number of employees with compensation affected by profit / Number of business entity employees) * 100.0
Percentage of employees with compensations affected by budget versus actual variances
(Number of employees with compensation affected by budget versus actual variances / Number of business entity employees) * 100.0
Copyright 2015 APQC and IBM 679 of 733
Metric name Formula Unitspercent
percent
dollars
percent
dollars
dollars
dollars
dollars
Cycle time in days for credit approval Cycle time in days for credit approval days
Percentage of total finance function FTEs allocated to the process "evaluate and manage financial performance"
(Number of FTEs who perform the process "evaluate and manage financial performance" / Number of FTEs who perform the function "manage financial resources") * 100
Revenue growth over the past three reporting periods
((Total business entity revenue - Total revenue over the past three reporting periods) / Total revenue over the past three reporting periods) * 100.0
Personnel cost to perform the process "process customer credit" per $1,000 revenue
(Percentage of total cost of the process "process customer credit" allocated to internal costs * Percentage of internal costs of the process "process customer credit" allocated to personnel costs * 0.0001 * Total cost to perform the process "process customer credit") / (Total business entity revenue * 0.001)
Total cost to perform the process "process customer credit" as a percentage of revenue
(Total cost to perform the process "process customer credit" / Total business entity revenue) * 100
Total cost to perform the process "process customer credit" per process FTE
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 customer credit" per $1 billion revenue
Total cost to perform the process "process customer credit" / (Total business entity revenue * .000000001)
Total cost to perform the process "process customer credit" per $1,000 revenue
Total cost to perform the process "process customer credit" / (Total business entity revenue * .001)
Outsourced cost to perform the process "process customer credit" per $1,000 revenue
Outsourced cost to perform the process "process customer credit" / (Total business entity revenue *.0010)
Copyright 2015 APQC and IBM 680 of 733
Metric name Formula UnitsFTEs
FTEs
active customers
credit reviews
percent
dollars
dollars
Number of FTEs for the order to invoice cycle per $1 billion revenue
(Number of FTEs who perform the process "manage sales orders" + Number of FTEs who perform the process "process customer credit" + Number of FTEs who perform the process "invoice customer") / (Total business entity revenue * 0.000000001)
Number of FTEs for the process "process customer credit" per $1 billion revenue
Number of FTEs who perform the process "process customer credit" / (Total business entity revenue * .000000001)
Number of active customers per "process customer credit" FTE
Number of active customers in business entity's customer master file / Number of FTEs who perform the process "process customer credit"
Number of credit reviews per "process customer credit" FTE
Credit reviews performed at account level by credit staff / Number of FTEs who perform the process "process customer credit"
Percentage of total finance function FTEs allocated to the process "process customer credit"
(Number of FTEs who perform the process "process customer credit" / Number of FTEs who perform the function "manage financial resources") * 100
Personnel cost to perform the process "invoice customer" per $1,000 revenue
(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 costs * 0.0001 * Total cost to perform the process "invoice customer") / (Total business entity revenue * 0.001)
Systems cost to perform the process "invoice customer" per $100,000 revenue
(Percentage of total cost of the process "invoice customer" allocated to internal costs * Percentage of internal cost of the process "Invoice customer" allocated to systems costs * 0.0001 * Total cost to perform the process "invoice customer") / (Total business entity revenue * 0.00001)
Copyright 2015 APQC and IBM 681 of 733
Metric name Formula Unitsdollars
percent
dollars
dollars
dollars
dollars
dollars
dollars
days
days
Systems cost to perform the process "process customer credit" per $100,000 revenue
(Percentage of total cost of the process "process customer credit" allocated to internal costs * Percentage of internal cost of the process "Process customer credit" allocated to systems costs * 0.0001 * Total cost to perform the process "process customer credit") / (Total business entity revenue * 0.00001)
Total cost to perform the process "invoice customer" as a percentage of revenue
(Total cost to perform the process "invoice customer" / Total business entity revenue) * 100.0
Total cost to perform the process "invoice customer" per process FTE
Total cost to perform the process "invoice customer" / Number of FTEs who perform the process "invoice customer"
Total cost to perform the process "invoice customer" per $1 billion revenue
Total cost to perform the process "invoice customer" / (Total business entity revenue * 0.000000001)
Total cost to perform the process "invoice customer" per $1,000 revenue
Total cost to perform the process "invoice customer" / (Total business entity revenue * .001)
Total cost to perform the process "invoice customer" per invoice line item processed
Total cost to perform the process "invoice customer" / Number of line items billed/invoiced
Total cost to perform the process "invoice customer" per invoice processed
Total cost to perform the process "invoice customer" / Number of invoices billed to customer
Outsourced cost to perform the process "invoice customer" per $1,000 revenue
Outsourced cost to perform the process "invoice customer" / (Total business entity revenue *.0010)
Cycle time in days between transmission of invoice and shipment of goods or delivery of services
Cycle time in calendar days from the transmission of an invoice/bill to shipping/providing the good/service
Cycle time in days to generate complete and correct billing data
Cycle time in days to generate complete and correct billing data
Copyright 2015 APQC and IBM 682 of 733
Metric name Formula UnitsFTEs
percent
percent
percent
invoice line items
invoices
percent
percent
percent
Average number of line items per invoice invoice line items
Average value per line item billed dollars
dollars
Number of FTEs that perform the process "Invoice customer" per $1 billion revenue
Number of FTEs who perform the process "invoice customer" / (Total business entity revenue * .000000001)
Percentage of invoice line items invoiced using electronic or automatic methods
Percentage of invoice line items invoiced using electronic or automatic methods
Percentage of invoice line items processed error free the first time
Percentage of invoice line items processed error free the first time
Percentage of invoices automatically generated based on event triggers
Percentage of invoices automatically generated based on event triggers
Number of invoice line items processed per "invoice customer" FTE
Number of line items billed/invoiced / Number of FTEs who perform the process "invoice customer"
Number of invoices processed per "invoice customer" FTE
Number of invoices billed to customer / Number of FTEs who perform the process "invoice customer"
Percentage of invoice line items that are denominated in a foreign currency
(Number of line items billed/invoiced in a foreign currency / Number of line items billed/invoiced) * 100
Percentage of billed/invoiced line items offering a discount
(Number of invoice line items billed/invoiced that offer a discount / Number of line items billed/invoiced) * 100
Percentage of total finance function FTEs allocated to the process "invoice customer"
(Number of FTEs who perform the process "invoice customer" / Number of FTEs who perform the function "manage financial resources") * 100
Number of line items billed/invoiced / Number of invoices billed to customerTotal value of line items billed/invoiced / Number of line items billed/invoiced
Outsourced cost to perform the process "process accounts receivable (AR)" per $1,000 revenue
Outsourced cost to perform the process "process accounts receivable (AR)" / (Total business entity revenue *.0010)
Copyright 2015 APQC and IBM 683 of 733
Metric name Formula Unitsdollars
dollars
dollars
percent
dollars
Personnel cost to perform the process "process accounts receivable" per process FTE
(Percentage of internal costs of the process "process accounts receivable" allocated to personnel costs * Percentage of total cost of the process "process accounts receivable" allocated to internal costs * 0.0001 * Total cost to perform the process "process accounts receivable") / Number of FTEs who perform the process "process accounts receivable (AR)"
Personnel cost to perform the process "process accounts receivable" per $1,000 revenue
(Percentage of internal costs of the process "process accounts receivable" allocated to personnel costs * Percentage of total cost of the process "process accounts receivable" allocated to internal costs * 0.0001 * Total cost to perform the process "process accounts receivable") / (Total business entity revenue * .001)
Systems cost to perform the process "process accounts receivable" per $100,000 revenue
(Percentage of internal cost of the process "Process accounts receivable (AR)" allocated to systems costs * Percentage of total cost of the process "process accounts receivable" allocated to internal costs * 0.0001 * Total cost to perform the process "process accounts receivable") / (Total business entity revenue * .00001)
Total cost to perform the process "process accounts receivable" as a percentage of revenue
(Total cost to perform the process "process accounts receivable" / Total business entity revenue) * 100
Total cost to perform the process "process accounts receivable" per process FTE
Total cost to perform the process "process accounts receivable" / Number of FTEs who perform the process "process accounts receivable (AR)"
Copyright 2015 APQC and IBM 684 of 733
Metric name Formula Unitsdollars
dollars
dollars
Days sales outstanding days
days
days
percent
percent
percent
percent
Percentage of manual receipts percent
percent
Total cost to perform the process "process accounts receivable" per $1 billion revenue
Total cost to perform the process "process accounts receivable" / (Total business entity revenue * .000000001)
Total cost to perform the process "process accounts receivable" per $1,000 revenue
Total cost to perform the process "process accounts receivable" / (Total business entity revenue * .001)
Total cost to perform the process "process accounts receivable" per customer receipt
Total cost to perform the process "process accounts receivable" / Number of receipts processed
Average days sales outstanding in accounts receivable
Cycle time in days from transmission of invoice to receipt of payment
Cycle time in calendar days from invoicing a customer to the receipt of payment
Outstanding payment days as a proportion of standard payment days
Average days sales outstanding in accounts receivable / Standard payment terms in calendar days for accounts receivable
Percentage of total receipts that are processed error free the first time
(Number of receipts processed error-free first time / Number of receipts processed) * 100
Percentage of receipts received electronically or automatically
Percentage of receipts received electronically or automatically
Percentage of invoice line items paid in full the first time
(Number of billed/invoiced line items that are paid in full the first time / Number of line items billed/invoiced) * 100
Percentage of line items billed/invoiced paid on time
(Number of billed/invoiced line items that are paid on time / Number of line items billed/invoiced) * 100.0
(Number of receipts processed that are received manually / Number of receipts processed) * 100.0
Percentage of receipts automatically matched to open items in the accounts receivable sub ledger
(Number of receipts that are automatically matched to open items in the accounts receivable sub ledger / Number of receipts processed) * 100
Copyright 2015 APQC and IBM 685 of 733
Metric name Formula UnitsFTEs
Accounts receivable per $1,000 revenue dollars
receipts
invoices
customer accounts
Number of invoice line items per receipt invoice line items
percent
percent
percent
Number of FTEs that perform the process "Process accounts receivable (AR)" per $1 billion revenue
Number of FTEs who perform the process "process accounts receivable (AR)" / (Total business entity revenue * .000000001)
Value of accounts receivable outstanding / (Total business entity revenue * 0.0010)
Number of receipts processed per "process accounts receivable" FTE
Number of receipts processed / Number of FTEs who perform the process "process accounts receivable (AR)"
Number of invoices per "process accounts receivable" FTE
Number of invoices billed to customer/Number of FTEs who perform the process "process accounts receivable (AR)"
Number of customer accounts per "process accounts receivable" FTE
Number of customers in the customer master file / Number of FTEs who perform the process "process accounts receivable (AR)"
Number of line items billed/invoiced / Number of receipts processed
Personnel cost to perform the process "process accounts receivable" as a percentage of the total cost for the process
Percentage of internal costs of the process "process accounts receivable" allocated to personnel costs * Percentage of total cost of the process "process accounts receivable" allocated to internal costs * 0.01
Percentage of total finance function FTEs allocated to the processes "process accounts receivable (AR)," "manage and process collections," and "manage and process adjustments/deductions"
((Number of FTEs who perform the process "process accounts receivable (AR)" + Number of FTEs who perform the process "manage and process collections" + Number of FTEs who perform the process "manage and process adjustments/deductions") / Number of FTEs who perform the function "manage financial resources") * 100
Percentage of total finance function FTEs allocated to the process "process accounts receivable (AR)"
(Number of FTEs who perform the process "process accounts receivable (AR)" / Number of FTEs who perform the function "manage financial resources") * 100
Copyright 2015 APQC and IBM 686 of 733
Metric name Formula Unitspercent
dollars
dollars
percent
dollars
dollars
Systems cost to perform the process "process accounts receivable" as a percentage of the total cost of the process
Percentage of internal cost of the process "Process accounts receivable (AR)" allocated to systems costs * Percentage of total cost of the process "process accounts receivable" allocated to internal costs * 0.01
Personnel cost to perform the process "manage and process collections" per $1,000 revenue
(Percentage of internal costs of the process "manage and process collections" allocated to personnel 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 * .001)
Systems cost to perform the process "manage and process collections" per $100,000 revenue
(Percentage of internal cost of the process "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 process collections" as a percentage of revenue
(Total cost to perform the process "manage and process collections" / Total business entity revenue) * 100
Total cost to perform the process "manage and process collections" per $1 billion revenue
Total cost to perform the process "manage and process collections" / (Total business entity revenue * .000000001)
Total cost to perform the process "manage and process collections" per $1,000 revenue
Total cost to perform the process "manage and process collections" / (Total business entity revenue * .001)
Copyright 2015 APQC and IBM 687 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
percent
percent
FTEs
customers
invoices
percent
Total cost to perform the process "manage and process collections" per active customer
Total cost to perform the process "manage and process collections" / Number of active customers in business entity's customer master file
Total cost to perform the process "manage and process collections" per process FTE
Total cost to perform the process "manage and process collections" / Number of FTEs who perform the process "manage and process collections"
Outsourced cost to perform the process "manage and process collections" per $1,000 revenue
Outsourced cost to perform the process "manage and process collections" / (Total business entity revenue *.0010)
Total cost to perform the process "manage and process collections" per customer receipt
(Total cost to perform the process "manage and process collections"/Number of receipts processed)
Percentage of invoice line items that are adjusted by the customer prior to payment
(Number of billed/invoiced line items that are adjusted prior to paying / Number of line items billed/invoiced) * 100
Total uncollectable balances as a percentage of revenue
(Total value of uncollectable balances / Total business entity revenue) * 100
Number of FTEs for the process "manage and process collections" per $1 billion revenue
Number of FTEs who perform the process "manage and process collections" / (Total business entity revenue * .000000001)
Number of active customers managed annually per "manage and process collections" FTE
Number of active customers in business entity's customer master file / Number of FTEs who perform the process "manage and process collections"
Number of invoices per "manage and process collections" FTE
Number of invoices billed to customer/Number of FTEs who perform the process "manage and process collections"
Percentage of total finance function FTEs allocated to the process "manage and process collections"
(Number of FTEs who perform the process "manage and process collections" / Number of FTEs who perform the function "manage financial resources") * 100
Copyright 2015 APQC and IBM 688 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
Cycle time in days to resolve adjustments days
FTEs
Outsourced cost to perform the process "manage and process adjustments/deductions" per $1,000 revenue
Outsourced cost to perform the process "manage and process adjustments/deductions" / (Total business entity revenue *.0010)
Personnel cost to perform the process "manage and process adjustments/deductions" per $1,000 revenue
(Percentage of internal costs of the process "manage and process adjustments/deductions" allocated to personnel costs * Percentage of total cost of the process "manage and process adjustments/deductions" allocated to internal costs * 0.0001 * Total cost to perform the process "manage and process adjustments/deductions") / (Total business entity revenue * .001)
Systems cost to perform the process "manage and process adjustments/deductions" per $100,000 revenue
(Percentage of internal cost of the process "Manage and process adjustments/deductions" allocated to systems costs * Percentage of total cost of the process "manage and process adjustments/deductions" allocated to internal costs * 0.0001 * Total cost to perform the process "manage and process adjustments/deductions") / (Total business entity revenue * .00001)
Total cost to perform the process "manage and process adjustments/deductions" per $1,000 revenue
Total cost to perform the process "manage and process adjustments/deductions" / (Total business entity revenue * .001)
Cycle time in calendar days from identifying an adjustment to fully resolving and reflecting it in the accounting records
Number of FTEs for the process "manage and process adjustments/deductions" per $1 billion revenue
Number of FTEs who perform the process "manage and process adjustments/deductions" / (Total business entity revenue * .000000001)
Number of adjustments and deductions per "manage and process adjustments/deductions" FTE
Number of adjustments/deductions / Number of FTEs who perform the process "manage and process adjustments/deductions"
adjustments and deductions
Copyright 2015 APQC and IBM 689 of 733
Metric name Formula Unitspercent
dollars
dollars
dollars
dollars
dollars
Percentage of total finance function FTEs allocated to the process "manage and process adjustments/deductions"
(Number of FTEs who perform the process "manage and process adjustments/deductions" / Number of FTEs who perform the function "manage financial resources") * 100
Outsourced cost to perform the process "manage policies and procedures" per $1,000 revenue
Outsourced cost to perform the process "manage policies and procedures" / (Total business entity revenue *.0010)
Personnel cost to perform the process "Manage financial policies and procedures" per $1,000 revenue
(Total cost to perform the process "manage policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to personnel cost * .0001) / (Total business entity revenue * 0.001)
Systems cost to perform the process "Manage financial policies and procedures" per $100,000 revenue
(Total cost to perform the process "manage policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to systems cost * .0001) / (Total business entity revenue * 0.00001)
Total cost to perform the process "Manage financial policies and procedures" per $1,000 revenue
Total cost to perform the process "manage policies and procedures" / (Total business entity revenue * 0.001)
Total cost to perform the process "Manage policies and procedures" per process FTE
Total cost to perform the process "manage policies and procedures" / Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683)
Copyright 2015 APQC and IBM 690 of 733
Metric name Formula Unitsdollars
FTEs
percent
percent
Personnel cost to perform the process "Manage policies and procedures" per process FTE
(Total cost to perform the process "manage policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to personnel cost * .0001) / Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683)
Number of FTEs who perform the process "Manage financial policies and procedures" per $1 billion revenue
Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) / (Total business entity revenue * .000000001)
Percentage of FTEs who perform the process group "Perform general accounting and reporting" allocated to the process "Manage policies and procedures"
(Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) * 100) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))
Percentage of total finance function FTEs allocated to the process "manage policies and procedures"
(Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) / Number of FTEs who perform the function "manage financial resources") * 100
Copyright 2015 APQC and IBM 691 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
Outsourced cost to perform the process "perform general accounting" per $1,000 revenue
Outsourced cost to perform the process "perform general accounting" / (Total business entity revenue *.0010)
Personnel cost to perform the process "perform general accounting" per process FTE
(Total cost to perform the process "perform general 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" (deprecated, see 12684)
Systems cost to perform the process "perform general accounting" per $100,000 revenue
(Total cost to perform the process "perform general 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 systems cost * .0001) / (Total business entity revenue * 0.00001)
Total cost to perform the process "perform general accounting" per $1,000 revenue
Total cost to perform the process "perform general accounting" / (Total business entity revenue * 0.001)
Total cost to perform the process "perform general accounting" per journal entry line item
Total cost to perform the process "perform general accounting" / Number of journal entry line items processed
Total cost to perform the process "Perform general accounting" per process FTE
Total cost to perform the process "perform general accounting" / Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684)
Copyright 2015 APQC and IBM 692 of 733
Metric name Formula Unitsdollars
days
days
Manual journal entry line item percentage percent
percent
percent
FTEs
accounts
Personnel cost to perform the process "perform general accounting" per $1,000 revenue
(Total cost to perform the process "perform general 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)
Cycle time in days to complete the monthly financial close
Cycle time in days to complete monthly financial close
Cycle time in days to produce period-end management reports
Cycle time in calendar days from running the initial trial balance to completing the period-end management report
Percentage of journal entry line items from a manual recurring source + Percentage of journal entry line items from a manual non-recurring source
Percentage change in business entity's gross margin over the past three years
Percentage change in business entity's gross margin over the past three years
Percentage of journal entry line items processed error free the first time
Percentage of journal entry line items processed error free the first time
Number of FTEs that perform the process "Perform general accounting" per $1 billion revenue
Number of FTEs who perform the process "perform general accounting" / (Total business entity revenue * .000000001)
Number of journal entry line items per FTE who performs the process "Perform general accounting"
Number of journal entry line items processed / Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684)
journal entry line items
Number of accounts per FTE who performs the process "Perform general accounting"
Number of accounts in the chart of accounts / Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684)
Copyright 2015 APQC and IBM 693 of 733
Metric name Formula Unitspercent
percent
percent
Number of accounts in the chart of accounts Number of accounts in the chart of accounts accounts
dollars
dollars
dollars
Percentage of accounts that are standard with the business units reporting to your site
(Number of standard accounts in chart of accounts / Number of accounts in the chart of accounts) * 100.0
Percentage of total finance function FTEs allocated to the process "perform general accounting"
(Number of FTEs who perform the process "perform general accounting" / Number of FTEs who perform the function "manage financial resources") * 100
Percentage of FTEs who perform the process group "Perform general accounting and reporting" allocated to the process "Perform general accounting"
(Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) * 100) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))
Total cost to perform the fixed assets cycle per $1,000 revenue
(Total cost to perform the process "perform capital 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)
Outsourced cost to perform the process "perform fixed-asset accounting" per $1,000 revenue
Outsourced cost to perform the process "perform fixed asset accounting" / (Total business entity revenue *.0010)
Personnel cost to perform the process "Perform fixed-asset accounting" per $1,000 revenue
Personnel cost to perform the process "perform fixed asset accounting" / (Total business entity revenue * 0.001)
Copyright 2015 APQC and IBM 694 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
percent
dollars
Personnel cost to perform the process "perform fixed asset accounting" per fixed asset transaction
Personnel cost to perform the process "perform fixed asset accounting" / Number of fixed asset transactions
Systems cost of the fixed assets cycle per $100,000 revenue
(Systems cost to perform the process "perform capital planning and project approval" + Systems cost to perform the process "perform capital project accounting" + Systems cost to perform the process "perform fixed asset accounting") / (Total business entity revenue * 0.000010)
Systems cost of the process "perform fixed asset accounting" per $100,000 revenue
Systems cost to perform the process "perform fixed asset accounting" / (Total business entity revenue * 0.000010)
Total cost of repair and maintenance per $1,000 gross value of fixed assets
Cost to repair and maintain fixed assets / (Gross value of fixed assets * 0.0010)
Total cost of the depreciation expense per $1,000 revenue
Depreciation expense for fixed assets / (Total business entity revenue * 0.0010)
Total cost to perform the fixed assets cycle as percentage of revenue
((Total cost to perform the process "perform capital 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 billion revenue
(Total cost to perform the process "perform capital 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)
Copyright 2015 APQC and IBM 695 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
Total cost to perform the fixed assets cycle per fixed assets cycle FTE
(Total cost to perform the process "perform capital planning and project approval" + Total cost to perform the process "perform capital project accounting" + Total cost to perform the process "perform fixed asset accounting") / (Number of FTEs who perform the process "perform capital planning and project approval" + Number of FTEs who perform the process "perform capital project accounting" + Number of FTEs who perform the process "perform fixed-asset accounting")
Total cost to perform the process "perform fixed asset accounting" per $1,000 revenue
Total cost to perform the process "perform fixed asset accounting" / (Total business entity revenue * 0.0010)
Total cost to perform the process "perform fixed asset accounting" per fixed asset transaction
Total cost to perform the process "perform fixed asset accounting" / Number of fixed asset transactions
Total cost to perform the fixed assets cycle per cycle FTE
(Total cost to perform the process "perform capital planning and project approval"+Total cost to perform the process "perform capital project accounting"+Total cost to perform the process "perform fixed asset accounting")/(Number of FTEs who perform the process "perform capital planning and project approval"+Number of FTEs who perform the process "perform capital project accounting"+Number of FTEs who perform the process "perform fixed-asset accounting")
Personnel cost to perform the process "Perform fixed-asset accounting" per process FTE
Personnel cost to perform the process "perform fixed asset accounting" / Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685)
Copyright 2015 APQC and IBM 696 of 733
Metric name Formula Unitsdays
Cycle time in days to close a capital project Cycle time in days to close a capital project daysdays
Fixed asset turnover percent
percent
percent
Percentage of capital projects completed on time Percentage of capital projects completed on time percent
FTEs
FTEs
Return on fixed assets Return on fixed assets percent
Cycle time in days to capitalize a fixed asset purchase
Cycle time in calendar days to capitalize a fixed asset purchase
Cycle time in days to complete an approved capital expenditure plan
Cycle time in days to complete an approved capital expenditure planTotal business entity revenue / Net book value of fixed assets
Percentage of approved capital projects considered within or on budget for spending
Percentage of approved capital projects considered within or on budget for spending
Percentage of capital projects budgeted and approved in the capital expenditure plan
((Number of capital projects approved in the past 12 months - Approved and non-budgeted capital projects) / Number of capital projects approved in the past 12 months) * 100.0
Number of FTEs who perform the process "Perform fixed-asset accounting" per $1 billion revenue
Number of FTEs who perform the process "perform fixed-asset accounting" / (Total business entity revenue * .000000001)
Number of FTEs to perform the fixed assets cycle per $1 billion revenue
(Number of FTEs who perform the process "perform fixed-asset accounting" + Number of FTEs who perform the process "perform capital planning and project approval" + Number of FTEs who perform the process "perform capital project accounting") / (Total business entity revenue * .000000001)
Number of journal entry line items for fixed asset transactions per fixed asset accounting FTE
Number of journal entry line items processed to record fixed asset transactions / Number of FTEs who perform the process "perform fixed-asset accounting"
journal entry line items
Copyright 2015 APQC and IBM 697 of 733
Metric name Formula Unitsfixed assets
percent
percent
percent
percent
Number of fixed assets managed per "perform fixed asset accounting" FTE
Number of fixed assets managed / Number of FTEs who perform the process "perform fixed-asset accounting"
Number of fixed assets transactions per FTE who performs the process "Perform fixed-asset accounting"
Number of fixed asset transactions / Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685)
fixed asset transactions
Percentage of total finance function FTEs allocated to the process "perform fixed asset accounting"
(Number of FTEs who perform the process "perform fixed-asset accounting" / Number of FTEs who perform the function "manage financial resources") * 100
Percentage of total finance function FTEs allocated to the fixed assets cycle
((Number of FTEs who perform the process "perform fixed-asset accounting" + Number of FTEs who perform the process "perform capital planning and project approval" + Number of FTEs who perform the process "perform capital project accounting") / Number of FTEs who perform the function "manage financial resources") * 100
Net value of fixed assets as a percentage of gross value of fixed assets
(Net book value of fixed assets / Gross value of fixed assets) * 100.0
Fixed asset transactions resulting from physical inventories as a percentage of total fixed asset transactions
(Number of fixed asset transactions from physical inventories / Number of fixed asset transactions) * 100.0
Copyright 2015 APQC and IBM 698 of 733
Metric name Formula Unitspercent
dollars
dollars
dollars
dollars
Percentage of FTEs who perform the process group "Perform general accounting and reporting" allocated to the process "Perform fixed-asset accounting"
(Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) * 100) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))
Outsourced cost to perform the process "perform financial reporting" per $1,000 revenue
Outsourced cost to perform the process "perform financial reporting" / (Total business entity revenue *.0010)
Personnel cost to perform the process "perform financial reporting" per $1,000 revenue
(Total cost to perform the process "perform 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)
Systems cost to perform the process "Perform financial reporting" per $100,000 revenue
(Total cost to perform the process "perform 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 systems cost * .0001) / (Total business entity revenue * 0.00001)
Total cost to perform the process "Perform financial reporting" per $1,000 revenue
Total cost to perform the process "perform financial reporting" / (Total business entity revenue * 0.001)
Copyright 2015 APQC and IBM 699 of 733
Metric name Formula Unitsdollars
dollars
days
days
days
days
days
FTEs
Total cost to perform the process "perform financial reporting" per process FTE
Total cost to perform the process "perform financial reporting" / Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686)
Personnel cost to perform the process "Perform financial reporting" per process FTE
(Total cost to perform the process "perform 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" (deprecated, see 12686)
Cycle time in days to complete the monthly consolidated financial statements
Cycle time in days to complete the monthly consolidated financial statements
Cycle time in days between completion of annual consolidated financial statements and the release of earnings
Cycle time in days between completion of consolidated financial statements and the release of earnings
Cycle time in days between completion of quarterly consolidated financial statements and the release of earnings
Cycle time in days between completion of quarterly consolidated financial statements and the release of earnings
Cycle time in days from producing annual flash reports to completing consolidated annual financial statements
Cycle time in calendar days from producing flash reports and completing the consolidated financial statements
Cycle time in calendar days from producing monthly flash reports to completing the monthly consolidated financial statements
Cycle time in calendar days from producing monthly flash reports and completing the monthly consolidated financial statements
Number of FTEs who perform the process "Perform financial reporting" per $1 billion revenue
Number of FTEs who perform the process "perform financial reporting" / (Total business entity revenue * .000000001)
Copyright 2015 APQC and IBM 700 of 733
Metric name Formula Unitspercent
percent
percent
percent
dollars
dollars
dollars
dollars
Percentage of total finance function FTEs allocated to the process "perform financial reporting"
(Number of FTEs who perform the process "perform financial reporting" / Number of FTEs who perform the function "manage financial resources") * 100
Percentage of FTEs who perform the process group "Perform general accounting and reporting" allocated to the process "Perform financial reporting"
(Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686) * 100) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated, see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated, see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated, see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated, see 12686))
Actual capital expenditure as a percentage of budgeted capital expenditures for one year prior
(Actual capital spending one year prior / Capital expenditure budget one year prior) * 100.0
Actual capital expenditure as a percentage of budgeted capital expenditures for two years prior
(Actual capital spending two years prior / Capital expenditure budget two years prior) * 100.0
Outsourced cost to perform the process "perform capital planning and project approval" per $1,000 revenue
Outsourced cost to perform the process "perform capital planning and project approval" / (Total business entity revenue *.0010)
Personnel cost to perform the process" perform capital planning and project approval" per $1,000 revenue
Personnel cost to perform the process "perform capital planning and project approval" / (Total business entity revenue * 0.001)
Systems cost to perform the process "perform capital planning and project approval" per $100,000 revenue
Systems cost to perform the process "perform capital planning and project approval" / (Total business entity revenue * 0.000010)
Total cost of the process "perform capital planning and project approval" per $1,000 revenue
Total cost to perform the process "perform capital planning and project approval" / (Total business entity revenue * 0.0010)
Copyright 2015 APQC and IBM 701 of 733
Metric name Formula UnitsCycle time in days to approve a capital project Cycle time in days to approve a capital project days
FTEs
percent
percent
dollars
dollars
dollars
dollars
dollars
dollars
percent
Number of FTEs for the process "perform capital planning and project approval" per $1 billion revenue
Number of FTEs who perform the process "perform capital planning and project approval" / (Total business entity revenue * .000000001)
Actual capital expenditure as a percentage of budgeted capital expenditures for the most recent year
(Actual capital spending for most recent year / Capital expenditure budget for most recent year) * 100.0
Percentage of total finance function FTEs allocated to the process "perform capital planning and project approval"
(Number of FTEs who perform the process "perform capital planning and project approval" / Number of FTEs who perform the function "manage financial resources") * 100
Outsourced cost to perform the process "perform capital project accounting" per $1,000 revenue
Outsourced cost to perform the process "perform capital project accounting" / (Total business entity revenue *.0010)
Personnel cost to perform the process "perform capital project accounting" per $1,000 revenue
Personnel cost to perform the process "perform capital project accounting" / (Total business entity revenue * 0.001)
Systems cost to perform the process "perform capital project accounting" per $100,000 revenue
Systems cost to perform the process "perform capital project accounting" / (Total business entity revenue * 0.000010)
Total cost to perform the process "perform capital project accounting" per $1,000 revenue
Total cost to perform the process "perform capital project accounting" / (Total business entity revenue * 0.0010)
Total cost of the process "perform capital project accounting" per approved capital project
Total cost to perform the process "perform capital project accounting" / Number of capital projects approved in the past 12 months
Total cost to perform the process "perform capital project accounting" per process FTE
(Total cost to perform the process "perform capital project accounting"/Number of FTEs who perform the process "perform capital project accounting")
Number of capital projects not budgeted as a percentage of approved projects
(Approved and non-budgeted capital projects / Number of capital projects approved in the past 12 months) * 100.0
Copyright 2015 APQC and IBM 702 of 733
Metric name Formula UnitsFTEs
percent
dollars
dollars
dollars
dollars
dollars
dollars
dollars
days
Number of FTEs who perform the process "Perform capital project accounting" per $1 billion revenue
Number of FTEs who perform the process "perform capital project accounting" / (Total business entity revenue * 0.000000001)
Percentage of total finance function FTEs allocated to the process "perform capital project accounting"
(Number of FTEs who perform the process "perform capital project accounting" / Number of FTEs who perform the function "manage financial resources") * 100
Personnel cost to perform the process "report time" per $1,000 revenue
Personnel cost to perform the process "report time" / (Total business entity revenue *.0010)
Personnel cost to perform the process "report time" per employee paid
(Percentage of internal costs of the process "report time" allocated to personnel costs * Percentage of total cost of the process "report time" allocated to internal costs * 0.0001 * Total cost to perform the process "report time") / Total number of employees paid
Systems cost to perform the process "report time" per employee paid
(Percentage of internal cost of the process "Report time" allocated to systems costs * Percentage of total cost of 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 $1,000 revenue
Total cost to perform the process "report time" / (Total business entity revenue * 0.001)
Total cost to perform the process "report time" per employee paid
Total cost to perform the process "report time" / Total number of employees paid
Total cost to perform the process "report time" per time record processed
Total cost to perform the process "report time" / Number of time records processed
Outsourced cost to perform the process "report time" per $1,000 revenue
Outsourced cost to perform the process "report time" / (Total business entity revenue *.0010)
Cycle time in business days to process time record data and enter into payroll system
Cycle time in business days from receiving the time record from the employee and entering the data into the payroll system
Copyright 2015 APQC and IBM 703 of 733
Metric name Formula UnitsFTEs
FTEs
percent
Percentage of time records entered manually percent
percent
percent
time records
percent
percent
dollars
dollars
Number of FTEs for the process "report time" per $1 billion revenue
Number of FTEs who perform the process "report time" / (Total business entity revenue * .000000001)
Number of FTEs for the process "report time" per 1,000 employees paid
Number of FTEs who perform the process "report time" / (Total number of employees paid * 0.001)
Percentage of time records that are submitted electronically
Percentage of time records submitted electronically
Percentage of time records that are entered manually into the payroll systemPercentage of time records that are processed first time error free
(Number of total time records processed error-free the first time / Number of time records processed) * 100
Percentage of time records that are returned to the employee/field for validation and/or correction
(Number of total time records returned to field/employee for validation and/or correction / Number of time records processed) * 100
Number of time records processed per "report time" FTE
Number of time records processed / Number of FTEs who perform the process "report time"
Percentage of total finance function FTEs allocated to the process "report time"
(Number of FTEs who perform the process "report time" / Number of FTEs who perform the function "manage financial resources") * 100
Percentage of total payroll FTEs performing the "report time" process
(Number of FTEs who perform the process "report time" /(Number of FTEs who perform the process "report time"+Number of FTEs who perform the process "manage pay"+Number of FTEs who perform the process "process payroll taxes") ) * 100
Outsourced cost to perform the process "manage pay" per $1,000 revenue
Outsourced cost to perform the process "manage pay" / (Total business entity revenue *.0010)
Personnel cost to perform the process "manage pay" per $1,000 revenue
Personnel cost to perform the process "manage pay" / (Total business entity revenue *.0010)
Copyright 2015 APQC and IBM 704 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
days
days
days
days
days
Personnel cost to perform the process "manage pay" per employee paid
(Percentage of internal costs of the process "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
Systems cost to perform the process "manage pay" per employee paid
(Percentage of internal cost of the process "Manage pay" allocated to systems costs * Percentage of total cost of the process "manage pay" allocated to internal costs * 0.0001 * Total cost to perform the process "manage pay" ) / Total number of employees paid
Total cost to perform the process "manage pay" per $1,000 revenue
Total cost to perform the process "manage pay" / (Total business entity revenue * 0.001)
Total cost to perform the process "manage pay" per employee paid
Total cost to perform the process "manage pay" / Total number of employees paid
Total cost to perform the process "manage pay" per payroll disbursement
Total cost to perform the process "manage pay" / Number of payroll disbursements
Cycle time in business days between the time period cut-off for employees and the payroll transmit date
Cycle time in business days between the time period cut-off for employees and the payroll transmit date
Cycle time in business days from HR/benefits system cut-off until payroll system cut-off date
Cycle time in business days from HR/benefits system cut-off until payroll system cut-off date
Cycle time in business days from the payroll system cut-off date until payroll transmit date
Cycle time in business days from the payroll system cut-off date until payroll transmit date
Cycle time in business days to reflect a new employee in the payroll system
Cycle time in business days from the effective date of hire for a new employee until they are included in the payroll system
Cycle time in business days to remove a terminated employee from the payroll system
Cycle time in business days from the effective date that an employee is terminated until they are removed from the payroll system
Copyright 2015 APQC and IBM 705 of 733
Metric name Formula Unitsdays
FTEs
FTEs
percent
percent
percent
percent
percent
percent
manual cheques
disbursements
Cycle time in business days to resolve a payroll error
Cycle time in business days from when an error is identified/reported to when it is fully resolved and reflected in the accounting records
Number of FTEs for the process "manage pay" per $1 billion revenue
Number of FTEs who perform the process "manage pay" / (Total business entity revenue * .000000001)
Number of FTEs for the process "manage pay" per 1,000 employees paid
Number of FTEs who perform the process "manage pay" / (Total number of employees paid * 0.001)
Payment errors as a percentage of total payroll disbursements
(Number of payroll disbursements that have errors identified after distribution / Number of payroll disbursements) * 100
Percentage of employees receiving payroll disbursements via direct deposit
Percentage of employees receiving payroll disbursements via direct deposit
Number of payroll-related inquiries as a percentage of payroll disbursements
(Number of payroll inquiries received / Number of payroll disbursements) * 100
Number of voided checks/payments as a percentage of payroll disbursements
(Number of checks/payments voided during the year / Number of payroll disbursements) * 100
Percentage of payroll disbursements that are manual checks/payments
(Number of payroll disbursements that are manual checks / Number of payroll disbursements) * 100
Percentage of payroll disbursements that include retroactive pay adjustments
(Number of payroll disbursements for retroactive pay adjustments or included retroactive pay adjustments / Number of payroll disbursements) * 100
Number of manual checks/payments per "process payroll" FTE
Number of payroll disbursements that are manual checks / (Number of FTEs who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes")
Number of payroll disbursements processed per "manage pay" FTE
Number of payroll disbursements / Number of FTEs who perform the process "manage pay"
Copyright 2015 APQC and IBM 706 of 733
Metric name Formula Unitspercent
days
percent
dollars
dollars
dollars
dollars
Percentage of total finance function FTEs allocated to the process "manage pay"
(Number of FTEs who perform the process "manage pay" / Number of FTEs who perform the function "manage financial resources") * 100
Business days the HR/Benefits system is open for employee data changes, new hires and termination during payroll period
Number of business days HR/Benefit system is open for employee data changes, new hires, and terminations during payroll period
Percentage of total payroll FTEs performing the "manage pay" process
(Number of FTEs who perform the process "manage pay" / (Number of FTEs who perform the process "report time"+Number of FTEs who perform the process "manage pay"+Number of FTEs who perform the process "process payroll taxes")) * 100
Personnel cost to perform the process "process payroll taxes" per $1,000 revenue
Personnel cost to perform the process "process payroll taxes" / (Total business entity revenue *.0010)
Personnel cost to perform the process "process payroll taxes" per employee paid
(Percentage of internal costs of the process "report payroll taxes" allocated to personnel costs * Percentage of total cost of the process "report 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 payroll taxes" per employee paid
(Percentage of internal cost of the process "Process payroll taxes" allocated to systems costs * Percentage of total cost of the process "report 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 taxes" per $1,000 revenue
Total cost to perform the process "process payroll taxes" / (Total business entity revenue * 0.001)
Copyright 2015 APQC and IBM 707 of 733
Metric name Formula Unitsdollars
dollars
days
FTEs
FTEs
percent
percent
dollars
dollars
Total cost to perform the process "process payroll taxes" per employee paid
Total cost to perform the process "process payroll taxes" / Total number of employees paid
Outsourced cost to perform the process "process payroll taxes" per $1,000 revenue
Outsourced cost to perform the process "process payroll taxes" / (Total business entity revenue *.0010)
Cycle time in business days from notification of required garnishment to the time the garnishment is processed in the payroll system and scheduled for withholding
Cycle time in business days from notification of required garnishment to the time the garnishment is processed in the payroll system and scheduled for withholding
Number of FTEs for the process "process payroll taxes" per $1 billion revenue
Number of FTEs who perform the process "process payroll taxes" / (Total business entity revenue * .000000001)
Number of FTEs for the process "process payroll taxes" per 1,000 employees paid
Number of FTEs who perform the process "process payroll taxes" / (Total number of employees paid * 0.001)
Percentage of total finance function FTEs allocated to the process "process payroll taxes"
(Number of FTEs who perform the process "process payroll taxes" / Number of FTEs who perform the function "manage financial resources") * 100
Percentage of total payroll FTEs performing the "process payroll taxes" process
(Number of FTEs who 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")) * 100
Total cost to perform the process "Process accounts payable" per invoice processed
Total cost to perform the process "process accounts payable" / Number of invoices processed
Outsourced cost to perform the process "process accounts payable" per $1,000 revenue
(Percentage of total cost of the process "Process accounts payable" allocated to external cost * Total cost to perform the process "process accounts payable" / 100) / (Total business entity revenue * 0.001)
Copyright 2015 APQC and IBM 708 of 733
Metric name Formula Unitsdollars
dollars
percent
dollars
dollars
dollars
dollars
Systems cost to perform the process "Process accounts payable" per $100,000 purchases
((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to systems cost) *.0001) / (Value of all materials and services purchased * 0.00001)
Systems cost to perform the process "Process accounts payable" per $100,000 revenue
((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" 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)
Total cost to perform the process "process accounts payable" as a percentage of revenue
(Total cost to perform the process "process accounts payable" / Total business entity revenue ) * 100
Total cost to perform the process "process accounts payable" per process FTE
Total cost to perform the process "process accounts payable" / Number of FTEs who perform the process "process accounts payable"
Total cost to perform the process "Process accounts payable" per $1 billion revenue
Total cost to perform the process "process accounts payable" / (Total business entity revenue * 0.000000001)
Total cost to perform the process "Process accounts payable" per $1,000 purchases
Total cost to perform the process "process accounts payable" / (Value of all materials and services purchased * 0.001)
Total cost to perform the process "process accounts payable" per $1,000 revenue
Total cost to perform the process "process accounts payable" / (Total business entity revenue * 0.001)
Copyright 2015 APQC and IBM 709 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
Total cost to perform the process "Process accounts payable" per disbursement/payment
Total cost to perform the process "process accounts payable" / Total number of disbursements excluding T&E disbursements
Total cost to perform the process "Process accounts payable" per invoice line item processed
Total cost to perform the process "process accounts payable" / Number of invoice line items processed
Value of purchases (in millions) per "process accounts payable" FTE
Value of all materials and services purchased / (Number of FTEs who perform the process "process accounts payable" * 1000000)
Personnel cost to perform the process "process accounts payable" per process FTE
((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost) *.0001) / Number of FTEs who perform the process "process accounts payable"
Personnel cost to perform the process "Process accounts payable" per $1,000 purchases
((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost) *.0001) / (Value of all materials and services purchased * 0.001)
Personnel cost to perform the process "Process accounts payable" per $1,000 revenue
((Total cost to perform the process "process accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost) *.0001) / (Total business entity revenue * 0.001)
Copyright 2015 APQC and IBM 710 of 733
Metric name Formula UnitsDays
days
Cycle time in days to resolve an invoice error days
hours
days
percent
Percentage of invoice line items paid on time Percentage of invoice line items paid on time percent
percent
percent
FTEs
Payables outstanding per $1,000 revenue dollars
percent
Percentage of discounts available that are taken percent
Average cycle time (in calendar days) from the first time an invoice is blocked/parked to the final time the invoice in unblocked/unparked
Average cycle time from the first time an invoice is blocked/parked until it is unblocked/unparked
Cycle time in days from receipt of invoice until payment is transmitted
Cycle time in calendar days from receipt of an invoice until payment is transmittedCycle time in calendar days from discovering an invoice error to its resolution
Cycle time in hours to enter invoice data into the system
Cycle time in hours from the receipt of an invoice to its entry into the accounts payable/invoicing system
Cycle time in days from receipt of invoice until approved and scheduled for payment
Cycle time in calendar days to process and approve a payment/disbursement from receipt of invoice to when it is approved and scheduled for payment
Percentage of invoice line items matched with a purchase order
Percentage of invoice line items that is matched with a purchase order
Percentage of invoice line items received electronically
Percentage of invoice line items received electronically
Percentage of invoice line items that are matched the first time
Percentage of invoice line items that is matched the first time
Number of FTEs that perform the process "Process accounts payable (AP)" per $1 billion revenue
Number of FTEs who perform the process "process accounts payable" / (Total business entity revenue * .000000001)
Value of accounts payable / (Total business entity revenue * 0.0010)
Percentage of disbursements that are first time error free
Percentage of disbursements that is processed error-free the first time(Number of invoice line items that are paid within the discount period / Number of invoice line items received that offer a discount) * 100
Copyright 2015 APQC and IBM 711 of 733
Metric name Formula Unitspercent
percent
FTEs
invoices
invoice line items
disbursements
invoice line items
percent
percent
percent
Percentage of invoices paid within the discount period
(Number of invoices paid within discount period / Number of invoices processed) * 100.0
Percentage of invoices which are manually keyed into the financial system
Percentage of invoice line items that is entered into the financial system by manual keying
Number of FTEs who perform the process "Process accounts payable" per $1 billion purchases
Number of FTEs who perform the process "process accounts payable" / (Value of all materials and services purchased * 0.000000001)
Number of invoices processed per "process accounts payable" FTE
Number of invoices processed / Number of FTEs who perform the process "process accounts payable"
Number of invoice line items processed per "process accounts payable" FTE
Number of invoice line items processed / Number of FTEs who perform the process "process accounts payable"
Number of disbursements per "process accounts payable" FTE
Total number of disbursements excluding T&E disbursements / Number of FTEs who perform the process "process accounts payable"
Number of invoiced line items per $1,000 purchases
Number of invoice line items processed / (Value of all materials and services purchased * 0.001)
Personnel cost to perform the process "Process accounts payable" as a percentage of total process cost
(Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to personnel cost) *.01
Percentage of total finance function FTEs allocated to the process "process accounts payable"
(Number of FTEs who perform the process "process accounts payable" / Number of FTEs who perform the function "manage financial resources") * 100
Overhead and other cost to perform the process "Process accounts payable" as a percentage of the total cost of the process
(Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to overhead and other costs) *.01
Copyright 2015 APQC and IBM 712 of 733
Metric name Formula Unitspercent
Percentage of invoices paid on time Percentage of invoices paid on time Percent
Percent
Percent
Percent
Percent
Percent
Percent
percent
Outsourced cost to perform the process "Process accounts payable" as a percentage of the total cost of the process
Percentage of total cost of the process "Process accounts payable" allocated to external cost
Percentage of invoices processed through self-invoicing
Percentage of invoices processed through self-invoicing
Payments sent to vendors through electronic funds transfer (EFT) as a percentage of the total number of payments sent
Number of payments sent through electronic funds transfer (EFT) as a percentage of total payments sent
Payments sent to vendors through automated clearing house (ACH) as a percentage of the total number of payments sent
Number of payments sent through automated clearing house (ACH) as a percentage of total payments sent
Payments sent to vendors through paper check as a percentage of the total number of payments sent
Number of payments sent through paper check as a percentage of total payments sent
Payments sent to vendors through e-Payable as a percentage of the total number of payments sent
Number of payments sent through ePayable as a percentage of total payments sent
Payments sent to vendors through other methods as a percentage of the total number of payments sent
Number of payments sent through electronic funds transfer (EFT) as a percentage of total payments sent
Systems cost to perform the process "process accounts payable" as a percentage of the total cost of the process
(Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" allocated to systems cost) *.01
Copyright 2015 APQC and IBM 713 of 733
Metric name Formula Unitsdollars
dollars
dollars
percent
dollars
Personnel cost to perform the process "Process expense reimbursements" per process FTE
(Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost * .0001) / Number of FTEs who perform the process "process expense reimbursements"
Personnel cost to perform process "Process expense reimbursements" per $1,000 revenue
(Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost * .0001) / (Total business entity revenue * 0.001)
Systems cost to perform the process "Process expense reimbursements" per $100,000 revenue
(Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to systems cost * .0001) / (Total business entity revenue * 0.00001)
Total cost to perform the process "process expense reimbursements" as a percentage of revenue
(Total cost to perform the process "process expense reimbursements" / Total business entity revenue ) * 100
Total cost to perform the process "process expense reimbursements" per process FTE
Total cost to perform the process "process expense reimbursements" / Number of FTEs who perform the process "process expense reimbursements"
Copyright 2015 APQC and IBM 714 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
dollars
dollars
dollars
Total cost to perform the process "process expense reimbursements" per $1 billion revenue
Total cost to perform the process "process expense reimbursements" / (Total business entity revenue * 0.000000001)
Total cost to perform the process "Process expense reimbursements" per $1,000 of T&E expenditures
Total cost to perform the process "process expense reimbursements" / (Total value of T&E expenditures * 0.001)
Total cost to perform the process "Process expense reimbursements" per $1,000 revenue
Total cost to perform the process "process expense reimbursements" / (Total business entity revenue * 0.001)
Total cost to perform the process "Process expense reimbursements" per T&E disbursement
Total cost to perform the process "process expense reimbursements" / Number of T&E disbursements
Personnel cost of the process "Process expense reimbursements" per $100,000 of T&E expenditures
(Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost * .0001) / (Total value of T&E expenditures * 0.00001)
Systems cost of the process "Process expense reimbursements" per $100,000 of T&E expenditures
(Total cost to perform the process "process expense reimbursements" * Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to systems cost * .0001) / (Total value of T&E expenditures * 0.00001)
Outsourced cost to perform the process "process expense reimbursements" per $1,000 revenue
(Percentage of total cost of the process "Process expense reimbursements" allocated to external cost * Total cost to perform the process "process expense reimbursements" / 100) / (Total business entity revenue * 0.001)
Copyright 2015 APQC and IBM 715 of 733
Metric name Formula Unitsdays
FTEs
FTEs
Percentage of expense report exception line items percent
percent
disbursements
percent
percent
Cycle time in days to approve and schedule T&E reimbursements
Cycle time in calendar days from the receipt of an expense report to its approval and scheduling for payment
Number of FTEs who perform the process "Process expense reimbursements" per $1 billion revenue
Number of FTEs who perform the process "process expense reimbursements" / (Total business entity revenue * .000000001)
Number of FTEs who perform the process "Process expense reimbursements" per $1 million T&E expenditures
Number of FTEs who perform the process "process expense reimbursements" / (Total value of T&E expenditures * 0.000001)
(Number of expense report line items with exceptions / Expense report line items) * 100
Percentage of total T&E expenditures made using cash advances
(Total value of cash advances / Total value of T&E expenditures) * 100.0
Number of T&E disbursements per "process expense reimbursements" FTE
Number of T&E disbursements / Number of FTEs who perform the process "process expense reimbursements"
Number of expense report line items per FTE who performs the process "Process expense reimbursements"
Expense report line items / Number of FTEs who perform the process "process expense reimbursements"
expense report line items
Number of expense report line items per $1,000 T&E expenditure
Expense report line items / (Total value of T&E expenditures * 0.001)
expense report line items
Personnel cost of the process "Process expense reimbursements" as a percentage of total cost for the process
(Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to personnel cost) * .01
Systems cost to perform the process "Process expense reimbursements" as a percentage of the total cost of the process
(Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to systems cost) *.01
Copyright 2015 APQC and IBM 716 of 733
Metric name Formula Unitspercent
percent
percent
dollars
dollars
hours
hours
days
banks
Overhead and other cost to perform the process "Process expense reimbursements" as a percentage of the total cost of the process
(Percentage of total cost of the process "Process expense reimbursements" allocated to internal cost * Percentage of internal cost of the process "Process expense reimbursements" allocated to overhead and other costs) *.01
Outsourced cost to perform the process "Process expense reimbursements" as a percentage of the total cost of the process
Percentage of total cost of the process "Process expense reimbursements" allocated to external cost
Percentage of total finance function FTEs allocated to the process "process expense reimbursements"
(Number of FTEs who perform the process "process expense reimbursements" / Number of FTEs who perform the function "manage financial resources") * 100
Total cost of the process group "Manage treasury operations" per bank used in cash collection network
Total cost to perform the process group "manage treasury operations" / Number of banks used in organization's cash collection network
Total cost of the process group "Manage treasury operations" per bank used in cash disbursement network
Total cost to perform the process group "manage treasury operations" / Number of banks used in organization's cash disbursement network
Cycle time in hours to initiate, approve, and dispatch a wire transfer
Cycle time in hours to initiate, approve, and dispatch a wire transfer
Cycle time in hours to reconcile a single bank account
Cycle time in days to reconcile a single bank account from bank account statement receipt through ending book balance reconciliation
Cycle time in days to refresh the cash flow forecast
Cycle time in calendar days to refresh cash flow forecast
Number of banks used in cash collection network per FTE that performs the process group "Manage treasury operations"
Number of banks used in organization's cash collection network / Number of FTEs who perform the process group "manage treasury operations"
Copyright 2015 APQC and IBM 717 of 733
Metric name Formula Unitsbanks
banks
banks
dollars
percent
dollars
dollars
dollars
FTEs
Number of banks used in cash disbursement network per FTE that performs the process group "Manage treasury operations"
Number of banks used in organization's cash disbursement network / Number of FTEs who perform the process group "manage treasury operations"
Number of banks used in cash collection network per $1 billion revenue
Number of banks used in organization's cash collection network / (Total business entity revenue * .000000001)
Number of banks used in cash disbursement network per $1 billion revenue
Number of banks used in organization's cash disbursement network / (Total business entity revenue * .000000001)
Personnel cost to perform the process "establish internal controls, policies, and procedures" per $1,000 revenue
Personnel cost to perform the process "establish internal controls, policies, and procedures" / (Total business entity revenue * 0.0010)
Risk assessment cost as a percentage of total cost to perform the process "establish internal controls, policies, and procedures"
Percentage of cost to perform the process "establish internal controls, policies, and procedures" allocated to risk assessment
Systems cost to perform the process "establish internal controls, policies, and procedures" per $100,000 revenue
Systems cost to perform the process "establish internal controls, policies, and procedures" / (Total business entity revenue * 0.000010)
Total cost to perform the process "establish internal controls, policies, and procedures" per $1,000 revenue
Total cost to perform the process "establish internal controls, policies, and procedures" / (Total business entity revenue * 0.0010)
Outsourced cost to perform the process "establish internal controls, policies, and procedures" per $1,000 revenue
Outsourced cost to perform the process "establish internal controls, policies, and procedures" / (Total business entity revenue *.0010)
Number of FTEs for the process "establish internal controls, policies, and procedures" per $1 billion revenue
Number of FTEs who perform the process "establish internal controls, policies, and procedures" / (Total business entity revenue * 0.000000001)
Copyright 2015 APQC and IBM 718 of 733
Metric name Formula Unitspercent
percent
percent
percent
percent
percent
Percentage of total finance function FTEs allocated to the process "establish internal controls, policies, and procedures"
(Number of FTEs who perform the process "establish internal controls, policies, and procedures" / Number of FTEs who perform the function "manage financial resources") * 100
Percentage of independent members on the audit committee
(Number of audit committee independent 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
Percentage of independent members on the compensation committee
(Number of compensation committee independent members / (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 independent members on the governance committee
(Number of governance committee independent members / (Number of governance committee officers/employees + Number of other non-independent members on the governance committee + Number of governance committee independent members)) * 100.0
Percentage of independent, outside directors on the board
(Number of independent or outside directors on the board / Number of directors on the board) * 100.0
Percentage of officers/employees on the audit committee
(Number of audit committee officers/employees / (Number of audit committee officers/employees + Number of other non-independent members on the audit committee + Number of audit committee independent members)) * 100.0
Copyright 2015 APQC and IBM 719 of 733
Metric name Formula Unitspercent
percent
percent
percent
Percentage of officers/employees on the compensation committee
(Number of compensation committee officers/employees / (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 officers/employees on the governance committee
(Number of governance committee officers/employees / (Number of governance committee officers/employees + Number of other non-independent members on the governance committee + Number of governance committee independent members)) * 100.0
Percentage of other non-independent members on the audit committee
(Number of other non-independent members on 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 the compensation committee
(Number of other non-independent members on 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
Copyright 2015 APQC and IBM 720 of 733
Metric name Formula Unitspercent
dollars
dollars
dollars
dollars
days
Percentage of other non-independent members on the governance committee
(Number of other non-independent members on the governance committee / (Number of governance committee officers/employees + Number of other non-independent members on the governance committee + Number of governance committee independent members)) * 100.0
Outsourced cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" per $1,000 revenue
Outsourced cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" / (Total business entity revenue *.0010)
Personnel cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" per $1,000 revenue
Personnel cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" / (Total business entity revenue * 0.0010)
Systems cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" per $100,000 revenue
Systems cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" / (Total business entity revenue * 0.000010)
Total cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" per $1,000 revenue
Total cost to perform the process "operate controls and monitor compliance with internal controls policies and procedures" / (Total business entity revenue * 0.0010)
Cycle time in calendar days (including weekends) from identification of change in risk until changes to risk management policies and procedures are completed and ready for deployment/communication/implementation by the business entity
Cycle time in calendar days (including weekends) from identification of change in risk until changes to risk management policies and procedures are completed and ready for deployment/communication/implementation by the business entity
Copyright 2015 APQC and IBM 721 of 733
Metric name Formula Unitsdays
days
days
control violations
FTEs
Number of primary controls per 1,000 employees controls
times
Percentage of primary controls that are automated percent
percent
percent
Cycle time in calendar days (including weekends) from the identification of a control violation until the violation is reported/communicated to the control or process owner
Cycle time in calendar days (including weekends) from the identification of a control violation until the violation is reported/communicated to the control or process owner
Cycle time in days from reporting of a control violation until investigation is completed and remediation steps/control changes are developed
Cycle time in days from reporting of a control violation until investigation is completed and remediation steps/control changes are developed
Cycle time in days to deploy change in enabling technology
Cycle time in days to deploy change in enabling technology
Number of control violations per 1,000 business entity employees
Number of control violations in last twelve months pertaining to financial reporting/accounting and/or security/access to financial records / (Number of business entity employees * 0.0010)
Number of FTEs for the process "operate controls and monitor compliance with internal controls policies and procedures" per $1 billion revenue
Number of FTEs who perform the process "operate controls and monitor compliance with internal controls policies and procedures" / (Total business entity revenue * 0.000000001)
Number of identified primary controls / (Number of business entity employees * 0.0010)
Number of times last year employees used existing communication channels to report suspected improprieties per 1,000 employees
Number of times employees used existing communication channels to report suspected improprieties in past 12 months / (Number of business entity employees * 0.0010)
(Number of automated primary controls / Number of identified primary controls) * 100.0
Percentage of primary controls that are detective in nature
(Number of detective primary controls / Number of identified primary controls) * 100.0
Percentage of primary controls that are preventive in nature
(Number of preventative primary controls / Number of identified primary controls) * 100.0
Copyright 2015 APQC and IBM 722 of 733
Metric name Formula Unitspercent
Percentage of total control violations that are new percent
percent
dollars
dollars
dollars
dollars
percent
FTEs
Self assessments as a percentage of risk assessment cost
Percentage of conducting risk assessment cost toward self assessments(Number of new control violations in last twelve months / Number of control violations in last twelve months pertaining to financial reporting/accounting and/or security/access to financial records) * 100.0
Percentage of total finance function FTEs allocated to the process "operate controls and monitor compliance with 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 function "manage financial resources") * 100
Outsourced cost to perform the process "report on internal controls compliance" per $1,000 revenue
Outsourced cost to perform the process "report on internal controls compliance" / (Total business entity revenue *.0010)
Personnel cost to perform the process "report on internal controls compliance" per $1,000 revenue
Personnel cost to perform the process "report on internal controls compliance" / (Total business entity revenue * 0.0010)
Systems cost to perform the process "report on internal controls compliance" per $100,000 revenue
Systems cost to perform the process "report on internal controls compliance" / (Total business entity revenue * 0.000010)
Total cost to perform the process "report on internal controls compliance" per $1,000 revenue
Total cost to perform the process "report on internal controls compliance" / (Total business entity revenue * 0.0010)
Previously identified control violations as a percentage of total control violations
(Number of previously identified control violations in last twelve months / Number of control violations in last twelve months) * 100.0
Number of FTEs for the process "report on internal controls compliance" per $1 billion revenue
Number of FTEs who perform the process "report on internal controls compliance" / (Total business entity revenue * 0.000000001)
Copyright 2015 APQC and IBM 723 of 733
Metric name Formula UnitsOther as a percentage of risk assessment cost percent
percent
percent
percent
percent
dollars
foreign currencies
foreign currencies
dollars
dollars
Percentage of the total cost of conducting risk assessments that is for costs other than self assessments, independent internal resources, and outside consultants
Outside consultants as a percentage of risk assessment cost
Percentage of conducting risk assessment cost toward outside consultants
Independent internal resources as a percentage of risk assessment cost
Percentage of conducting risk assessment cost toward independent internal resources
Percentage of total finance function FTEs allocated to the process "report on internal controls compliance"
(Number of FTEs who perform the process "report on internal controls compliance" / Number of FTEs who perform the function "manage financial resources") * 100
Percentage of disbursements submitted electronically
Percentage of disbursements processed that are submitted electronically
Total cost of the process group "Manage treasury operations" per foreign currency involved in foreign exchange hedging program
Total cost to perform the process group "manage treasury operations" / Number of foreign currencies involved in foreign exchange hedging program
Number of foreign currencies involved in foreign exchange hedging program per $1 billion revenue
Number of foreign currencies involved in foreign exchange hedging program / (Total business entity revenue * .000000001)
Number of foreign currencies involved in foreign exchange hedging program per FTE that performs the process group "Manage treasury operations"
Number of foreign currencies involved in foreign exchange hedging program / Number of FTEs who perform the process group "manage treasury operations"
Other cost of the process group "manage business resiliency and risk" per $100,000 revenue
Costs other than personnel, systems, overhead, and outsourced to perform the process group "manage business resiliency and risk" / (Total business entity revenue * 0.000010)
Outsourced cost of the process group "manage business resiliency and risk" per $100,000 revenue
Outsourced cost to perform the process group "manage business resiliency and risk" / (Total business entity revenue * 0.000010)
Copyright 2015 APQC and IBM 724 of 733
Metric name Formula Unitsdollars
dollars
dollars
dollars
weeks
weeks
weeks
weeks
weeks
Overhead cost of the process group "manage business resiliency and risk" per $100,000 revenue
Overhead cost to perform the process group "manage business resiliency and risk" / (Total business entity revenue * 0.000010)
Personnel cost of the process group "manage business resiliency and risk" per $1,000 revenue
Personnel cost to perform the process group "manage business resiliency and risk" / (Total business entity revenue * 0.0010)
Systems cost of the process group "manage business resiliency and risk" per $100,000 revenue
Systems cost to perform the process group "manage business resiliency and risk" / (Total business entity revenue * 0.000010)
Total cost of the process "manage business resiliency and risk" per $1,000 revenue
((Percentage of IT cost allocated to the process group "manage business resiliency and risk"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010)
Time in weeks to complete projects that address an identified business exposure or opportunity (less than 20 percent of total annual revenue)
Time in weeks to complete projects that address an identified business exposure or opportunity (less than 20 percent of total revenue)
Time in weeks to complete projects that address an identified business exposure or opportunity (between 20 and 40 percent of total annual revenue)
Time in weeks to complete projects that address an identified business exposure or opportunity (between 20 and 40 percent of total revenue)
Time in weeks to complete projects that address an identified business exposure or opportunity (between 40 and 60 percent of total annual revenue)
Time in weeks to complete projects that address an identified business exposure or opportunity (between 40 and 60 percent of total revenue)
Time in weeks to complete projects that address an identified business exposure or opportunity (between 60 and 80 percent of total annual revenue)
Time in weeks to complete projects that address an identified business exposure or opportunity (between 60 and 80 percent of total revenue)
Time in weeks to complete projects that address an identified business exposure or opportunity (greater than 80 percent of total annual revenue)
Time in weeks to complete projects that address an identified business exposure or opportunity (greater than 80 percent of total revenue)
Copyright 2015 APQC and IBM 725 of 733
Metric name Formula Unitsyears
FTEs
percent
percent
percent
Total warranty costs as a percentage of sales Warranty costs as a percentage of sales Percent
Days
Warranty accrual rate Warranty accrual rate Percent
Warranty claims rate Warranty claims rate Percent
Warranty cost forecast accuracy Warranty forecast accuracy Percent
Average annual product return rate Average product return rate Percent
Average annual recall rate per product family Average recall rate per product family Percent
Level of FTE experience in years for the process group "manage business resiliency and risk"
Average level of experience in years for FTEs who perform the process group "manage business resiliency and risk"
Number of IT FTEs for the process group "manage business resiliency and risk" per $1 billion revenue
((Percentage of FTEs who perform the function "manage information technology" perform the process group "manage business resiliency and risk"/100) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000000001)
Percentage of IT budget for process group "manage business resiliency and risk"
(IT budget allocated to the process group "manage business resiliency and risk" / IT budget for the past year) * 100.0
Percentage of total IT costs for process group "manage business resiliency and risk"
Percentage of IT cost allocated to the process group "manage business resiliency and risk"
Percentage of business entity IT FTEs who perform the process group "manage business resiliency and risk"
Percentage of FTEs who perform the function "manage information technology" perform the process group "manage business resiliency and risk"
Average cycle time from detection-to-correction of issues
Cycle time in calendar days to complete the detection to correction cycle
Copyright 2015 APQC and IBM 726 of 733
Metric name Formula UnitsSupplier recovery rate Supplier recovery rate Percent
Customer retention rate for all customers Percent
Dollars
Dollars
Dollars
Dollars
Dollars
Business entity's customer retention rate over the last three yearsTotal cost to perform the process "process warranty claims" per $1,000 revenue
Annual cost of the process "process warranty claims" / (Total business entity revenue * 0.001)
Total cost to perform the process "process warranty claims" per $1,000 cost of continuing operations
Annual cost of the process "process warranty claims" / (Total costs of continuing operations * 0.001)
Personnel cost to perform the process "process warranty claims" per $1,000 revenue
(Percentage of total cost of the process "process warranty claims" allocated to internal costs * Percentage of internal cost to perform the process "process warranty claims" allocated to personnel costs * Annual cost of the process "process warranty claims" / 10000) / (Total business entity revenue * 0.001)
Personnel cost to perform the process "process warranty claims" per $1,000 cost of continuing operations
(Percentage of total cost of the process "process warranty claims" allocated to internal costs * Percentage of internal cost to perform the process "process warranty claims" allocated to personnel costs * Annual cost of the process "process warranty claims" / 10000) / (Total costs of continuing operations * 0.001)
Systems cost to perform the process "process warranty claims" per $1,000 revenue
(Percentage of total cost of the process "process warranty claims" allocated to internal costs * Percentage of internal cost to perform the process "process warranty claims" allocated to system personnel costs * Annual cost of the process "process warranty claims" / 10000) / (Total business entity revenue * 0.001)
Copyright 2015 APQC and IBM 727 of 733
Metric name Formula UnitsDollars
Average cost to process a warranty claim Dollars
Percent
Goodwill cost as a percentage of revenue Percent
Percent
Percent
Dollars
Average cycle time for warranty claim processing Days
Systems cost to perform the process "process warranty claims" per $1,000 cost of continuing operations
(Percentage of total cost of the process "process warranty claims" allocated to internal costs * Percentage of internal cost to perform the process "process warranty claims" allocated to system personnel costs * Annual cost of the process "process warranty claims" / 10000) / (Total costs of continuing operations * 0.001)
Annual cost of the process "process warranty claims" / Total number of warranty claims processed
Goodwill cost as a percentage of total approved claims
[Total cost of goodwill warranty claims / (Percentage of warranty claims approved * Total number of warranty claims processed / 1000)] * 100
(Total cost of goodwill warranty claims / Total business entity revenue) * 100
Internal cost of the process "process warranty claims" as a percentage of the total cost to perform the process
Percentage of total cost of the process "process warranty claims" allocated to internal costs
External (e.g. outsourced) cost percentage of the total annual cost of the process "process warranty claims"
Percentage of total cost of the process "process warranty claims" allocated to external costs
Overhead cost to perform the process "process warranty claims" per $1,000 revenue
(Percentage of total cost of the process "process warranty claims" allocated to internal costs * Percentage of internal cost to perform the process "process warranty claims" allocated to overhead and other costs * Annual cost of the process "process warranty claims" / 10000) / (Total business entity revenue * 0.001)
Cycle time in calendar days to process a warranty claim
Copyright 2015 APQC and IBM 728 of 733
Metric name Formula UnitsFTEs
FTEs
Claims
Percent
Percent
Percent
Percent
Percent
Number of FTEs for the process "Process warranty claims" per $1 billion revenue
Number of FTEs who to perform the process "process warranty claims" / (Total business entity revenue * 0.000000001)
Number of FTEs for the process "Process warranty claims" per $1 billion cost of continuing operations
Number of FTEs who to perform the process "process warranty claims" / (Total costs of continuing operations * 0.000000001)
Number of claims processed per "process warranty claims" FTE
Total number of warranty claims processed /Number of FTEs who to perform the process "process warranty claims"
Number of claims rejected for being fraudulent as a percentage of total rejected claims
Percentage of warranty claims rejected allocated to fraudulent
Number of claims rejected for policy reasons as a percentage of total rejected claims
Percentage of warranty claims rejected allocated to policy
Number of fraudulent claims processed as a percentage of total claims processed
[(Percentage of warranty claims rejected allocated to fraudulent * Percentage of warranty claims rejected * Total number of warranty claims processed / 10000) + (Percentage of warranty claims approved that were invalid or fraudulent * Percentage of warranty claims approved * Total number of warranty claims processed) / 10000)] / Total number of warranty claims processed
Number of fraudulent claims approved as a percentage of total claims approved
Percentage of warranty claims approved that were invalid or fraudulent
Number of goodwill claims approved as a percentage of total claims processed
[(Percentage of warranty claims approved allocated to goodwill claims * Percentage of warranty claims approved * Total number of warranty claims processed) / 10000] / Total number of warranty claims processed
Copyright 2015 APQC and IBM 729 of 733
Metric name Formula UnitsPercent
Percent
Percentage of warranty claims approved Percent
Percentage of warranty claims rejected Percent
Percent
Percent
Percent
Total number of warranty claims processed Total number of warranty claims processed Claims
Number of recall claims approved as a percentage of total claims processed
[(Percentage of warranty claims approved allocated to 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 total claims processed
[(Percentage of warranty claims approved allocated to 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 total claims processedNumber of claims rejected as a percentage of total claims processedNumber of claims automatically processed as a percentage of total claims processed
Percentage of warranty claims allocated to automatically processed claims
Number of claims processed for which the system was not configured for new models, rules, etc. (suspense routed claims) as a percentage of total claims processed
Percentage of warranty claims allocated to suspense routed claims
Number of claims processed that required human intervention as a percentage of total claims processed
Percentage of warranty claims allocated to help routed claims
Copyright 2015 APQC and IBM
ABOUT APQCAn internationally recognized resource for process and performance improvement, APQC helps organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality improvement initiatives, APQC works with its member organizations to identify best practices; discover effective methods of improvement; broadly disseminate findings; and connect individuals with one another and the knowledge, training, and tools they need to succeed. Founded in 1977, APQC is a member-based nonprofit serving organizations around the world in all sectors of business, education, and government. APQC is also a proud winner of the 2003, 2004, 2008, 2012, and 2013 North American Most Admired Knowledge Enterprises (MAKE) awards. This award is based on a study by Teleos, a European based research firm, and the KNOW network.
ABOUT IBMAt IBM, we collaborate with our clients, bringing together business insight, advanced research and technology to give them a distinct advantage in today’s rapidly changing environment. Through our integrated approach to business design and execution, we help turn strategies into action. And with expertise in 17 industries and global capabilities that span 170 countries, we can help clients anticipate change and profit from new opportunities. For more information, visit www.ibm.com/services/gbs.
COPYRIGHT AND ATTRIBUTION©2015 APQC AND IBM. ALL RIGHTS RESERVED. APQC and IBM grant permission for use and adaptation of this PCF. For external use, APQC and IBM grant permission for i) for publication, distribution, and use, provided that proper copyright acknowledgement is made to APQC and IBM; and ii) to create derivative works provided the user denotes the source of the this PCF. Under no circumstance shall the licensee (or anyone on its behalf) impose a royalty, fee, or any other consideration to a third party for the this PCF.The IBM logo is a registered trademark of IBM in the United States and other countries and is used under license.Please use the following text when reusing the PCF in external print or electronic content:THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)The PCF was developed by non-profit APQC, a global resource for benchmarking and best practices, and its member companies as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterprise level categories, including process groups and over 1,000 processes and associated activities. To download the full PCF or industry-specific versions of the PCF as well as associated measures and benchmarking, visit www.apqc.org/pcf.
Copyright 2015 APQC and IBM
COPYRIGHT AND ATTRIBUTION©2015 APQC AND IBM. ALL RIGHTS RESERVED. APQC and IBM grant permission for use and adaptation of this PCF. For external use, APQC and IBM grant permission for i) for publication, distribution, and use, provided that proper copyright acknowledgement is made to APQC and IBM; and ii) to create derivative works provided the user denotes the source of the this PCF. Under no circumstance shall the licensee (or anyone on its behalf) impose a royalty, fee, or any other consideration to a third party for the this PCF.The IBM logo is a registered trademark of IBM in the United States and other countries and is used under license.Please use the following text when reusing the PCF in external print or electronic content:THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)The PCF was developed by non-profit APQC, a global resource for benchmarking and best practices, and its member companies as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterprise level categories, including process groups and over 1,000 processes and associated activities. To download the full PCF or industry-specific versions of the PCF as well as associated measures and benchmarking, visit www.apqc.org/pcf.
Copyright 2015 APQC and IBM
ABOUT APQCAn internationally recognized resource for process and performance improvement, APQC helps organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality improvement initiatives, APQC works with its member organizations to identify best practices; discover effective methods of improvement; broadly disseminate findings; and connect individuals with one another and the knowledge, training, and tools they need to succeed. Founded in 1977, APQC is a member-based nonprofit serving organizations around the world in all sectors of business, education, and government. APQC is also a proud winner of the 2003, 2004, 2008, 2012, and 2013 North American Most Admired Knowledge Enterprises (MAKE) awards. This award is based on a study by Teleos, a European based research firm, and the KNOW network.
ABOUT IBMAt IBM, we collaborate with our clients, bringing together business insight, advanced research and technology to give them a distinct advantage in today’s rapidly changing environment. Through our integrated approach to business design and execution, we help turn strategies into action. And with expertise in 17 industries and global capabilities that span 170 countries, we can help clients anticipate change and profit from new opportunities. For more information, visit www.ibm.com/services/gbs.
COPYRIGHT AND ATTRIBUTION©2015 APQC AND IBM. ALL RIGHTS RESERVED. APQC and IBM grant permission for use and adaptation of this PCF. For external use, APQC and IBM grant permission for i) for publication, distribution, and use, provided that proper copyright acknowledgement is made to APQC and IBM; and ii) to create derivative works provided the user denotes the source of the this PCF. Under no circumstance shall the licensee (or anyone on its behalf) impose a royalty, fee, or any other consideration to a third party for the this PCF.The IBM logo is a registered trademark of IBM in the United States and other countries and is used under license.Please use the following text when reusing the PCF in external print or electronic content:THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)The PCF was developed by non-profit APQC, a global resource for benchmarking and best practices, and its member companies as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterprise level categories, including process groups and over 1,000 processes and associated activities. To download the full PCF or industry-specific versions of the PCF as well as associated measures and benchmarking, visit www.apqc.org/pcf.
Copyright 2015 APQC and IBM
COPYRIGHT AND ATTRIBUTION©2015 APQC AND IBM. ALL RIGHTS RESERVED. APQC and IBM grant permission for use and adaptation of this PCF. For external use, APQC and IBM grant permission for i) for publication, distribution, and use, provided that proper copyright acknowledgement is made to APQC and IBM; and ii) to create derivative works provided the user denotes the source of the this PCF. Under no circumstance shall the licensee (or anyone on its behalf) impose a royalty, fee, or any other consideration to a third party for the this PCF.The IBM logo is a registered trademark of IBM in the United States and other countries and is used under license.Please use the following text when reusing the PCF in external print or electronic content:THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)The PCF was developed by non-profit APQC, a global resource for benchmarking and best practices, and its member companies as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterprise level categories, including process groups and over 1,000 processes and associated activities. To download the full PCF or industry-specific versions of the PCF as well as associated measures and benchmarking, visit www.apqc.org/pcf.