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AEROSPACE AND DEFENSE PROCESS

CLASSIFICATION FRAMEWORK
VERSION NUMBER 6.1.0
GENERATED ON 7/27/2015
For more information about the PCF, visit www.apqc.org/pcf

Copyright 2015 APQC and IBM

OCESS

Copyright 2015 APQC and IBM

UNDERSTANDING THIS FILE

This file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended t
communicate the various aspects of the framework necessary to interpret it and make full use of its inten
capabilities.

These pages illustrate the configuration of this file. If you have further questions, please contact APQC di
on pcf_feedback@apqc.org or +1-713-681-4020.

PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used througho
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by
process element. It will be consistent across releases as long as the conceptual meaning does not change

Hierarchy ID is the human-readable index number corresponding to this specific process element on ea
row. This number will not be consistent across releases - meaning that a process element may have a diff
hierarchy ID among a set of releases.

Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarki
library for this specific process element. For more information, please visit http://www.apqc.org/osb

Copyright 2015 APQC and IBM

Copyright 2015 APQC and IBM

ets intended to
use of its intended

ntact APQC directly

used throughout
aterials back to
identified by the
es not change.

lement on each
may have a different

s Benchmarking
org/osb

Copyright 2015 APQC and IBM

Copyright 2015 APQC and IBM

PCF ID
10002
10003
10004
10005
10006
10007
10008
17058
19207
16437

Hierarchy
ID
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0

Develop Vision and Strategy
Develop and Manage Products and Services
Market and Sell Products and Services
Deliver Products and Services
Manage Customer Service
Develop and Manage Human Capital
Manage Information Technology
Manage Financial Resources
Acquire, Construct, and Manage Assets
Manage Enterprise Risk, Compliance, Remediation and Resiliency

10012
10013

11.0
12.0

Manage External Relationships
Develop and Manage Business Capabilities

Name

Copyright 2015 APQC and IBM

Metrics
available?
Y
Y
Y
Y
Y
Y
Y
N
N
N
N
Y

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PCF ID
10002
17040
10017
10021
10022
10023
10024
10025
10026
10027
10018
10028
10029
19693
10019
10030
10031
10032
10033
10034
10020
10035
10036
16792
16793
16794
16795
16796
16797
16798
16799
10015
10037
10044
10045
10046
10038
10047
10048
14189
14190
19694
14197
19695

Hierarchy
ID
Name
1.0
Develop Vision and Strategy
1.1
Define the business concept and long-term vision
1.1.1
Assess the external environment
1.1.1.1
Analyze and evaluate competition
1.1.1.2
Identify economic trends
1.1.1.3
Identify political and regulatory issues
1.1.1.4
Assess new technology innovations
1.1.1.5
Analyze demographics
1.1.1.6
Identify social and cultural changes
1.1.1.7
Identify ecological concerns
1.1.2
Survey market and determine customer needs and wants
1.1.2.1
Conduct qualitative/quantitative assessments
1.1.2.2
Capture and assess customer needs
1.1.2.3
Model customer, fleets and aircraft demand
1.1.3
Perform internal analysis
1.1.3.1
Analyze organizational characteristics
1.1.3.2
Create baselines for current processes
1.1.3.3
Analyze systems and technology
1.1.3.4
Analyze financial positions
1.1.3.5
Identify enterprise core competencies
1.1.4
Establish strategic vision
1.1.4.1
Align stakeholders around strategic vision
1.1.4.2
Communicate strategic vision to stakeholders
1.1.5
Conduct organization restructuring opportunities
1.1.5.1
Identify restructuring opportunities
1.1.5.2
Perform due-diligence
1.1.5.3
Analyze deal options
1.1.5.3.1
Evaluate acquisition options
1.1.5.3.2
Evaluate merger options
1.1.5.3.3
Evaluate de-merger options
1.1.5.3.4
Evaluate divesture options
1.2
Develop business strategy
1.2.1
Develop overall mission statement
1.2.1.1
Define current business
1.2.1.2
Formulate mission
1.2.1.3
Communicate mission
1.2.2
Evaluate strategic options to achieve the objectives
1.2.2.1
Define strategic options
1.2.2.2
Assess and analyze impact of each option
1.2.2.3
Develop sustainability strategy
1.2.2.4
Develop global support strategy
1.2.2.5
Develop shared services strategy
1.2.2.6
Develop Lean/continuous improvement strategy
1.2.2.7
Develop outsourcing strategy

Copyright 2015 APQC and IBM

Metrics
available?
Y
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

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PCF ID
10040
10041

Hierarchy
ID
1.2.3
1.2.4

10049
10050
10051
10052
10053
10054

1.2.4.1
1.2.4.2
1.2.4.3
1.2.4.4
1.2.4.5
1.2.4.6

10055
10056
10042
10043
10016
10057
10058
10059
10060

1.2.4.7
1.2.4.8
1.2.5
1.2.6
1.3
1.3.1
1.3.2
1.3.3
1.3.4

Metrics
Name
available?
Coordinate and align functional and process strategies
N
Create organizational design (structure, governance, reporting,
N
etc.)
Evaluate breadth and depth of organizational structure
N
Perform job specific roles mapping and value-add analyses
N
Develop role activity diagrams to assess hand-off activity
N
Perform organization redesign workshops
N
Design the relationships between organizational units
N
Develop role analysis and activity diagrams for key
N
processes
Assess organizational implication of feasible alternatives
N
Migrate to new organization
N
Develop and set organizational goals
N
Formulate business unit strategies
N
Manage strategic initiatives
N
Develop strategic initiatives
N
Evaluate strategic initiatives
N
Select strategic initiatives
N
Establish high-level measures
N

Copyright 2015 APQC and IBM

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NO
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What change
1.2.3
Select
long-term
business
strategy (10039) replaced
NO
NO

What Document

NO
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PCF ID

Hierarchy
ID

10003
19696
10061
10063

2.0
2.1
2.1.1
2.1.1.1

10066

2.1.1.2

10074
10073
10075
10076
10067
10077
10078
10079
11740
11741
11742
11743
11744
11745
11746
11747
11748
11749
11750
16825
19941

2.1.1.3
2.1.1.4
2.1.1.5
2.1.1.6
2.1.2
2.1.2.1
2.1.2.2
2.1.2.3
2.1.3
2.1.3.1
2.1.3.2
2.1.3.3
2.1.3.4
2.1.3.5
2.1.3.6
2.1.3.7
2.1.3.8
2.1.3.9
2.1.3.10
2.1.4
2.1.4.1

16826
16827

2.1.4.2
2.1.4.3

19697

2.1.4.4

19698
10065
10070
10071
10072

2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.1.3

19699
10064
10068

2.2.2
2.2.3
2.2.3.1

10069

2.2.3.2

Name
Develop and Manage Products and Services
Perform governance and program management
Manage product and service portfolio
Evaluate performance of existing products/services against
market opportunities
Confirm alignment of product/service concepts with
business strategy
Prioritize and select new product/service concepts
Plan and develop cost and quality targets
Specify development timing targets
Plan for product/service offering modifications
Manage product and service life cycle
Introduce new products/services
Retire outdated products/services
Identify and refine performance indicators
Manage product and service master data
Manage materials master lists
Manage bills of material
Manage routings
Manage specifications
Manage drawings
Manage product/material classification
Develop and maintain quality/inspection documents
Maintain process specification data
Manage traceability data
Review and approve data access requests
Manage and control design of products and services
Conduct mandatory and elective external reviews (legal,
regulatory, standards, internal)
Review infringement of patents and copyrights
Determine patent and copyright needs for the products and
services
Define product technical documentation management
requirements
Generate and define new product/service ideas
Perform discovery research
Identify new technologies
Develop new technologies
Assess feasibility of integrating new leading technologies
into product/service concepts
Generate new product/service concepts
Define product/service development requirements
Identify potential improvements to existing products and
services
Identify potential new products and services

Copyright 2015 APQC and IBM

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PCF ID

Hierarchy
ID

19700
10080
11694
11695
10083
10084
10085
10086
10087

2.3
2.3.1
2.3.1.1
2.3.1.2
2.3.1.3
2.3.1.4
2.3.1.5
2.3.1.6
2.3.1.7

19701
11696
11697
11698
11699
11700
11701
10088
10089
10090

2.3.1.8
2.3.1.9
2.3.1.10
2.3.1.11
2.3.1.12
2.3.1.13
2.3.1.14
2.3.1.15
2.3.1.16
2.3.1.17

10091
18090
11702
19702
10092

2.3.1.18
2.3.1.19
2.3.1.20
2.3.1.21
2.3.1.22

11703
11704
11710
11715
11716
19703
10081
10093
10094
10095
10096
10097

2.3.2
2.3.2.1
2.3.2.2
2.3.2.3
2.3.2.4
2.3.2.5
2.3.3
2.3.3.1
2.3.3.2
2.3.3.3
2.3.3.4
2.3.3.5

19704
11717
11718
11719
11721

2.4
2.4.1
2.4.1.1
2.4.1.2
2.4.1.3

Name
Design, build, and test product/service
Design and prototype aircraft
Plan product development
Plan product resource requirements
Assign resources to product/service project
Prepare high-level business case and technical assessment
Develop product/service design specifications
Document design specifications
Conduct mandatory and elective product-level external
reviews (legal, regulatory, standards, internal)
Confirm internal design / production capabilities
Determine procurement requirements
Determine manufacturing/tooling requirements
Determine quality/inspection requirements
Determine service/maintenance requirements
Finalize process design
Prepare preliminary product cost model
Build prototypes
Eliminate quality and reliability problems
Conduct in-house product/service testing and evaluate
feasibility
Identify design/development performance indicators
Establish service and warranty parameters
Conduct, monitor, and manage engineering efforts
Obtain aircraft type certification
Collaborate on design with suppliers and contract
manufacturers
Manage configuration
Manage engineering change notices (ECNs)
Manage effectiveness of ECN
Maintain product/process data
Manage transfers of product data
Reconcile configuration perspectives
Test market for new or revised products and services
Prepare detailed market study
Conduct customer tests and interviews
Finalize product/service characteristics and business cases
Finalize technical requirements
Identify requirements for changes to
manufacturing/delivery processes
Prepare for production or service delivery
Develop and implement manufacturing/services
Determine process requirements and specifications
Plan process development
Determine procurement requirements

Copyright 2015 APQC and IBM

Change
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PCF ID

Hierarchy
ID

11722
11723
11724
11725
11726
11727
11728
11729
11730
19942
11732
11733
11734
11735
11736
11738
11739
19705
11679
10098

2.4.1.4
2.4.1.5
2.4.1.6
2.4.1.7
2.4.1.8
2.4.1.9
2.4.1.10
2.4.1.11
2.4.2
2.4.2.1
2.4.2.2
2.4.2.3
2.4.2.4
2.4.2.5
2.4.2.6
2.4.2.7
2.4.2.8
2.4.2.9
2.4.3
2.4.3.1

10099
10100
11383
11384

2.4.3.2
2.4.3.3
2.4.3.4
2.4.3.5

11385

2.4.3.6

11386
11387
11388
11389
11390

2.4.3.7
2.4.3.8
2.4.3.9
2.4.3.10
2.4.3.11

11391
11392

2.4.3.12
2.4.3.13

11399

2.4.3.14

11751
11752
11753
11754
11755
11765

2.4.4
2.4.4.1
2.4.4.2
2.4.4.3
2.4.4.4
2.4.4.5

Name
Determine manufacturing/tooling requirements
Determine quality/inspection requirements
Determine service/maintenance requirements
Finalize process design
Refine cost model with process cost data
Plan for product launch
Gain approval for product launch
Conduct and monitor product launch
Plan product resource requirements
Coordinate capital asset plan impact
Coordinate facilities plan impact
Coordinate strategic sourcing impact
Coordinate integrated capacity plan impact
Coordinate manufacturing schedule impact
Coordinate human resources plan impact
Coordinate impact on sales forecast
Coordinate impact on financial plan
Confirm readiness status of facilities
Prepare for production and marketplace introduction
Develop and test prototype production and/or service
delivery process
Design and obtain necessary materials and equipment
Install and validate production process or methodology
Introduce new product and/or service commercially
Determine plan for new product development and
introduction
Develop product/service launch plans (e.g. timelines, retail
communication strategies)
Identify licensing and co-branding opportunities
Plan preliminary media buys (print, television, radio)
Begin initial creative/advertising development
Develop sales communication plan
Design preliminary sales collateral, point-of-sale (POS) and
promotion prototypes
Disseminate new item and price information
Coordinate introduction of products and sunset obsolete
products with retailers/distributors
Manage questions and issues associated with product
introduction
Manage transfers of product data
Review and approve requests for data transfer
Collect data from internal sources
Initiate transfer/request for transfer
Confirm receipt/transmission of data
Estimate demand by program, contract and customer

Copyright 2015 APQC and IBM

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5 11417 11418 11419 11420 11421 2.5.1 2.5.5.2 2.5 11422 2.5.PCF ID Hierarchy ID 11416 2.6 Name Support and implement changes to product manufacturing and service delivery process Monitor production runs Request engineering change Manage engineering change orders Identify product/service design and configuration changes Capture feedback to refine existing products and services process Identify manufacturing/service delivery process performance indicators Copyright 2015 APQC and IBM Change YES YES YES YES YES YES YES 15 of 733 .5.3 2.4 2.5.

What change New category addition New Addition New Addition New Addition New Addition New Addition New category addition New category addition Copyright 2015 APQC and IBM 16 of 733 .

What change New category addition New category addition New Addition New Addition New Addition New Addition New Addition New category addition Copyright 2015 APQC and IBM 17 of 733 .

What change New Addition New Addition New Addition New Addition New Addition New New New New New Addition Addition Addition Addition Addition New Addition New Addition New Addition Copyright 2015 APQC and IBM 18 of 733 .

What change New category addition New New New New New Addition Addition Addition Addition Addition New Addition Copyright 2015 APQC and IBM 19 of 733 .

2.2.3 3.3.7 3.1.1.1.4.2.2.2.4 3.1.1.2.1 3. customers.3.3.2.3 Name Market and Sell Products and Services Understand markets.2 3. objectives.1.1.4 3.1 3.1 3.1 3.3 3.5.3.5 3.6 3.4.2.1.1.2 3.2.2.2.1.5 3.2.2.2 3.1.1.3 3.4.2 3.6 3.1 3.3 3.1 3.1.2.2.1.1.1.1 3.2.5.4. competitive/substitute products Evaluate existing products/brands Assess internal and external business environment Evaluate and prioritize market opportunities Quantify market opportunities Determine target segments Prioritize opportunities consistent with capabilities and overall business strategy Validate opportunities Test with customers/consumers Confirm internal capabilities Develop and manage marketing plans Establish goals.1 3.2.4 3.2.2 3.4.2 3.1.4 3.2 3.1.2.4 10112 10113 10107 10116 10117 10118 3.2.2.2 3.3 3.2.1.3.1.5 3.2.1 3.2.1.3 10119 10120 12410 10104 10148 3.2.2.4.2 3.2.1.1 10109 10115 10110 10111 3.1 3.1.2 3.2.3. and capabilities Perform customer and market intelligence analysis Conduct customer and market research Understand consumer needs and predict customer purchasing behavior Identify market segments Determine market share gain/loss Analyze market and industry trends Analyze competing organizations.1.0 3.PCF ID Hierarchy ID 10004 10101 10106 10108 10114 3.3.1 10149 10155 10156 10157 10150 10158 10159 10160 10161 10162 11253 11254 10151 10163 10164 10165 10166 10152 10167 10168 10169 3.2.1.2.5.2. and metrics for products by channels/segments Establish marketing budgets Confirm marketing alignment to business strategy Determine costs of marketing Create marketing budget Develop and manage media Define media objectives Develop marketing messages Define target audience Engage media provider Develop and execute advertising Develop and execute other marketing campaigns/programs Assess brand/product marketing plan performance Develop and manage pricing Determine pricing based on volume/unit forecast Execute pricing plan Evaluate pricing performance Refine pricing as needed Develop and manage promotional activities Define promotional concepts Plan and test promotional activities Execute promotional activities Copyright 2015 APQC and IBM Change YES YES NO NO NO 20 of 733 .2.

2 11773 11774 11775 11776 11777 11778 11779 11780 11781 3.3.6 3.2.6.2.2.PCF ID Hierarchy ID 10170 10171 10172 3.1.1 3.2 3. contract and customer Identify customer requirements Identify sales opportunities Influence customer Conduct program development Segment feasible opportunities Evaluate opportunities likelihood of developing into Request For Proposal (RFP)/Request For Quote (RFQ) Match opportunities to business strategy Evaluate fit with corporate goals and business strategy Identify external funding constraints Identify internal and external non-funding constraints Identify internal funding constraints Develop program structure Bid and proposal development Refine customer requirements Receive Request For Proposal (RFP)/Request For Quote (RFQ) Review RFP/RFQ request Perform competitive analysis Copyright 2015 APQC and IBM 21 of 733 .3.2.5 3.6.3.3.7 3.1.4 3.3 3.6.3.3.3 3.6.2 11782 11783 3.3.1 3.3 3.3.5 3.4.3. objectives.7.3.3 3.3.2.1.3.3.2.3. and plans based on metrics Develop and manage packaging strategy Plan packaging strategy Test packaging options Execute packaging strategy Refine packaging Perform business development Develop marketing strategy Identify and assess issues.3.5. trends in marketplace Review commercial industry and government needs Conduct marketing studies Develop enterprise sales forecasts Focus and plan tactical marketing Develop short term marketing forecast Estimate demand by program.1 3.3 3.2.5 10154 10178 10179 10180 10181 11757 11758 11759 11760 11761 11762 11763 11764 11765 11766 11767 11768 11769 11770 11771 11772 3.3.5 3.3.1 3.2.3.2.1.6.2 3.2 3.3.2.1 3.4 3.3.2.6 3.4 Name Change Evaluate promotional performance metrics Refine promotional performance metrics Incorporate learning into future/planned consumer promotions Track customer management measures Determine customer loyalty/lifetime value Analyze customer revenue trend Analyze customer attrition and retention rates Analyze customer metrics Revise customer strategies.1 3.3.4 3.3.6 3.1 3.3.3.2.3.2.2.5.2.3.3.7.3 3.3.3.4.2 3.8 3.2.2.3.3 3.2.3.4 3.2.4. contract and customer Forecast sales by program.2 3.3.3.6 10153 10173 10174 10175 10176 10177 3.3.7.5.7 3.4 3.7.3 3.2.4 3.4.4 3.

13 3.4.4 3.10 3.5 3.2.1 3.7 3.4.4.4.3.3.3.3.4.3 3.1 3.4.7 11824 11825 3.3 3.1.3.1 3.2.5 3.4.3.4.4.3.4.6 3.3.2.5 3.4.PCF ID Hierarchy ID 11784 11785 11786 11787 11788 11789 11790 11791 11793 11794 11795 11796 11797 11798 11799 11800 11801 11802 11803 11804 11805 11806 11807 3.5.4.5.1.4.4.4.3.4.4.12 3.1.5.3.11 3.4.4.4.1.3.4.2.3.3.3.4.3.5 3.8 3.5 3.9 3.5.2 3.4.8 3.3.4.4.3.2 3.3.4.3.2.6 3.3.4.4 3.2.6 3.2.4 3.2 3.1.3.4.1 3.3.7 3.1 3.4 3.3 3.2 3.6 11808 11809 11810 11811 11812 11813 11814 11815 11816 11817 11818 11819 11820 11821 11822 11823 3.4.3 3.4.4.4.4.4 3.3.4.3 3.9 Name Change Verify match with strategic/tactical plans Validate customer requirements Develop project structure Identify staffing requirements Develop pricing and scheduling estimates Conduct profitability analysis Submit bid Review proposal and approval by submitter Receive notification Develop business relationships Identify strategic partnering opportunities Define roles and responsibilities of partnerships Validate partnership plan with strategic marketing objectives Support strategic business partnerships Communicate partnership objectives Perform integrated business planning Plan demand Review existing pipeline for existing and/or backlog demand Review existing pipeline Review government trends and check for updates in policies Project sales pipeline by product/market Develop annual sales plan by product/market Consolidate sales plan by segment/business unit/corporation Plan operations Transfer sales plan to operations planning Perform capacity planning Perform logistics planning Perform inventory planning Perform maintenance planning Perform sourcing planning Perform tooling planning Plan financials Identify cost centers/profit centers/activities/rates Create master data Calculate direct costs Calculate indirect costs Project revenues from sales plan Prepare projected income statement by legal entity Prepare projected income statement by business unit/managers entity Prepare projected balance sheet by legal entity Prepare projected balance sheet by business unit/managers entity Copyright 2015 APQC and IBM 22 of 733 .1.5.2 3.3.5 3.

3.3.5 3.7 3.5.5.4.1 3.2 3.8 3.6 3.14 3.5.4.3 3.5.8 3.5.5.1 3.5 3.3.3.5.2.5.10 11827 11828 11829 11830 11838 11839 11840 11841 11842 11843 11844 11845 11846 11847 11848 11849 11850 11851 11852 11853 11854 11855 11856 11857 11858 11859 11860 11861 11862 11863 11864 11865 11866 11867 11868 11869 11870 11871 11872 11873 11874 11875 11876 3.6 3.4.3.1 3.5.4.5.4.12 3.5.4.3 3.1.4.5.1.1 3.3.4 3.5.1 3.4.3.2 3.2.5.4.4 3.10 3.15 Name Change Prepare projected cash flow by business unit managers entity Prepare projected cash flow by legal entity Prepare consolidated income statement Prepare consolidated balance sheet Prepare consolidated cash flow Manage contracts and programs Determine contract and program requirements Identify contract type Record contract data Evaluate risks and assumptions Plan and schedule program Determine procurement Refine order of magnitude estimate Identify and schedule production Reevaluate risk and assumptions Identify and schedule qualified suppliers Complete detailed production schedule Refine work breakdown structure Develop network task Include program in budget Validate funding against corporate plan Obtain approval for funding Execute program Execute tasks Record program milestones Collect direct costs Collect indirect costs Collect revenues Control and manage contracts and program performance Prepare subcontractor reports Support financial reporting Report Central Security Service (CSS)/SCS compliance Report earned value management system .5.5.4.2.4.4 3.5.11 3.5.2 3.2.2.9 3.4.3.14 3.5.1.12 3.5.5 3.11 3.5.2 3.5.3 3.4 3.11 3.4.5 3.5.13 3.4.4.7 3.4.2.4.5.3 3.5.5.5.2.4.2.10 3.5.5.PCF ID Hierarchy ID 11826 3.5.5.EVMS Resolve EVMS issues Report to management Maintain and conduct program status meetings Perform quality reviews Perform financial/contract audit Report classified projects Identify project changes Identify options to resolve issues Revise program plan to incorporate options Transfer and borrow payback between contracts/programs Submit for management review and approval Copyright 2015 APQC and IBM 23 of 733 .5.3 3.2.13 3.5.2.5.5.4.2.2 3.5.4.9 3.3.5.3.5.

8 11888 3.4 3.1 3.6.7 3.9 11889 10105 10182 10188 10189 10183 11173 11174 14208 11890 11891 11892 11893 11894 11895 10184 10190 10191 10192 10193 18634 19706 3.5.10 3.3 3.6.6.6.3 3.4 3.5.1.6.2.6.5.2 3.4 3.4.5.6 3.5.2 3.5.4.5.4 3.6.2 3.6.5.16 3.3.5 3.1 3.5.6.5.6.2.5.6 3.4 3.6.6 3.6.2 3.6.6.5.1 19707 19708 18637 19709 18638 10185 10194 10195 3.2 Name Change Submit for customer review Receive approval.6.1.6.6 3.5.2.5.5.6.5.2 3.5 3.6.5.6.5.5 3.6.1 3.6.2 3.2.2.5 3.3.1 3.6.3 3.5.6.6.6 3.4.2.6.5.6.1 3.6.4.PCF ID Hierarchy ID 11877 11878 11879 11880 11881 11882 11883 11884 11885 11886 11887 3.4.6.3 3.4. revise program as required Perform program close out Complete program commitments Close commitments Review procurement documents to close Apply final allocation/overheads Release funds Close program to all postings except rate adjustments Return government property documents Revaluate return on investment (ROI) or earned value analysis (EVA) reports Develop follow up action plan to obtain program enhancements Post final rate adjustments and close Develop and manage sales plans Generate leads Identify potential customers Identify leads Manage customers and accounts Develop sales/key account plan Manage customer relationships Manage customer master data Compare program actual vs.6.5.3 3.5.5.5.5.6.5.5.5.17 3.1 3. estimate Develop marketing plan Track sales performance Analyze sales results Compare actual sales to forecast Revise marketing strategy Manage customer sales Perform sales calls Perform pre-sales activities Close the sale Record outcome of sales process Generate quotes Receive requests for quotes / identify requirement to generate a quote Produce quotes Submit quotes to customers Adjust quotes Obtain approval to proceed Convert quotes to sales orders Manage sales orders Accept and validate sales orders Collect and maintain customer account information Copyright 2015 APQC and IBM 24 of 733 .5.5 3.2 3.1 3.

6.8.6.6.6.6.2.6.6 3.3 3.6.4 3.6.7.6.6.8.6.6.8.6.6.6.7 3.6.8.2 3.6.7 10186 10209 10210 10187 10211 3.6.4 3.6.2.6.7 3.1 3.6.4 3.6.3 3.2.1 10212 10213 10214 14209 19710 3.8.1 3.2.6.6.2.2.6.6.2 3.2.5 10199 10200 3.6.3 3.8 3.7.6.6 3.2 3.6.6.5 3.6.6.6 Name Change Administer key customer/account details Retrieve full customer details Modify involved party details Record address details Record contact details Record key customer communication profile details Review involved party information Terminate involved party information Determine availability Determine fulfillment process Enter orders into system and identify/perform cross-sell/upsell activity Process back orders and updates Handle order inquiries including post-order fulfillment transactions Manage sales force Determine sales resource allocation Establish sales force incentive plan Manage sales partners and alliances Provide sales and product training to sales partners/alliances Develop sales forecast by partner/alliance Agree on partner and alliance commissions Evaluate partner/alliance results Manage channel partner master data Manage vendor recovery Copyright 2015 APQC and IBM 25 of 733 .6.6.2.6.8 3.5 3.PCF ID Hierarchy ID 10201 10202 10203 10204 10205 10206 10207 10208 10196 10197 10198 3.6.8.

What change Copyright 2015 APQC and IBM 26 of 733 .

What change Copyright 2015 APQC and IBM 27 of 733 .

What change Copyright 2015 APQC and IBM 28 of 733 .

What change Copyright 2015 APQC and IBM 29 of 733 .

What change Copyright 2015 APQC and IBM 30 of 733 .

What change Copyright 2015 APQC and IBM 31 of 733 .

5.3.1.5 Generate constrained plan 4.1.1.4.7 Manage interchangeability and supersession 4.1.1 Create unconstrained plan 4.1.1.2.6 Define production network and supply constraints 4.1.1.1.1.1.1 Develop production and materials strategies 4.5.1.1.1.1 Plan for and align supply chain resources 4.1.2.0 Deliver Products and Services 4.PCF ID 10005 10215 10221 10229 10230 10231 10232 10233 10234 14193 14194 10222 19711 19712 10235 10236 10237 10238 10239 10240 10241 10223 10242 10243 10244 10245 10246 14196 19713 10224 10247 10248 10249 10250 17041 17042 10252 10253 10254 10255 10256 10257 10258 10259 Hierarchy ID Name 4.4.1.2 Manage demand for products and services 4.2.2.1.2 Establish demand for PMA parts 4.1.4.4 Create and manage master production schedule 4.3.6 Manage requirements for partners 4.1.5.3 Develop baseline forecasts 4.1.5 Monitor master production schedule and plan 4.1.4 Execute site.5 Develop consensus forecast 4.7 Define production process 4.5.7 Monitor activity against forecast and revise forecast 4.4 Monitor material specifications 4.1.1.4.1.2.2.2.1.2 Define labor and materials policies 4.2 Collaborate with supplier and contract manufacturers 4.2.2.8 Define production workplace layout and infrastructure 4.3.1.1.7 Calculate destination dispatch plan 4.1.3 Collaborate with suppliers 4.1 Define manufacturing goals 4.5.1.4 Collaborate with customers 4.4 Define manufacturing capital expense policies 4.1.3.4 Calculate consolidation at source 4.3 Identify critical materials and supplier capacity 4.1 Create site level plan and schedule 4.5.1.5.1.5.5 Plan distribution requirements 4.1.1 Maintain master data 4.1.9 Measure forecast accuracy 4.1.3.2 Determine finished goods inventory requirements at destination 4.1.1 Perform forward parts requirements forecasting 4.1.5 Define capacities 4.1.2 Manage work-in-progress inventory 4.8 Evaluate and revise forecasting approach 4.1.3 Calculate requirements as destination 4.1.1.3.1.5 Manage collaborative replenishment planning 4.level production plan and schedule 4.1.1.6 Define production balance and control 4.1.3.4.8 Manage dispatch plan attainment Copyright 2015 APQC and IBM Metrics available? Y Y N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 32 of 733 .1.1.1.3 Define outsourcing policies 4.1.6 Determine available to promise 4.1.3 Create materials plan 4.

1.2.1.3 Metrics Name available? Calculate destination load plans N Manage partner load plan N Manage the cost of supply N Manage capacity utilization N Establish distribution planning constraints N Establish distribution center layout constraints N Establish inventory management constraints N Establish transportation management constraints N Review distribution planning policies N Review distribution network N Establish sourcing relationships N Establish dynamic deployment policies N Assess distribution planning performance N Establish appropriate performance indicators (metrics) N Establish monitoring frequency N Calculate performance measures N Identify performance trends N Analyze performance benchmark gaps N Prepare appropriate reports N Develop performance improvement plan N Develop quality standards and procedures N Establish quality targets N Develop standard testing procedures N Communicate quality specifications N Procure materials and services Y Develop sourcing strategies Y Develop procurement plan N Clarify purchasing requirements N Develop inventory strategy N Match needs to supply capabilities N Analyze company’s spend profile N Seek opportunities to improve efficiency and value N Collaborate with suppliers to identify sourcing opportunities N Define and manage procurement strategies N Define material management strategy N Develop material receipt strategy N Develop supplier payment strategy N Ensure alignment of procurement strategy with enterprise N wide business strategy Conduct spend analysis and determine customer N requirements Select suppliers and develop/maintain contracts Y Select suppliers N Evaluate suppliers N Certify and validate suppliers N Copyright 2015 APQC and IBM 33 of 733 .1.8.8.7.2.2.6.12 4.2 4.5 4.2 4.2.2.1.5.1.2.2.8.2.2.1.3 4.2 4.2.9.1.4 4.6.2.11 4.1.1.3.9.1.1.2.1.2 4.1.8.2.3 4.4 11928 4.8 4.2.8.1 4.2 4.1.1.8.1.1.2.2.2 4.2 4.3 4.1.1.9 4.1.2.3 4.1.3 4.1 4.5.1.5.1.2.7 4.3 4.9.3.2 4.6 4.1.1.1.6 4.1 4.1 4.2.1 4.1.3.5 10278 10288 19714 10289 4.2.1.7 4.2 4.5 4.7.2.1 4.1.2.7.1.2.7 4.6 4.5.1.PCF ID 10260 10261 10262 10263 10226 10267 10268 10269 10227 10264 10265 10266 10228 10270 10271 10272 10273 10274 10275 10276 10368 10371 10372 10373 10216 10277 10281 10282 10283 10284 10285 10286 10287 11923 11924 11925 11926 11927 Hierarchy ID 4.1 4.10 4.6.9 4.1 4.8.3 4.4 4.

1 4.2.5.3.4.4 4.2 4.1.7 4.2.3 4.7 4.3 4.2.3.3.6.3.4.5.1.2 4.2 4.2.8 4.7.5 4.5.6 4.3.3.6 4.4.1.1.7.2.7.6 4.2.7.3.4.1 4.2.2.4 4.3.4 4.2.2 4.2.4.2.2.10 4.3 4.2.4 4.6.6 4.7 4.4 4.2.2.4.4.3 11956 11957 11958 11959 11960 4.2.7 4.1.9 4.5 4.3.4.3.5 4.1 4.3.1.2.5.1.6.8 11961 11962 11963 4.2.1 4.5.2.5 4.2.1.2 4.3.1.5.2.PCF ID 10290 10291 11931 11932 11933 11934 11935 11936 11937 11938 11939 10279 10292 10293 10294 10295 10296 10297 10298 11946 11947 11948 19715 10280 10299 10300 10301 10302 10217 11952 11953 Hierarchy ID 4.5 4.4 4.1.2.2.2.2.3 4.2.3.1 4.2 Metrics Name available? Negotiate and establish contracts N Manage contracts N Perform strategic sourcing N Maintain material sourcing categories N Conduct supplier evaluation N Select suppliers and negotiate agreements N Develop sourcing implementation plans N Maintain supplier information N Maintain supplier catalogs and price lists N Maintain supplier contracts N Define outside supplier /partner relationships N Order materials and services Y Process/Review requisitions N Approve requisitions N Solicit/Track vendor quotes N Create/Distribute purchase orders N Expedite orders and satisfy inquiries N Record receipt of goods N Research/Resolve exceptions N Inspect material quality N Inspect goods/services N Return goods/services N Verify effectiveness of inventory control and quality N Manage suppliers Y Monitor/Manage supplier information N Prepare/Analyze procurement and vendor performance N Support inventory and production processes N Monitor quality of product delivered N Produce/Manufacture/Deliver product Y Define assembly and test (A&T) operations strategy N Compile and update customer quality and service N requirements Compile and update internal A&T operational capabilities N Compile and update future market trends impacting A&T N strategy Define product specific quality and service N Prepare capital appropriations requests N Define outside supplier partner terms and conditions N Disaggregate gross budget to appropriate departments N Disseminate customer service and operations targets to the N appropriate departmental organizations Publish annual assembly and test operating budget and N plan Define all safety and environmental policies N Define manufacturing operations strategy N Copyright 2015 APQC and IBM 34 of 733 .2.3 4.1 11954 11955 4.5.3.2.

4.3 4.3.3 11978 4.2 4. DRP.4 4.3.4 11968 11969 11971 11972 4.3.3.7 4.3.3 4. N distribution resource planning.3.8 11983 4.6 4.4. capacity requirements planning (MRP.3.3.3.6 4.3.4 4.3.2.3.6 11981 11982 4.PCF ID 11964 Hierarchy ID 4.2.2 Metrics Name available? Compile and update all manufacturing organization quality N and service requirements Compile and update internal manufacturing operational N capabilities Define product specific quality and service N Define operational practice policies.3.4.7 4.2.2 4. MRP.1 4.9 11984 4.4 11979 11980 4.4.5 4.3.3.3.3.10 11985 11986 11987 11988 4.2 11966 11967 4.3. tooling and maintenance Copyright 2015 APQC and IBM N N N N N N N N N N N N 35 of 733 .3. procurement.2.1 11965 4.3.3.3.5. CRP) Publish annual plans to sales procurement transportation and manufacturing operations Manage production equipment and facilities Manage equipment data Develop plant equipment preventative maintenance plans Develop physical plant preventative maintenance and energy management plans Schedule facility and equipment preventative maintenance Execute facility and equipment preventative maintenance Execute unplanned maintenance activities Determine and identify corrective actions Schedule production operations Generate short range DRP.1 4.2.9 4.3.4.2.3.3.7 4.3.5 4.3.2.2.1 11976 11977 4.operations.5.3. measures and N performance targets that support goal fulfillment Determine capabilities gaps and closure strategies N Prepare capital appropriations N Disaggregate gross budget to appropriate departments N Disseminate customer service and operations targets to the N appropriate departmental organizations N Publish annual assembly and test operating budget and Planplan production operations N Compile and update all pertinent inputs from business N planning and strategy department Develop intermediate range production and inventory plans N Develop options for next period sales and operations N planning meeting Conduct sales and operations planning (S&OP) periodic N meeting and update final S&OP into detailed Determine final sourcing alternatives N Generate master schedules with tooling rough cut capacity N planning and maintenance Create production project with work breakdown structure N Modify master plans and projects to accommodate logistics.2.5 4.3.3.3. and CRP Conduct periodic meetings on short schedule .3.3.3.3.5 4.3 11989 11990 11991 11992 11993 11994 11995 4.8 11973 11974 11975 4. N maintenance and production tooling constraints Generate intermediate range material resource planning.3.3.3.3.4.3.4.3.

5.18 4.17 4.7 4.6.5.3.PCF ID 11996 11997 11998 11999 12000 12001 Hierarchy ID 4.3.3.5.14 4.20 4.15 4.17 4.21 4.5.3.3.2 4.6.3.6.3.3.9 4.8 12002 12003 12004 12005 4.3.5.3.5.3.3. suppliers.19 4.3.5.5 4.3.3.4 4.1 4.3.4 4.6.3.8 4.5.3.3. production.6.6.3.19 4.6.6.3.6.3.3 4.3.9 4.13 4.3.6.21 4.5.15 4.3.3.16 4.5.3.12 4.3.3. tooling and maintenance Develop contract pegging relationships N Provide daily delivery schedules to external suppliers N Generate and print internal pick lists N Generate and communicate delivery requirements to N internal and external shipping points Reschedule backlog orders and inbound shipments N Receive electronic numeric control (NC) tapes and load N Receive and review work instructions N Receive and review quality instructions N Receive and review production schedules N Receive and review tooling pick lists and allocate N Receive confirmations from plant maintenance N Allocate gauging and miscellaneous measurement devices N Perform setup activities N Confirm material availability N Execute production operations N Manage raw material inventory N Issue goods against purchase order (PO) or batch N Receive goods to purchase order (PO) or batch N Refer material for manufacturing change N Quarantine material for quality hold/check N Execute production activities N Perform in-line product inspections N Perform post production inspections N Refer nonconforming material for disposition N Downgrade/upgrade material N Quarantine nonconformance matériel N Rerun defective items N Record production related data N Back flush inventory N Close batches or PO N Consume demand forecast N Execute packaging and labeling activities N Enter run schedule header N Reconcile and close run schedule header N Record and track piece part serial numbers N Record calibration data and measurement device N Obtain aircraft production certification N Copyright 2015 APQC and IBM 36 of 733 .18 4.13 4.3.6.22 4.3.5.20 4.5.3.5.3.3.3.10 4.3.7 4.5 4.3.6 4.6 4.3.5.6.3.5.5.3.6.6.5.3.5.6.6 4.11 4.14 4.12 12006 12007 12008 12009 12010 12011 12012 12013 12014 12015 12016 10310 12017 12018 12019 12020 12021 12022 12023 12024 12025 12026 10313 12027 12028 12029 12030 12031 12032 12033 12034 12035 19716 4.6.3 4.6.6.6.6.6.11 4.16 4.3.6.10 4.5.5.22 Metrics Name available? Transfer final schedules to operating departments N Perform ongoing net change MRP or DRP and optimize N Perform full regeneration MRP or DRP and analyze N Create and release production orders/batches N Create run schedule header N Manage ongoing schedule changes interactions with N customers.3.

10.8.8 4.19 4.8.12 4.3.8.8.8.3.14 4.with N availability date Obtain approval to proceed or cancel work order N Complete detailed design of final tool N Generate a work order or purchase request N Manufacture or receive final tools N Allocate gauging /measurement devices to production N Copyright 2015 APQC and IBM 37 of 733 .3.3.3.8.3.3.5 4.3.3 4.8.7.3.8.10.3.3.3.9 4.8.8.6 4.10.3 4.15 4.21 4.3.PCF ID 10314 10369 10318 10374 10375 12036 12037 12038 12039 12040 12041 12042 12043 Hierarchy ID 4.3.1 4.8.11 4.10.3.8.1 4.3.7 4.8.3 12062 12063 12064 12065 12066 4.7 12044 4.3.6.10 4.23 4.3.8.3.7.materials disposition N Manage reject/rework and on-hold materials N Conduct claims related quality investigations N Maintain production records and manage lot traceability N Determine lot numbering system N Determine lot usage N Manage production tooling operations N Receive high level tool design request from new product N development process (new tools) Receive request to modify or repair an existing tool from N engineering or operations Develop the cost estimate to buy or make the tools .9.10.10.13 4.4 4.8 Metrics Name available? Assess production performance N Perform quality testing N Calibrate test equipment N Perform testing using the standard testing procedure N Record test results N Manage product quality N Update governmental and regulatory quality requirements N Benchmark industry quality capabilities N Compile and update the cost of quality N Compile and update the costs of quality nonconformance N Update quality targets and tolerances N Develop quality sampling and analysis N Allocate gauging and miscellaneous measurement devices N against production orders/batchers Develop training material for operators carrying out quality N activities Track and analyze non-conformance trends N Perform root cause analysis N Perform product design/process improvement analysis N Deploy product redesigns/process N Perform internal quality audits N Perform external quality audits N Perform statistical process control (SPC) analysis N Perform six-sigma activities N Generate International Standards Organization (ISO) or N similar documentation Provide feedback to engineering and product N Adjust inventories/scrap .3.3.3.3.8.3.2 4.8.9.1 4.7 4.3.3.8.3.10.3.3.8.3.17 12054 12055 12056 12057 10370 10376 10377 12058 12059 4.18 4.3.3.3.3.8.4 4.3.3.1 12060 4.20 4.2 12061 4.2 4.5 4.6 4.3.8.2 4.9 4.8 12045 12046 12047 12048 12049 12050 12051 12052 12053 4.3.10.3.10 4.16 4.8.7.

suppliers.11 4.3.5 4.PCF ID 12067 12068 12069 12070 12071 19717 Hierarchy ID 4.1 Metrics Name available? Manage tool inventories N Manage crib inventory N Manage crib operations N Perform fixed tool life cycle management N Manage gauge and measurement device calibrations N Create individual tracking record (for individually identified N (serialized) tools) Record and track serialized tool issuance to operators N Control and report production operations N Record production operations information N Capture and communicate work order batch status N Communicate all inventory status .3.2 19722 4.8 4.12.10.4 19724 4.11.6 4.1 19721 4.12.14 19718 12072 12073 12074 12075 12076 12077 12078 12079 12080 12081 4.15 4.3.1.3.3.3.5 4.3.3.11.3.6 4.10.11.10.3. BOM.3.13.3.3.6 19726 4. routings and N other production data Maintain product specifications N Maintain product catalogs N Maintain operating instructions (operations component) N Maintain process control parameter data N Maintain product and process related documentation N Develop and implement production rate increase methodology N Define method for identifying all impacted partners.10.12 4.10. N suppliers and internal facilities Define mechanism to be used to communicate rate N increase requirements Define method to be applied by partners.1 4.11.11.3.12.10.13 4.3.13 4.13.12. periodic.including downtime and setup N Communicate maintenance activities and schedules N Generate and communicate field analytical reports N Communicate preemptive and predictive feedback to N operations to change practices or schedules Manage product and process related data N Create and maintain material masters.11 4.10 4.3.real-time N Communicate human resource status N Communicate equipment status N Communicate schedules .4 4.11.3.5 19725 4.12. internal N facilities to assess capabilities Define mechanism by which results of Rate Increase studies N can be returned Define mechanism by which returned rate increase study N results can be consolidated Define mechanism by which the results of a Production N Rate increase assessment can be communicated Confirm the frequency (ad-hoc.3.4.4 4. event driven) with N which studies will be released Deliver service to customer Y Confirm specific service requirements for individual customer N Process customer request N Copyright 2015 APQC and IBM 38 of 733 .3.10.13.9 12082 12083 4.11.3.4.3.3.3.4 4.3 19723 4.3.3.3.13.3.11.9 4.7 10218 10320 10324 4.3.2 4.3 4.3 4.2 4.12 4.13.1 4.12.3.13.13.3.3.11.7 4.3.1 12084 12085 12086 12087 12088 19719 19720 4.

5.4.5.1 4.5.7.4.4.7.4.5 4.6.2 4.2 4.4.4.4.4.1.3 4.6.4 4.6 4.4.4.4.3 4.2 4.1 4.4.8 4.4.2. repair and overhaul service N contracts Manage customer master information N Manage customer pricing and quotations N Manage customer claims processing N Facilitate customer complaints seminars N Facilitate customer design reviews and Initiatives N Identify product improvements N Support proposal activities N Provide cost/price data N Provide field-level support preparation N Process customer request for service N Determine resource and material requirements N Provide pricing and quotations N Generate service orders N Generate service order documentation N Secure resources and materials N Manage subcontracts N Develop maintenance plans N Perform component/part repair and overhaul activities N Perform repair provider selection and interaction N Receive component / part and analyze fault N Test component / part N Perform beyond economic repair (BER) assessment N Prioritize repairs (based on aircraft on ground (AOG)) N Establish availability of components / parts requiring repair N Perform repairs N Track component / part repairs (internal / external) N Document repair testing N Copyright 2015 APQC and IBM 39 of 733 .4.4.7.1 4.3.PCF ID 10325 10326 10321 10327 10328 10329 10322 10330 10331 10332 10333 10323 10334 10335 10336 10337 12089 Hierarchy ID 4.4.7.5 4.7.7.2 4.4.1.4.2.3 4.5.4 4.4.3 4.7.4.4.4.3.7 4.3.7 4.4 4.4.7 4.4.8 4.6.6.7 4.8 4.4.4.4.3 4.1 4.6 4.6 4.4.3.4.4.4.4 4.5.5 12090 12091 12092 12093 12094 12095 12096 12097 12098 12099 12100 12101 12102 12103 12104 12105 12106 19727 19728 19729 19730 19731 19732 19733 19734 19735 19736 4.5 4.4.4.5.6.3 4.4.4 4.6 4.2 4.4.4.6.1 4.2 4.4.4.4.1 4.6.5.4.4 4.6.7.7.5.2.9 Metrics Name available? Create customer profile N Generate service order N Identify and schedule resources to meet service requirements N Create resourcing plan and schedule N Create service order fulfillment schedule N Develop service order N Provide service to specific customers N Organize daily service order fulfillment schedule N Dispatch resources N Manage order fulfillment progress N Validate order fulfillment block completion N Ensure quality of service N Identify completed orders for feedback N Identify incomplete orders and service failures N Solicit customer feedback on services delivered N Process customer feedback on services delivered N Manage ongoing maintenance.4.4.4.3 4.4.4.4.4.3 4.2 4.4.2 4.

9.9.3 4.4.2 4.10.4.9.7.4.4.2.4.10.8.1 4.1 4. 4.1.2 19752 19753 4.3.3.10.4.3.4.9.10.10.6 4. work.10.4.g.7.5 4.10.2.9.4 4.6 19749 4.4.7.10.2.4. service contract Communicate warranty policies and offerings Manage pre-authorizations Process warranty claims Receive warranty claim Validate warranty claim Investigate warranty issues (Auto PCF) (Auto PCF) (Auto PCF) (Auto PCF) (Auto PCF) Determine responsible party Approve or reject warranty claim Notify originator of approve / reject decision Authorize payment Close claim Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N Y N N N N N N N Y N N N N N N N N N N N N N 40 of 733 .3.10.8.6 4.2.1.5 4.12 4.9.10 4.3 4.1.4.4.11 4.4. 4.2 19745 19746 19747 19748 4.1 4.10.4.1.PCF ID 19737 Hierarchy ID 4.4.10.4.10. close) compliance Manage third party provider interactions Provide invoice / billing data to finance Manage warranties Define and manage warranty offering Determine and document warranty policies Create and manage warranty rules / claim codes for products Agree warranty responsibilities with suppliers Define warranty related offerings for customers e.4.4.4.4.10.7 4.9.1.1 4.3 4.4.2 4.4.8.4.3.4. 4.4.4.10.2.2.2.2.2 4.4.2.4.4 4.1.8 4.10. 4.2.9.8 4.10.4.8 Name Deliver repaired component/ part and relevant documentation Provide billing / invoice data to finance Manage system and process integration Define and manage maintenance capacities Define and manage maintenance capacities Plan maintenance work Develop and manage operational capacity plan Perform maintenance activities Receive aircraft Generate quote for additional maintenance and obtain approval to proceed Perform aircraft / part maintenance Provide status reporting Manage certification documentation Compile aircraft component change and configuration management data Manage task card lifecycle (issue.4.10.5 4.10 19738 19739 19791 19740 19792 19741 19742 19743 19744 4. assign.7 19750 19751 12658 19651 16893 16890 4.4.10.3 4.9 4.4.4. approve.10. 4.9 4.4.4.4.9.1 4.4 12673 19754 12669 19755 12671 19756 19757 12677 12678 19758 19759 19760 12668 19761 19762 19763 4.4.4.10.2.2.10.4.2.

4 4.10.5.1 4.12.5 4.5.4.4.5.10.2 4.5.4.1.4.2.4.2 4.1.4.3.12.3 12674 19768 19769 12127 12128 12129 12130 12131 12132 12133 12134 12135 12136 19770 19771 19772 19773 10219 10338 10343 4. warranty offering) Identify opportunities to eliminate warranty waste Investigate fraudulent claims Manage recalls Provide MRO related training Develop training plan Develop training materials Maintains service bulletins/catalogues Manage training schedule Deliver operations training Deliver technical training Perform technical certification testing Evaluate training effectiveness Maintain service master for training Deliver digital services to customers Deliver Aircraft Health Monitoring Services (AHMS) Deliver loadable software services Deliver predictive analytics and optimization services Manage logistics and warehousing Define logistics strategy Translate customer service requirements into logistics requirements Design logistics network Communicate outsourcing needs Develop and maintain delivery service policy Optimize transportation schedules and costs Define key performance measures Plan and manage inbound material flow Plan inbound material receipts Manage inbound material flow Monitor inbound delivery performance Manage flow of returned products Operate warehousing Track inventory deployment Receive.5.5 4.2 4.9 4.1.10.3 4.3 Name Reconcile warranty transaction disposition Manage supplier recovery Create supplier recovery claims Negotiate recoveries with suppliers Evaluate and manage warranty performance Measure customer satisfaction with warranty handling and resolution Monitor and report on warranty management metrics Identify improvement opportunities (e.2.4 4.3.5.5.1 4.8 4.5.PCF ID 12667 19664 19764 19765 19667 19766 Hierarchy ID 4.4.11.4.4.9 4.2.3 4.g.2 4.4.4 4.4.2 4.10.4 4.5.11 4.4.1.5.2 4.4.6 4.5 4.4. and store inbound deliveries Track product availability Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N Y Y N N N N N N Y N N N N Y N N N 41 of 733 .1 10344 10345 10346 10347 10348 10339 10349 10350 10351 10352 10340 10353 10354 10355 4. inspect.4 4.5.10.4.1 4.12 4.4.4.3 4.11.5.3 4.11.1.5 4.4.5.1 4.4.4.6 4.10.10.4.4.4.4.11.11.1 4.4.4.7 4.2.4.4.5.5.10.1 4.4.10.3 4.2 4.2.3.6 4.3 4.2 4.10. process.1 12676 19767 4.11.1.11.3.4.11.10.4.12.11.3.5.

5 4.5.5 4.4 4. and ship product for delivery N Track inventory accuracy N N Track third-party logistics storage and shipping performance Manage physical finished goods inventory N Operate outbound transportation Y Plan.7.6.6.4 4.5.2 4.8 4. manage reverse logistics Y Authorize and process returns N Perform reverse logistics N Perform salvage activities N Manage and process warranty claims N Manage repair/refurbishment and return to customer/stock N Plan material handling and storage N Collect and analyze material handling and storage N information Determine material capacity requirements N Determine material handling requirements N Identify requirements to modify facilities layout N Identify changes to material handling N Identify changes to material storage systems/procedures N Define stock placement strategies.3 4.4.6. pack. and fleets N Manage returns.6 4. transport.6 4.5.2 12182 12183 4.8.7.5.5.7.4.4.5.1 12161 12162 12163 12164 12165 12166 4.5. procedures.5.5.5.8.5.5. carriers.6.5.8.5.4.3 4.3.5. procedures.3 4. procedures. and systems N Define stock retrieval strategies.5.8 4.5.4 4. location and movement N Recognize transfer requests (internal move/external move) N Locate stock N Prepare stock for movement N Physically move stock N Maintain inventory status N Perform physical inventory procedures N Collect.7 4.5.5.1 4.5.5.5.6 4.5.4 4.5.5 4.5.4.6.9 4.3. and analyze logistics N Identify obsolete goods for disposition N Adjust inventory N Manage hazardous materials and waste N Maintain material safety data sheets N Maintain awareness of and communicate regulatory N requirements Maintain hazardous material handling and disposal N Manage compliance audits N Copyright 2015 APQC and IBM 42 of 733 .3 4.8.1 4.6.3.5.5 4.6.4 Metrics Name available? Pick.7 12167 12168 12169 12170 12171 12172 12173 12174 12175 12176 12177 12178 12179 12180 12181 4.7.5.5.5 4.5.5.2 4.5.1 4.5.5.5.6.6.5.4 4.5.5.5.7.PCF ID 10356 10357 10358 10359 10341 10360 10361 10362 10363 12137 12145 10342 10364 10365 10366 10367 14195 12159 12160 Hierarchy ID 4.5.5.7.2 4.5.3 4.6 4.6 4.5.7.7.4 4.9 4.7 4.7 4.5 4.1 4.5.3. report.7.5.5.4.5.5.8 4.2 4. and deliver outbound product N Track carrier delivery performance N Manage transportation fleet N Process and audit carrier invoices and documents N Prepare package and shipment N Manage shipping. and N systems Define stock location strategies. and systems N Manage inventory storage.

containers.5 4.9.9.9 4.3 4.PCF ID 12184 12185 12186 12187 12188 12189 12190 12191 12192 12193 12194 12195 Hierarchy ID 4.5.8.5.5.6 4.8.8.7 4.9.5.5.5.7 Name Recognize need to disposition hazardous materials/waste Determine disposition and associated processing Manage disposition.4 4.6 4.2 4.5 4.9.5. disposal.1 4.5.8 4.5.9.5.9.5.8.5. reprocessing activities Manage documentation and reporting Manage kitting operations Define kitting requirements Request materials Build kits Issue materials to kits/consumption Prepare kits for transfer Manage returnable fixtures. and tools Manage labeling of kits Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N 43 of 733 .9.

1.1.2.2.2 Plan and manage customer service operations Y 5.1 Solicit customer feedback on complaint handling and N resolution 5.3 Respond to customer requests/inquiries N 5.3.2.g.3.2.2.2 Route customer complaints N 5.2.3.2 Measure customer satisfaction with customer-complaint N handling and resolution 5.3.0 Manage Customer Service Y 5.2.3 Track work force utilization N 5.4 Respond to customer complaints N 5.2.1.3.1.1 Measure customer satisfaction with customer N requests/inquiries handling 5.3 Manage customer complaints N 5.2.1.3 Measure customer satisfaction with products and services N 5.3 Establish service levels for customers Y 5.3.3.3.1.1 Forecast volume of customer service contacts N 5.2.2 Analyze feedback of customer's needs N 5.4 Support customer order status inquiry N 5.5 Support customer deliver status inquiry N 5.2 Route customer requests/inquiries N 5. N tiers) 5.3.3.2.2.3.2.1.1 Plan and manage customer service work force Y 5.2.2 Analyze customer service satisfaction data and identify N improvement opportunities 5.3.5 Support customer complaints and service N 5.1 Develop customer service segmentation/prioritization (e.1 Receive customer complaints N 5.1 Analyze existing customers N 5.1.3.2 Manage customer requests/inquiries and provide support N 5.3.4 Monitor and evaluate quality of customer interactions with N customer service representatives 5.PCF ID 10006 10378 10381 10384 10385 10382 10383 10379 10387 10390 10391 10392 10393 12196 10394 10395 10396 12197 12198 12199 10389 10397 10398 10399 10400 12200 10380 19774 10405 10406 10402 11236 11237 10403 11238 11239 Hierarchy Metrics ID Name available? 5.1.1.3 Measure and evaluate customer service operations Y 5.2.2.6 Support customer financial inquiry N 5.2.2.3.1 Gather and solicit post-sale customer feedback on products N and services 5.2 Define customer service policies and procedures N 5.3.1.1.1 Solicit customer feedback on customer service experience N 5.2 Solicit post-sale customer feedback on ad effectiveness N Copyright 2015 APQC and IBM 44 of 733 .2.1 Receive customer requests/inquiries N 5.1.2.2 Schedule customer service work force N 5.2.2.1 Develop customer care/customer service strategy Y 5.3 Resolve customer complaints N 5.2.2.2 Analyze customer complaint data and identify improvement N opportunities 5.2.2..

4 Copyright 2015 APQC and IBM Name Analyze product and service satisfaction data and identify improvement opportunities Provide customer feedback to product management on products and services Metrics available? N N 45 of 733 .3.3.PCF ID 11240 Hierarchy ID 5.3.3 11241 5.3.

5 Communicate HR strategies 6.1.1 Determine recruitment methods 6.1.1.1.6 Develop other HR programs 6.2 Develop and implement workforce strategy and policies 6.3 Manage recruitment vendors 6.3.1.4 Manage employee referral programs Copyright 2015 APQC and IBM Metrics available? Y N N N N N N N N N N N N N N N N N N N N N N N N N Y N N N N N N N N N N N N N N 46 of 733 .3.2.1.1.2.4 Post requisitions 6.7 Notify hiring manager 6.1.1.2.4 Establish HR measures 6.9 Plan employee benefits 6.5 Develop employee diversity plan 6.2.PCF ID 10007 17043 17044 10418 10419 10420 10421 10422 10432 17045 10423 10424 10425 10426 10427 10428 10429 10430 10431 10433 10417 10434 10435 10436 10438 17046 10410 10439 10445 10446 10447 10448 10449 10450 10451 10452 10440 10453 10454 10455 17047 Hierarchy ID Name 6.2.2.1 Measure realization of objectives 6.4 Develop succession plan 6.1.8 Manage requisition dates 6.2.2.1.5 Manage internal/external job posting Web sites 6.2 Recruit.6 Modify requisitions 6.2 Develop and open job requisition 6.1 Gather skill requirements according to corporate strategy and market environment 6.1.1 Develop human resources strategy 6.3.2.2.1. and policies 6.1.1.2. and strategies 6.2.10 Develop workforce strategy models 6.3 Monitor and update strategy.6 Develop strategy for HR systems/technologies/tools 6.0 Develop and Manage Human Capital 6.2.3 Develop compensation plan 6.1.3 Determine HR costs 6.1.1.2. policies.2 Plan employee resourcing requirements per unit/organization 6.2.3.3 Communicate plans and provide updates to stakeholders 6.7 Develop HR policies 6.1.2.1.4 Develop competency management models 6.1.2.1.2.2 Perform recruiting activities/events 6. plans.1.2.3 Develop job descriptions 6.1.1.2.1 Identify strategic HR needs 6.2. source.1.1. and select employees 6.1.1 Manage employee requisitions 6.2 Recruit/Source candidates 6.2.2.2.2.1.1.2 Define HR and business function roles and accountability 6.4 Review and revise HR plans 6.1.1.1.1.1.8 Administer HR policies 6.2.1.1.2.2 Measure contribution to business strategy 6.1 Align staffing plan to workforce plan and business unit strategies/resource needs 6.1 Develop and manage human resources (HR) planning.1.2.

3.4.3 10493 6.1 6.2.1.3 6.3.5 6.2.3.4.1 6.1 6.3 6.5.4 6.4.1 10498 6.3.2 6.2.3.2.3. and manage employee and/or management training programs Manage employee relations Manage labor relations Manage collective bargaining process Manage labor management partnerships Manage employee grievances Reward and retain employees Develop and manage reward.3.4 6.4.4.3.3.3.3.2 6.4.2 6.PCF ID 17048 17049 10456 10457 10458 10459 10460 10443 10463 10464 10465 10444 10466 10467 10468 10411 10469 10474 11243 Hierarchy ID 6.3 6.5.2.2.3.3.3 6.3.2 6.1.3.3 6. and motivation programs Develop salary/compensation structure and plan Copyright 2015 APQC and IBM Metrics available? N N N N N N N Y N N N N N N N Y Y N N N Y N N N Y N N N Y N N N Y N N N N N Y N N 47 of 733 .2.3 6.3 6.4.1 6.2.4 6.4.3.2.5 6.2.2.2.1 Name Monitor recruitment channels Screen and select candidates Identify and deploy candidate selection tools Interview candidates Test candidates Select and reject candidates Obtain candidate background information Manage new hire/re-hire Draw up and make offer Negotiate offer Hire candidate Manage applicant information Create applicant record Manage/track applicant data Archive and retain records of non-hires Develop and counsel employees Manage employee orientation and deployment Create/maintain employee on-boarding program Evaluate the effectiveness of the employee on-boarding program Execute onboarding program Manage employee performance Define performance objectives Review.2.1.1 6.2 6.2.2.2 17050 10470 10479 10480 10481 10472 10487 10488 17051 10473 10490 10491 10492 6.2 6. recognition.2.4 6.3.3 6.5. conduct.3. and manage employee performance Evaluate and review performance program Manage employee development Define employee development guidelines Develop employee career plans Manage employee skills development Develop and train employees Align employee and organization development needs Align learning programs with competencies Establish training needs by analysis of required and available skills Develop.4.3 6.5.3 6.3.3.2.3.1 6.2.5 6.4. appraise.3.1 6.2.4 17052 10483 10484 10485 10531 10412 17053 6.4 6.5.2 6.5 6.1.3.2 6.3.4.1 6.1 6.3.

3 6.6.7 6.4 6.5 6. and HR policies Administer compensation and rewards to employees Reward and motivate employees Deliver programs to support work/life balance for employees Manage and administer benefits Deliver employee benefits program Administer benefit enrollment Process claims Perform benefit reconciliation Manage employee assistance and retention Administer Payroll Re-deploy and retire employees Manage promotion and demotion process Manage separation Manage retirement Manage leave of absence Develop and implement employee outplacement Manage deployment of personnel Relocate employees and manage assignments Manage expatriates Manage employee information and analytics Manage reporting processes Manage employee inquiry process Manage and maintain employee data Manage human resource information systems (HRIS) Develop and manage employee metrics Develop and manage time and attendance systems Review retention and motivation indicators Manage/Collect employee suggestions and perform employee research Manage employee communication Develop employee communication plan Deliver employee communications Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N Y Y N Y N N N N N N N N Y N N N N N N N N N 48 of 733 .5.2.1.2.7 6.5.3 6.8.5.7. benefits.6.5.4 6.5 6.7.PCF ID 10499 10500 10501 Hierarchy ID 6.5 6.5.1.8 6.2.1 6.1.4 6.2 Name Develop benefits and reward plan Perform competitive analysis of benefit and rewards Identify compensation requirements based on financial.5.7.5.6.2 6.1 6.7.8 6.5.2 6.6 6.3 6.5.2 6.6.5.7.6.6.6.2 6.5.1 6.6 6.6 6.7.3 6.7.7 6.2 6.8.8 17057 10529 10532 6.7.1.6.1 6.7 6.1.2.5.3 6.1.4 6.6 6.4 10502 10503 10508 10495 10504 10505 10506 10507 17054 10497 10413 10512 10513 10514 10515 10516 10517 17055 10520 17056 10522 10523 10524 10525 10526 10527 10510 10530 6.5.

2.1.1.2 7.1.2.4 Define and establish IT architecture and development N standards 7.4 Act as clearinghouse for IT research and innovation N 7.6 Establish IT governance organization and processes N 7.5.2 Define the enterprise architecture N 7.2. guidelines.5.2 Confirm enterprise architecture maintenance approach N 7.1.1 Build strategic intelligence N 7.3.1.2.1.1.1.2.1.1.4.2.2.5 Evaluate and communicate IT business value and performance Y 10625 10626 10627 10564 10578 11244 7.2 7.3 Define strategic standards.5.2.1.2.1.5 Govern the enterprise architecture N 7.5 10579 10640 7.2.2.1.1.2.1.1 Research technologies to innovate IT services and solutions N 7.1.1.3 7.2 7.2.1.3 Maintain the relevance of the enterprise architecture N 7.1 Develop the enterprise IT strategy Y 7.5 Define strategic vendors for IT components N 7.4.1.1.1 Establish the IT portfolio N 7.2 Transition viable technologies for IT services and solutions N development 7.4 11248 7.1.1.2.1 7.1.2 Analyze and evaluate the value of the IT portfolio for the N enterprise 7.1.3.3.1.10575 Hierarchy Metrics ID Name available? 7.1.1.1.3 7.1 Establish the enterprise architecture definition N 7.1. and principles N 7.4 Perform IT research and innovation N 7.3 Provision resources in accordance with strategic priorities N 7.1.1.0 Manage Information Technology Y 7.1.1 7.2 Identify long-term IT needs of the enterprise in N collaboration with stakeholders 7.1 11245 7.2 11246 11247 7.1.1 Manage the business of information technology Y 7.3 Manage the IT portfolio N 7.1.1 PCF ID 10008 10563 10570 10603 10604 10605 10606 10607 10608 10609 10571 10611 10612 10613 10614 10615 10572 10616 10617 10618 10573 10620 10621 Establish and monitor key performance indicators Evaluate IT plan performance Communicate IT value Develop and manage IT customer relationships Develop IT services and solutions strategy Research IT services and solutions to address business and user requirements Translate business and user requirements into IT services and solutions requirements Formulate IT services and solutions strategic initiatives Coordinate strategies with internal stakeholders to ensure alignment Evaluate and select IT services and solutions strategic initiatives Develop and manage IT service levels Create and maintain the IT services and solutions catalog Copyright 2015 APQC and IBM N N N Y Y N N N N N N N 49 of 733 .1.7 Build strategic plan to support business objectives N 7.1.1.

3 7.5.4. and data protection N strategies and levels Test.2.5 7.3. logical relationships and constraints.3.4.1.4.5.1.2. evaluate. and derivation rules Define information access requirements Establish data custodianship Manage changes to content data architecture requirements Manage information resources Define the enterprise information/data policies and standards Copyright 2015 APQC and IBM N N Y N N N N Y N 50 of 733 .3 10653 11220 7.4.4.2.2 10646 10581 10647 10648 10649 7.2. taxonomy. and data protection N controls Establish information security.2.4.PCF ID 10641 Hierarchy ID 7.1 Metrics Name available? Establish and maintain business and IT service level N agreements Evaluate and report service level attainment results N Communicate business and IT service level improvement N opportunities Perform demand side management (DSM) for IT services N Analyze IT services and solutions consumption and usage N Develop and implement incentive programs that improve N consumption efficiency Develop volume/unit forecast for IT services and solutions N Manage IT customer satisfaction Y Capture and analyze customer satisfaction N Assess and communicate customer satisfaction patterns N Initiate improvements based on customer satisfaction N patterns Market IT services and solutions N Develop IT services and solutions marketing strategy N Develop and manage IT customer strategy N Manage IT services and solutions advertising and N promotional campaigns Process and track IT services and solutions orders N Develop and implement security.3.1.2.1 7.2 10565 10583 10654 7.2.2 7. composite structure.1 10655 7.1 11231 7.4.2 7.2.1 10658 10659 10660 10585 10661 7.2.2.4 7.3 7.3 10582 10650 10651 10652 7.5.1 7.4 7.3.2.2.3 7.4.4 10580 10644 10645 7.4.4 7.2.2.5.2.2 10656 7.3.4 7.2.3 10584 10657 7.3 7. privacy.4.3.2 7.2. and implement information security and privacy N and data protection controls Manage enterprise information Y Develop information and content management strategies Y Understand information and content management needs N and the role of IT services for executing the business strategy Assess the information and content management implications of new technologies Identify and prioritize information and content management actions Define the enterprise information architecture Define information elements.1 7.4.2.1 7.4.2.2 10642 10643 7.4.3 11230 7.2 7. privacy.3 7.4.2.2.2.2.

5.5.4 7.6 7.1 7.2 7.1 10682 10683 10684 10685 10567 10592 10686 10687 7.6. and retirement of enterprise information Develop and maintain information technology solutions Develop the IT development strategy Establish sourcing strategy for IT development Define development processes.1 7.1 7.4 7.5.4.3.5.4 7.3 7.5.5.5.6.4 7.3 7.5.5.4.5.2.6.5.2.4.1.5.3 7.5 7.2 7.6.5.3 7.3 7.1. procedures.2.6 7.2.4.5.4.2 10668 10588 10669 10670 10671 10589 10672 10673 10674 10590 10675 10676 10677 10678 10679 10680 10591 10681 7. revision.6.4.6.5.1 7.2.4.5 7.5.2 7.3 7.2 7.5.5.4.2 7. and tools standards Select development methodologies and tools Perform IT services and solutions life cycle planning Plan development of new requirements Plan development of feature and functionality enhancement Develop life cycle plan for IT services and solutions Develop and maintain IT services and solutions architecture Create IT services and solutions architecture Revise IT services and solutions architecture Retire IT services and solutions architecture Create IT services and solutions Understand confirmed requirements Design IT services and solutions Acquire/Develop IT service/solution components Train services and solutions resources Test IT services/solutions Confirm customer acceptance Maintain IT services and solutions Understand upkeep/enhance requirements and defect analysis Design change to existing IT service/solution Acquire/Develop changed IT service/solution component Test IT service/solution change Retire solutions and services Deploy information technology solutions Develop the IT deployment strategy Establish IT services and solutions change policies Define deployment process.5. and tools standards Select deployment methodologies and tools Plan and implement changes Plan change deployment Communicate changes to stakeholders Administer change schedule Train impacted users Copyright 2015 APQC and IBM Metrics available? N Y N N N Y Y N N N N N N N N N N N Y N N N N N N Y N N N N N Y N N N N N N N N N 51 of 733 .4.5.5.5.5.5 7.5.5.1.2.4.5.5.6.4.4 Name Develop and implement data and content administration Perform enterprise data and content management Define sources and destinations of content data Manage technical interfaces to users of content Manage retention.2.1.6.2 7.5.1.5 7.1 7.5. methodologies.2 7.3 7.1 7.4.3 7.5.3.1 7.1 7.2 7.PCF ID 10662 10586 10663 10664 10665 Hierarchy ID 7.2 7.4.3 10566 10587 10666 10667 7.4.3.1.2 10688 10593 10689 10690 10691 10692 7.3.1 7.6.

4 7.3 7.7.1.2.3.3.7.3 7.7.7.4.3 7.4.7.2 7.6 7.5.7.7.PCF ID 10693 10694 10594 10695 10696 10697 10698 10568 10595 10699 10700 10701 10596 10702 10703 10597 10704 10705 10598 10706 10707 10599 10708 10709 10710 10711 10712 10713 10714 Hierarchy ID 7.3.4 7.3 7.4 7.5.2 7.2 7.7.7.3 7.6.1 7.2 7.7.7.1 7.2.5.7.5 7.6.7.6.7 Metrics Name available? Distribute and install change N Verify change N Plan and manage releases N Understand and coordinate release design and acceptance N Plan release rollout N Distribute and install release N Verify release N Deliver and support information technology services Y Develop IT services and solution delivery strategy N Establish sourcing strategy for IT delivery N Define delivery processes.1 7.3.6.1.1.7.3.7.5 7.1 7.7.1 7.5 7.5.7 7.6.2 7.3.7.6 7.6. and tools standards N Select delivery methodologies and tools N Develop IT support strategy N Establish sourcing strategy for IT support N Define IT support services N Manage IT infrastructure resources N Manage IT inventory and assets N Manage IT resource capacity N Manage IT infrastructure operations N Deliver IT services and solutions N Perform IT operations support services N Support IT services and solutions Y Manage availability N Manage facilities N Manage backup/recovery N Manage performance and capacity N Manage incidents N Manage problems N Manage inquiries N Copyright 2015 APQC and IBM 52 of 733 .5.7.6. procedures.1 7.7.7.2 7.5.1 7.5.2.2 7.7.2.

3 Perform cost management Y 8.4 Manage and process collections Y Copyright 2015 APQC and IBM 53 of 733 .1.1.PCF ID 17058 10728 10738 10771 10772 10773 10739 10774 10775 10776 10777 11175 10740 10778 10779 10780 10781 10741 10782 10783 10784 10785 10786 10787 10788 10729 10742 10789 10790 10791 10792 10793 10743 10794 10795 10796 10797 10798 10744 10799 10800 10801 10802 10803 10745 Hierarchy Metrics ID Name available? 8.1.2.2.2.1.3.4.1 Perform planning/budgeting/forecasting Y 8.1.6 Prepare activity-based performance measures N 8.1.1.2.3 Perform product costing N 8.2.4 Prepare AR reports N 8.2.4 Evaluate and manage financial performance Y 8.1.2 Invoice customer Y 8.1.1.2.4 Post receivable entries N 8.1.1.2.1 Perform planning and management accounting Y 8.4 Perform variance analysis N 8.2 Perform revenue accounting Y 8.1.4.1.3.3 Transmit billing data to customers N 8.5 Track performance of new customer and product strategies N 8.5 Reinstate or suspend accounts based on credit policies N 8.1.3.2.1 Establish AR policies N 8.1 Determine key cost drivers N 8.1.3.1.4 Produce credit/collection reports N 8.1.3.1.1.2.2.2.1.2 Evaluate new products N 8.4.2.2 Analyze/Approve new account applications N 8.1.2 Receive/Deposit customer payments N 8.5 Report on profitability N 8.3 Prepare periodic financial forecasts N 8.2.2.2 Prepare periodic budgets and plans N 8.1.2 Generate customer billing data N 8.3.1 Perform inventory accounting N 8.4 Manage asset resource deployment and utilization N 8.1.1.1.2.3.3 Apply cash remittances N 8.4.4 Optimize customer and product mix N 8.3 Review existing accounts N 8.1 Process customer credit Y 8.2.2.0 Manage Financial Resources N 8.1 Establish credit policies N 8.2.3 Process accounts receivable (AR) Y 8.4.5 Post AR activity to the general ledger N 8.2.5 Resolve customer billing inquiries N 8.3.2.3 Determine critical activities N 8.2.2 Perform cost of sales analysis N 8.2.4.2.2 Measure cost drivers N 8.1.1 Maintain customer/product master files N 8.3.2.2.1.1.2 Perform cost accounting and control Y 8.2.1.1 Assess customer and product profitability N 8.1 Develop and maintain budget policies and procedures N 8.1.4.3 Perform life cycle costing N 8.2.7 Manage continuous cost improvement N 8.2.

2.3.5.3.3 8.4..3.3. N revaluations. enhancements.3.3.3.2.2 Metrics Name available? Establish policies for delinquent accounts N Analyze delinquent account balances N Correspond/Negotiate with delinquent accounts N Discuss account resolution with internal parties N Process adjustments/write-off balances N Manage and process adjustments/deductions Y Establish policies/procedures for adjustments N Analyze adjustments N Correspond/Negotiate with customer N Discuss resolution with internal parties N Prepare chargeback invoices N Process related entries N Perform general accounting and reporting Y Manage policies and procedures Y Negotiate service level agreements N Establish accounting policies N Set and enforce approval limits N Establish common financial systems N Perform general accounting Y Maintain chart of accounts N Process journal entries N Process allocations N Process period end adjustments (e.2 8.PCF ID 10804 10805 10806 10807 10808 10746 10809 10810 10811 10812 10813 10814 10730 10747 10815 10816 10817 10818 10748 10819 10820 10821 10822 Hierarchy ID 8.3.2.3.2. accruals.5.2.5 8.3. statutory.1.1 8.1.2.1 8.4.2 8.4 8.4 10832 8.3 8.3.4 8.3.2.3.2 8.6 8.g.3.3 8.1.2.5 8.4 8.5 10833 10834 10835 10836 8.3.3. and N regulatory reporting Perform financial reporting Y Prepare business unit financial statements N Prepare consolidated financial statements N Copyright 2015 APQC and IBM 54 of 733 .2.3.2.3.3.2.) Post and reconcile intercompany transactions N Reconcile general ledger accounts N Perform consolidations and process eliminations N Prepare trial balance N Prepare and post management adjustments N Perform fixed asset accounting Y Establish fixed asset policies and procedures N Maintain fixed asset master data files N Process and record fixed asset additions and retires N Process and record fixed asset adjustments.3.2.3 8.3.3.3.9 8.1 8.4.2 8.4.3.4 8.4.2 8.3.2. and transfers Process and record fixed asset maintenance and repair N expenses Calculate and record depreciation expense N Reconcile fixed asset ledger N Track fixed assets including physical inventory N Provide fixed asset data to support tax.2.3 8.5 8.4.5.1 8.1 8.2.5 8.3.3.1 8.8 8.2 8.2.3.1.8 8.2.4.3.3 8.4 10823 10824 10825 10826 10827 10749 10828 10829 10830 10831 8.5.2.6 8.2.3.3.1 8.3 8.5.3.3. etc. currency N conversions.2.3.3.2.7 8.9 10750 10837 10838 8.6 8.3.3.5.7 8.

overtime.2.3 8.4 8.4 8.5.2 8.3 8.2 8.1.2 8.3.3 8.5.5.5.2.1 8.3.3.1.4 8.1.4.3.4.4.1 8.2. and other hours N Analyze and report employee utilization N Manage pay Y Enter employee time worked into payroll system N Maintain and administer employee earnings information N Maintain and administer applicable deductions N Monitor changes in tax status of employees N Process and distribute payments N Process and distribute manual checks N Process period end adjustments N Respond to employee payroll inquiries N Process payroll taxes Y Calculate and pay applicable payroll taxes N Produce and distribute employee annual tax statements N File regulatory payroll tax forms N Process accounts payable and expense reimbursements Y Process accounts payable (AP) Y Verify AP pay file with purchase order vendor master file N Maintain/manage electronic commerce N Process financial accruals and reversals N Respond to AP inquiries N Copyright 2015 APQC and IBM 55 of 733 .2 8.5.8 8.3 8.1 8.5.6.1.2.4.5.2.4.4 Metrics Name available? Perform business unit reporting/review management N reports Perform consolidated reporting/review of cost management N reports Prepare statements for board review N Produce quarterly/annual filings and shareholder reports N Produce regulatory reports N Manage fixed asset project accounting Y Perform capital planning and project approval Y Develop capital investment policies and procedures N Develop and approve capital expenditure plans and N budgets Review and approve capital projects and fixed asset N acquisitions Conduct financial justification for project approval N Perform capital project accounting Y Create project account codes N Record project-related transactions N Monitor and track capital projects and budget spending N Close/capitalize projects N Measure financial returns on completed capital projects N Process payroll Y Report time Y Establish policies and procedures N Collect and record employee time worked N Analyze and report paid and unpaid leave N Monitor regular.2 8.1.3.2.4 10841 10842 10843 10731 10751 10844 10845 10846 8.5.5.5.2.6.1.5.4.4.3 8.7 8.2.6.1.4 8.1.7 8.3 8.2.2 8.5.1.4.1 8.5.2.2 8.1.1.4 8.2.3.5 8.2.5 8.3.1 8.5.4.5.1 8.6 8.2.5 8.3 8.1 8.5 8.5 8.6.6 8.4.5.3.4.4.4.4.3 10847 10752 10848 10849 10850 10851 10852 10732 10753 10853 10854 10855 10856 10857 10754 10858 10859 10860 10861 10862 10863 10864 10865 10755 10866 10867 10868 10733 10756 10869 10870 10873 10877 8.4.5.5.PCF ID 10839 10840 Hierarchy ID 8.2 8.1.6 8.6.5.4.1.1 8.1 8.

3 8.5 8.3 10904 8.6.1.6.5 8.6 8.6 8.5 8.PCF ID 10878 10879 12213 12214 12215 10871 12217 19775 10872 10874 10875 10876 10757 10880 Hierarchy ID 8.1.9 8.4 Name Retain records Adjust accounting records Match receipts with purchase orders Perform evaluated receipt settlement Process invoices Audit invoices and key data in AP system Process recurring invoices Process one-time invoices Approve payments Process taxes Research/resolve exceptions Process payments Process expense reimbursements Establish and communicate expense reimbursement policies and approval limits Capture and report relevant tax data Approve reimbursements and advances Process reimbursements and advances Manage personal accounts Manage treasury operations Manage treasury policies and procedures Establish scope and governance of treasury operations Establish and publish treasury policies Develop treasury procedures Monitor treasury procedures Audit treasury procedures Revise treasury procedures Develop and confirm internal controls for treasury Define system security requirements Manage cash Manage and reconcile cash positions Manage cash equivalents Process and oversee electronic fund transfers (EFTs) Develop cash flow forecasts Manage cash flows Produce cash management accounting transactions and reports Manage and oversee banking relationships Analyze.2 8.3.9.7.6.7.7.1.7.2.9.7.3 8.7.6.4 8.1.2.7.9.1 10881 10882 10883 10884 10734 10758 10885 10886 10887 10888 10889 10890 10891 10892 10759 10893 10894 10895 10896 10897 10898 8.1 8.2 8.5 8.1.6.7.1 8.6 8.7.9. negotiate.7 8.3 8.3.5 8.1.7.1.7.7.1.1.1.6.2 8.6.1 8.7.2 8.7 8.7 8.2.2 8.2.7.6.2.2.6.1 8.7.3.9.6.4 8.1 8.6.7.2.7.1.1.8 8.1.2.8 8.2.1.7.6.2.2 8.1.7.1.6.6.7.7.2.9.4 8. and confirm bank fees Manage in-house bank accounts Manage in-house bank accounts for subsidiaries Manage and facilitate inter-company borrowing transactions Manage centralized outgoing payments on behalf of subsidiaries Manage central incoming payments on behalf of subsidiaries Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N Y Y N N N N N Y N N N N N N N N N Y N N N N N N N N N N N N N 56 of 733 .3 8.7 8.6.1.7.1.7 8. resolve.2.2.1.6.7.8 8.3 8.6.3.1.2 8.6.6 10899 10900 10760 10901 10902 10903 8.9.4 8.

2.9 8.8.3.3.4.7 8. business partners) N Report to internal management N Manage taxes Y Develop tax strategy and plan N Develop foreign.8.8.4 8.8.5 8.6 8.7.6. etc.7.2 10925 10926 10736 10765 10927 8.7.6 10764 10923 10924 8.1 8.8.3 8.3.9.8.5 8.1 8.3.2.6. Report to third parties (e.3.4.3 8.2.7.7.4.2 Metrics Name available? Manage internal payments and netting transactions N Calculate interest and fees for in-house bank accounts N Provide account statements for in-house bank accounts N Manage debt and investment N Manage financial intermediary relationships N Manage liquidity N Manage issuer exposure N Process and oversee debt and investment transactions N Process and oversee foreign currency transactions N N Produce debt and investment accounting transaction reports Process and oversee interest rate transactions N Maintain bank account information N Monitor and execute risk and hedging transactions Y Manage interest rate risk N Manage foreign exchange risk N Manage exposure risk N Develop and execute hedging transactions N Evaluate and refine hedging positions N Produce hedge accounting transactions and reports N Monitor credit N Manage internal controls Y Establish internal controls policies and procedures Y Establish board of directors and audit committee N Define and communicate code of ethics N Assign roles and responsibility for internal controls N Define business process objectives and risks N Define entity/unit risk tolerances N Operate controls and monitor compliance with internal controls Y policies and procedures Design and implement control activities N Monitor control effectiveness N Remediate control deficiencies N Create compliance function N Operate compliance function N Implement and maintain controls-related enabling N technologies and tools Report on internal controls compliance Y Report to external auditors N Report to regulators.8.7.6.1.2.5 8.8.1 8.1 8.7.g.7.7.6.4.7.3.8 8. securities N exchanges.8.4.2 8.9.5 8.3 8.6 8.3 8.3.8.7.4.6 8.8..3 8.4 8.5 8.8.1.4 8.2 8.7.7.8.7.PCF ID 10905 10906 10907 10761 10908 10909 10910 10911 10912 10913 14210 12218 11208 11209 11210 11211 11212 11213 11214 11215 10735 10762 10914 10915 10916 11250 11251 10763 Hierarchy ID 8. share/debt-holders. and local tax strategy N Copyright 2015 APQC and IBM 57 of 733 .6.3 8.8.7.2 8.7 8.8.7.2 10917 10918 10919 10920 10921 10922 8.7 8. state.8.4.7.1. national.8.1 8.6.1.7.6 8.4 8.8.4 8.1.7.2.2.6.1 8.7.4 8.5 8.2 8.1 8.

5.5.9.11.1 8.3 8.9 Name Consolidate and optimize total tax plan Maintain tax master data Process taxes Perform tax planning/strategy Prepare returns Prepare foreign taxes Calculate deferred taxes Account for taxes Monitor tax compliance Address tax inquiries Manage international funds/consolidation Monitor international rates Manage transactions Monitor currency exposure/hedge currency Report results Perform global trade services Screen sanctioned party list Control exports and imports Classify products Calculate duty Communicate with customs Document trade Process trade preferences Handle restitution Prepare letter of credit Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N 58 of 733 .4 8.5.7 8.4 8.PCF ID 10928 10929 10766 10930 10931 10932 10933 10934 10935 10936 10737 10767 10768 10769 10770 17059 14090 14091 14092 14093 14094 14095 14096 14097 14098 Hierarchy ID 8.2 8.11 8.10.5 8.5.10.11.9.9.8 8.9.1 8.5 8.11.4 8.2 8.11.4 8.3 8.11.10 8.1 8.9.10.11.11.11.5.6 8.9.5 8.5.7 8.2 8.10.9.6 8.11.3 8.9.3 8.5.9.9.

4 Augment existing assets 9.3 Construct new assets 9.2.2.2 Obtain resources 9.2 Analyze budget 9.1.2.4.3 Select property 9.1.2.2.3.3 Design assets 9.1 Monitor work performance 9.2.2.3.2.1.2 Change fit/form/function of workspace and assets 9.2.1 Perform construction performance management 9.3.3.1.2.1 Confirm alignment of property requirements with business strategy 9.0 Acquire.2.2.2 Obtain construction permissions 9.1.1.3.2.5 Renew/Replace assets 9.5 Manage construction or modification to building 9.2.1.3.2.4.1.1.1.2.1.1 Design / define maintenance facility 9.2.4.1.1 Develop property strategy and long-term vision 9.4 Manage safety.3 Plan facility 9.2.1 Schedule work 9.4. and modify sites 9.2.3 Manage asset construction 9.2.1.4 Plan construction resources 9. Construct.1.1 Manage capital program for productive assets 9.3.2 Develop.2.1.1.4.2 Monitor capital program 9.1.1. security.1 Schedule commissioning Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 59 of 733 .3 Secure construction financing 9.1 Design and construct/acquire buildings and facilities 9.2 Design and plan asset construction 9.3.1.1.4 Schedule and perform construction works 9. construct.1.2. and Manage Assets 9.2.2.2.2.5.2.4 Perform construction 9.1 Develop construction strategy 9.3 Make build-or-buy decision 9.1.1.4 Negotiate terms for facility 9.PCF ID 19207 10937 10941 10955 10956 10957 10942 11276 11277 11278 11279 10943 10958 19776 10959 10960 10961 10962 10944 10963 10964 19208 19209 19210 19211 19212 19219 19220 19221 19222 19223 19224 19225 19226 19227 19228 19229 19230 19231 19232 19233 19234 11280 19235 Hierarchy ID Name 9.1.2.1.5 Commission new assets 9.4 Provide workspace and assets 9.1 Acquire workspace and assets 9.2 Design and construct productive assets 9.4.3.3.1. and access to sites 9.3 Create work and asset records 9.1 Design facility 9.4.2.2 Undertake quality control 9.2.2 Assess the external environment 9.3 Perform construction design and planning 9.1 Define capital investment plan 9.2 Obtain construction permissions 9.

6 9.3.2 9.3.3.5 9.2.3.3.5.2.2.3.1.3.4.3.1.1 9.2 9.1.4.5 9.3.3 9.1 9.2 9.3 9.3.3.3.3.3.3.4.3.3.3.2 9.4 9.1 9.3 9.2.PCF ID 19236 19237 19238 19239 19240 10967 19241 10968 19242 19243 19244 19245 19246 19247 19248 19249 19250 19251 19252 19253 10947 19254 19255 19256 19257 10940 10952 19258 10953 10954 Hierarchy ID 9.2.4 9.3.3 9.3.7 9.3.4.3.1.2.1 9.1.4 Metrics Name available? Co-ordinate energization with network operations N Capture commissioning records N Maintain assets N Plan asset maintenance N Develop maintenance strategies N Analyze assets and predict maintenance requirements N Specify maintenance policies N Integrate preventive maintenance into operations schedule N Identify work management tasks and priorities N Conduct resource planning N Create work plans N Manage asset maintenance N Schedule work N Obtain required resources N Undertake quality control N Update work and asset records N Manage maintenance work safety N Define maintenance performance targets N Monitor maintenance performance against N targets/contracts Perform asset maintenance N Perform preventative asset maintenance N Perform routine asset maintenance N Perform corrective asset maintenance and repairs N Identify unplanned maintenance requirements N Perform unplanned maintenance and repairs N Dispose of assets N Develop exit strategy N Decommission productive assets N Perform sale or trade N Perform abandonment N Copyright 2015 APQC and IBM 60 of 733 .3 9.4 9.2.2.5.3 9.3 9.3.1.7 9.5 9.3.3.1 9.3.3.1.4 9.2 9.6 9.2 9.2.

1.2.PCF ID 16437 Hierarchy ID Name 10.1.1.5 10.1 10.4 10.1.1.1 10.2.1.1 10.1.4 10.1.2 16442 16443 10.3.2 10.6 10.1.4.3 10.1.2 10.1 16454 10.6 10.0 Manage Enterprise Risk.1.1.4 16450 16451 16452 10.2.2. Compliance.1.1.1.1.2.1.1.1.5 16445 16446 16447 16448 10.2.2.4 10.1.3 10.1.2.4. Remediation and Resiliency 17060 16439 16440 16441 10.4.1 10.1.3 10.2.1.2 10.1.4 16444 10.1.5 10.1.2 10.3 16453 10.2.2.2.1.4.2.2.1. and integrate with existing performance management processes Verify business unit and functional risk mitigation plans are implemented Ensure risks and risk mitigation actions are monitored Report on risk activities Coordinate business unit and functional risk management activities Ensure that each business unit/function follows the enterprise risk management process Ensure that each business unit/function follows the enterprise risk reporting process Manage business unit and function risk Identify risks Assess risks using enterprise risk framework policies and procedures Develop mitigation plans for risks Implement mitigation plans for risks Monitor risks Analyze risk activities and update plans Report on risk activities Manage compliance Establish compliance framework and policies Develop enterprise compliance policies and procedures Implement enterprise compliance activities Manage internal audits Maintain controls-related technologies and tools Manage regulatory compliance Develop regulatory compliance procedures Identify applicable regulatory requirements Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 61 of 733 .1 10.4.3.1.4.4.1 10.1.1 10.2 Manage enterprise risk Establish the enterprise risk framework and policies Determine risk tolerance for organization Develop and maintain enterprise risk policies and procedures Identify and implement enterprise risk management tools Coordinate the sharing of risk knowledge across the organization Prepare and report enterprise risk to executive management and board Oversee and coordinate enterprise risk management activities Identify enterprise level risks Assess risks to determine which to mitigate Develop risk mitigation and management strategy.2 17061 16456 16457 10.3 16449 10.1.1 10.2 16458 16459 16460 16461 16462 17467 17468 17469 17470 14133 14137 16463 16464 16465 10.1.2.7 10.2 10.2.1.

removed.4 16468 10.5 Name Monitor the regulatory environment for changing or emerging regulations Assess current compliance position.3 16467 10.2 10.2.2.4.4.2. defining controls that should be added. on an ongoing and scheduled basis.3 10.8 10. regulatory compliance position and existing controls.5 10.1 10.3.2.3 10.3.2.3 10.3.2 10.2.2. or modified as required Maintain relationships with regulators as appropriate Certify capabilities Manage remediation efforts Create remediation plans Contact and confer with experts Identify/Dedicate resources Investigate legal aspects Investigate damage cause Amend or create policy Manage business resiliency Develop the business resilience strategy Perform continuous business operations planning Test continuous business operations Maintain continuous business operations Share knowledge of specific risks across other parts of the organization Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N Y N N N N N 62 of 733 .2.2.4 10.4.2.4. and identify weaknesses or shortfalls therein Implement missing or stronger regulatory compliance controls and policies Monitor and test.3.3.1 10.2.4 10.6 10.3.PCF ID 16466 Hierarchy ID 10.4 10.2.4.5 16469 10.6 16470 19777 11185 11201 11202 11203 11204 11205 11206 11216 11221 11222 11223 11224 16471 10.7 10.

4.1 Build investor relationships 11.4.4.3.4.2 Report audit findings 11.1.2 Maintain intellectual property rights and restrictions 11.1 Manage copyrights and patents 11.6.5 Process payment for legal services 11.2.5.4.3 Develop and perform preventative law programs 11.4.1 Manage community relations 11.3 Communicate with shareholders 11.6.3 Promote political stability 11.4.4.3 Receive strategy/budget 11.2 Engage/retain outside counsel if necessary 11.4.1 Manage government relations 11.4.2 Execute compliance program 11.4 Manage lobby activities 11.5.5 Manage outside counsel 11.PCF ID 10012 11010 11035 11036 11037 11011 11038 11039 11040 11041 11012 11042 11043 11013 11044 11045 11046 11047 11053 11054 11048 11056 11057 11058 11059 11060 11061 11049 11062 11063 11064 11065 11050 11051 11052 11014 11066 11067 11068 11069 11070 Hierarchy ID Name 11.2 Manage media relations 11.4.8 Provide legal advice/counseling 11.5.3 Administer licensing terms 11.4.0 Manage External Relationships 11.5.3.1 Assess problem and determine work requirements 11.3 Manage relations with board of directors 11.6 Track legal activity/performance 11.2.4.4.4 Receive work product and manage/monitor case and work performed 11.4.4 Ensure compliance 11.5.5.1 Create ethics policies 11.5. build.5.4 Create press releases 11.3 Manage relations with trade or industry groups 11.2.6 Protect intellectual property 11.4.4.4.1.5 Issue press releases Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 63 of 733 .4.5. and manage analyst relations 11.2 Plan.5 Manage public relations program 11.1 Plan and initiate compliance program 11.6.1 Report results 11.5.9 Negotiate and document agreements/contracts 11.2 Manage government and industry relationships 11.1 Plan.4 Administer options 11.5.2 Manage relations with quasi-government bodies 11.4. build.4. and manage lender relations 11.4 Manage legal and ethical issues 11.6.1.2.4.2 Manage corporate governance policies 11.7 Resolve disputes and litigations 11.4.

2 Define and manage process frameworks N 12.1.2 Identify cross-functional processes N 12.2 Manage improvement projects N 12.1.1 Establish and maintain process framework N 12.1.1.2.1.2.2 Analyze processes N 12.1 Define roles and resources N 12.1.2.4 Review and report program performance N 12.1 Define and manage governance approach N 12.6 Develop project measures and indicators N 12.1.2.5.4 Perform process governance activities N 12.2 Manage program stakeholders and partners N 12.5.2.1.1 Identify and select improvement opportunities N 12.1.3 Assign and support process ownership N 12.1.2.2 Develop project plans N 12.2 Manage programs N 12.1.2.2.1 Establish project scope N 12.5 Create business case and obtain funding N 12.1.5 Improve processes N 12.2.2.3.2.2.2.3.2.1 Establish portfolio strategy N 12. and project N 12.1.3.3 Measure and report process performance N 12.1 Identify project requirements and objectives N 12.2.2.1.1.3 Manage projects N 12.2.1 Provide process training N 12. program.1.0 Develop and Manage Business Capabilities Y 12.1.5.1.3 Define processes N 12.PCF ID 10013 16378 16379 16380 16381 16382 16383 16384 16385 16386 16387 16388 16389 16390 16391 16392 16393 16394 16395 16396 16397 16398 16399 16400 16401 16402 16403 16404 16405 16406 16407 16408 16409 16410 16411 11117 16412 11118 11119 11120 11121 16413 11123 11124 Hierarchy Metrics ID Name available? 12.4 Publish processes N 12.4.2.1.2.1.1 Establish and maintain process management governance N 12.1 Scope processes N 12.3.1.1 Establish program structure and approach N 12.2.3 Monitor and control portfolio N 12.1.1.4.4.2 Establish and maintain process tools and templates N 12.2.3.3.3.2 Identify specific IT requirements N Copyright 2015 APQC and IBM 64 of 733 .1.1.2 Define portfolio governance N 12.1.2 Manage portfolio.2.3 Assess culture and readiness for project management N approach 12.3.2.2 Identify project resource requirements N 12.3.1.1.3 Manage program execution N 12.3 Map processes N 12.1.3 Perform continuous improvement activities N 12.1.4 Identify appropriate project management methodologies N 12.1.3.2.2.2 Support process execution N 12.3.2.3.4 Manage process performance N 12.3.1 Manage portfolio N 12.1.1.1.2.1 Manage business processes N 12.3.2.

3.2 12.4 12.2.3.1.3.3.3.1.PCF ID 11125 11127 11128 11129 16414 11131 Hierarchy ID 12.1.3 12.2.3 12.3 12.2.4 12.1 16415 16416 11132 11133 12.1.3.3.1 12.1.2.3.3.3 12.1 12.2.3.3.3.2 12.2.3.4 12.3.3.1.3 12.3.3.3 12.4 12.3.3.3.3.2.2 12.5 16417 16418 17471 17472 17473 17474 17475 17476 17477 17478 17479 17480 17481 17482 17483 17484 17485 17486 17487 17488 17489 17490 17491 17492 17493 17494 17495 17496 17497 17498 12.2 12.4 17499 17500 12.5 12.1.3.1.3.3.6 12.2.2.3.5 12.3.2.5 12.2 12.3.3.3.5 12.4.3.2.3.3 12.2.3.1.2 Name Create training and communication plans Design recognition and reward approaches Design and plan launch of project Deploy the project Execute projects Evaluate impact of project management (strategy and projects) on measures and outcomes Report the status of project Manage project scope Promote and sustain activity and involvement Realign and refresh project management strategy and approaches Review and report project performance Close projects Manage enterprise quality Establish quality requirements Define critical-to-quality characteristics Define preventive quality activities Develop quality controls Define process steps for controls (or integration points) Define sampling plan Identify measurement methods Define required competencies Prove capability to assess compliance with requirements Finalize quality plan Evaluate performance to requirements Test against quality plan Conduct test and collect data Record result(s) Determine disposition of result(s) Assess results of tests Assess sample significance Summarize result(s) Recommend actions Decide next steps Manage non-conformance Assess potential impact Determine immediate action(s) Identify root cause(s) Take corrective or preventative action Close non-conformance Implement and maintain the enterprise quality management system (EQMS) Define the quality strategy Plan and deploy the EQMS scope.3.3.1 12.2.3.1 12.2.2.3.3.3.3.4 12.2 12.2.2.3.3.3.1.4 12.3.2 12.4.2.3.2.3.3.2 12.1 12.4 12.2.3 12.3.2.2.1 12.3.1 12.1 12.1.3 12.3 12.3.3.2.2.3.2.2.2. targets.3.2.1.3. and goals Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 65 of 733 .3.3.2.

6 12.8 12.5 12.3.3.4.3 12.4.1.4.3.13 12.4.4. controls.2 12.1.1 12.1.3.4.4.4.4.4.2.4 12.4.3 12.3.3.1.4.4.1.4.4.2.4.4.3 12.4 19778 17503 17504 12.2.1 12.9 12.7.7.1 12. and measures Set service level standards Assess the EQMS performance Create environment and capability for EQMS improvement(s) Reward quality excellence Create and maintain quality partnerships Maintain talent capabilities and competencies Incorporate EQMS messaging into communication channels Assure independent EQMS management access to appropriate authority in the organization Transfer proven EQMS methods Manage change Plan for change Select process improvement methodology Assess readiness for change Determine stakeholders Engage/Identify champion Form design team Define scope Understand current state Define future state Conduct organizational risk analysis Assess cultural issues Establish accountability for change management Identify barriers to change Determine change enablers Identify resources and develop measures Design the change Assess connection to other initiatives Develop change management plans Develop training plan Develop communication plan Develop rewards/incentives plan Establish change adoption metrics Establish/Clarify new roles Identify budget/roles Implement change Create commitment for improvement/change Re-engineer business processes and systems Support transition to new roles or exit strategies for incumbents Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 66 of 733 .4.4.4.4.3. standards.5 12.1.4.4.4.7 17505 17506 17507 17508 12.1.10 12.1 12.6 12.4.11 12.1.14 12.4.5 12.7 12.2 12.2. and metrics Develop and document EQMS policies.1.1.7 12.4 12.2.1.3.4.3.1.5 17510 11074 11134 11138 11139 11140 11141 11142 11143 11144 11145 11146 11147 11148 11149 11150 11151 11135 11152 11153 11154 11155 11156 11157 11158 11159 11136 11160 11161 11162 12.PCF ID 17501 17502 Hierarchy ID 12.3 Name Identify core EQMS processes.4.7.4.3 12.1.1 12.2.4.4 17509 12.2 12.2 12.3. procedures.7.6 12.4.4.4.3.8 12.7.1.4.7.3 12.2.4.2.2 12.3.4.4.12 12.4.3.4 12.3.4.6 12.

1 12.1.1 12.2 12.5.6.4.6.1.6.1.1.2.3 11103 11104 11105 11106 11107 11108 11109 11096 11110 11111 11112 11113 11114 11115 16436 11071 11075 11080 11081 11082 11076 11077 11078 11079 11072 11083 11084 11085 12.5.6.2.1.5.4.5.3.10 12.4.2 12.2 12.4 12.2.2.1.2.1 12.9 12.6 12.8 12.6.2.3.5 12.5.1 12.1.1.5.4 12.6.1.1.6 12.1.1 12.4 12.5.7 12.4.1 12.4 12.1 12.2.3 11089 11090 11091 12.5.1.4 12.4.1.2.2 12.5.1.1.PCF ID 11163 11137 11164 11165 11166 11073 Hierarchy ID 12.6.2 12.2 12.5.6.6.6.1.3 12.3 Name Monitor change Sustain improvement Monitor improved process performance Capture and reuse lessons learned from change process Take corrective action as necessary Develop and manage enterprise-wide knowledge management (KM) capability Develop KM strategy Develop governance model Establish central KM core group Define roles and accountability of core group versus operating units Develop funding models Identify links to key initiatives Develop core KM methodologies Assess IT needs and engage IT function Develop training and communication plans Develop change management approaches Develop strategic measures and indicators Assess KM capabilities Assess maturity of existing KM initiatives Evaluate existing KM approaches Identify gaps and needs Enhance/Modify existing KM approaches Develop new KM approaches Implement new KM approaches Measure and benchmark Create and manage organizational performance strategy Create enterprise measurement systems model Establish performance measures Establish performance monitoring frequency Set performance targets Measure process productivity Measure cost effectiveness Measure staff efficiency Measure cycle time Benchmark performance Conduct performance assessments Develop benchmarking capabilities Conduct internal process and external competitive benchmarking Maintain list of processes and organizations to benchmark Establish benchmarks Measure performance against benchmarks Copyright 2015 APQC and IBM Metrics available? N N N N N Y N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 67 of 733 .1 12.6.5.3.6.6 12.1.2.1.2 12.5.2.5.3 12.2 12.3.5.1 12.5.3 12.1.3 12.2.5 11095 11100 11101 11102 12.5 12.6.4.6.6.1.1.4.6.5.4.5.5 12.2 12.2.5.

7.2 19782 19783 12. and N operations Conduct health and safety and environmental audits N Develop and execute functional EHS program N Identify regulatory and stakeholder requirements N Assess future risks and opportunities N Create EHS policy N Record and manage EHS events N Train and educate functional employees N Communicate EHS issues to stakeholders and provide N support Monitor and manage functional EHS management program N Manage EHS costs and benefits N Measure and report EHS performance N Implement emergency response program N Implement pollution prevention program N Provide employees with EHS support N Copyright 2015 APQC and IBM 68 of 733 .2 12.1.7.4 12.6.7.7.6.6.7.4 11088 19779 19780 19781 12.4 12.3 12.3.7 12.3 12.7.7.1 12.4.7.1.6 11179 11180 11186 12.6.5 Metrics Name available? Conduct gap analysis to understand need for change and N degree needed Establish need for change N Design.4.2 12.6.6.7. services.2.3.3.PCF ID 11087 Hierarchy ID 12.3 12.4.7.5 19785 12.1 11187 11181 11188 11189 11190 11191 11182 11192 12.7.7.7.4. modify internal KPIs N Identify critical process success indicators N Identify measures needed to ascertain business N performance Identify data needed to represent indicator performance N Identify appropriate data collections mechanisms and N frequency Identify appropriate targets and learning curve acceleration N factors Communicate and train appropriate staff in the collection N and use of new KPI's Manage environmental health and safety (EHS) N Determine environmental health and safety impacts Y Evaluate environmental impact of products.3.7.4.4 19784 12.1 12.2.3.6.3.1 12.3.6.3 12.7. develop.2.7.5 12.2.2 12.6.2 12.2.3 12.4 12.1 12.2.1 11183 11193 11194 11196 11197 11195 12.

2 Identify economic trends 1.5 Develop shared services strategy 1.3.1 Evaluate acquisition options 1.2.2.1.2 Communicate strategic vision to stakeholders 1.2 Develop business strategy 1.3.3.4 Develop global support strategy 1. fleets and aircraft demand 1.1 Define current business 1.3.2.2 Evaluate merger options 1.1.1.2.1.1.1 Analyze and evaluate competition 1.2 Assess and analyze impact of each option 1.2.2.1.2.1.3 Evaluate de-merger options 1.2.2.1.5.3 Identify political and regulatory issues 1.1 Analyze organizational characteristics 1.1 Define the business concept and long-term vision 1.1 Align stakeholders around strategic vision 1.1.1.1.1.1.3 Analyze deal options 1.7 Identify ecological concerns 1.3.1.1 Assess the external environment 1.2.5.1 Define strategic options 1.1.1.1.3.4 Analyze financial positions 1.3 Develop sustainability strategy 1.5.1.2.5.1.2 Capture and assess customer needs 1.1.2.6 Identify social and cultural changes 1.1.1 Identify restructuring opportunities 1.5.1.5.3 Perform internal analysis 1.1.1.1.2.3 Communicate mission 1.3 Model customer.1.1.2.4 Assess new technology innovations 1.2.2.3 Coordinate and align functional and process strategies Copyright 2015 APQC and IBM Metrics available? Y N Y N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 69 of 733 .5 Analyze demographics 1.3.1.2.1.2 Evaluate strategic options to achieve the objectives 1.1.2.2.3 Analyze systems and technology 1.3.4.1.3.4.1.5 Identify enterprise core competencies 1.7 Develop outsourcing strategy 1.5 Conduct organization restructuring opportunities 1.2.2.2 Survey market and determine customer needs and wants 1.1.6 Develop Lean/continuous improvement strategy 1.1 Develop overall mission statement 1.PCF ID 10002 17040 10017 10021 10022 10023 10024 10025 10026 10027 10018 10028 10029 19693 10019 10030 10031 10032 10033 10034 10020 10035 10036 16792 16793 16794 16795 16796 16797 16798 16799 10015 10037 10044 10045 10046 10038 10047 10048 14189 14190 19694 14197 19695 10040 Hierarchy ID Name 1.1.2 Create baselines for current processes 1.1.2 Formulate mission 1.4 Evaluate divesture options 1.2.2 Perform due-diligence 1.1.5.1.1 Conduct qualitative/quantitative assessments 1.0 Develop Vision and Strategy 1.4 Establish strategic vision 1.1.1.2.

8 1.2.3 1.2.3.4.4.4.2.3.4 Metrics Name available? Create organizational design (structure.2.2.4 1.3 1.2.1 1.4 10049 10050 10051 10052 10053 10054 1.2 1. governance.PCF ID 10041 Hierarchy ID 1.3.1 1.4. reporting.5 1.3 1.2.6 1.2 1.6 10055 10056 10042 10043 10016 10057 10058 10059 10060 1.2.3. N etc.2.4.) Evaluate breadth and depth of organizational structure N Perform job specific roles mapping and value-add analyses N Develop role activity diagrams to assess hand-off activity N Perform organization redesign workshops N Design the relationships between organizational units N Develop role analysis and activity diagrams for key N processes Assess organizational implication of feasible alternatives N Migrate to new organization N Develop and set organizational goals N Formulate business unit strategies N Manage strategic initiatives N Develop strategic initiatives N Evaluate strategic initiatives N Select strategic initiatives N Establish high-level measures N Copyright 2015 APQC and IBM 70 of 733 .5 1.4.7 1.4.4.2.2.

1 Manage materials master lists N 2.1.10 Review and approve data access requests N 2.1.1 Perform governance and program management N 2.2.4.1.2. N regulatory.1.2 Confirm alignment of product/service concepts with N business strategy 2.3.7 Develop and maintain quality/inspection documents N 2.2.3.6 Plan for product/service offering modifications N 2.2.3.1 Manage product and service portfolio N 2.2 Manage bills of material N 2.4 Manage and control design of products and services N 2.2 Generate and define new product/service ideas N 2.1.3.1.2 Review infringement of patents and copyrights N 2.3 Prioritize and select new product/service concepts N 2.1 Introduce new products/services N 2.1.1.1. standards.2 Generate new product/service concepts N 2.1.3.2 Retire outdated products/services N 2.1.3 Assess feasibility of integrating new leading technologies N into product/service concepts 2. internal) 2.1.1.2.1.1.3.3.2 Manage product and service life cycle N 2.2.0 Develop and Manage Products and Services Y 2.4 Plan and develop cost and quality targets N 2.5 Manage drawings N 2.2.1.3 Manage product and service master data N 2.1.8 Maintain process specification data N 2.1.1.4 Manage specifications N 2.1.1.3 Manage routings N 2.1.1.1 Identify potential improvements to existing products and N services 2.2 Develop new technologies N 2.1.1.3 Define product/service development requirements Y 2.2.1 Perform discovery research N 2.1 Conduct mandatory and elective external reviews (legal.3.3 Identify and refine performance indicators N 2.4.1.3.2 Identify potential new products and services N Copyright 2015 APQC and IBM 71 of 733 .9 Manage traceability data N 2.3.1.1.4.2.1 Evaluate performance of existing products/services against N market opportunities 2.1.3 Determine patent and copyright needs for the products and N services 2.1.1 Identify new technologies N 2.4.PCF ID 10003 19696 10061 10063 10066 10074 10073 10075 10076 10067 10077 10078 10079 11740 11741 11742 11743 11744 11745 11746 11747 11748 11749 11750 16825 19941 16826 16827 19697 19698 10065 10070 10071 10072 19699 10064 10068 10069 Hierarchy Metrics ID Name available? 2.1.3.1.5 Specify development timing targets N 2.1.1.1.2.3.1.6 Manage product/material classification N 2.2.4 Define product technical documentation management N requirements 2.

4.1.3. regulatory.8 2.3.20 2. and manage engineering efforts N Obtain aircraft type certification N Collaborate on design with suppliers and contract N manufacturers Manage configuration N Manage engineering change notices (ECNs) N Manage effectiveness of ECN N Maintain product/process data N Manage transfers of product data N Reconcile configuration perspectives N Test market for new or revised products and services Y Prepare detailed market study N Conduct customer tests and interviews N Finalize product/service characteristics and business cases N Finalize technical requirements N Identify requirements for changes to N manufacturing/delivery processes Prepare for production or service delivery N Develop and implement manufacturing/services N Determine process requirements and specifications N Plan process development N Determine procurement requirements N Copyright 2015 APQC and IBM 72 of 733 .1.3.1.2.3 2.3.3.1.3.3.1.3 2.1.2 2.2.3.3.3. standards.1 2.1 2. build.4 2.1.3 Metrics Name available? Design.1.11 2.5 2.1.1 2.3. internal) Confirm internal design / production capabilities N Determine procurement requirements N Determine manufacturing/tooling requirements N Determine quality/inspection requirements N Determine service/maintenance requirements N Finalize process design N Prepare preliminary product cost model N Build prototypes N Eliminate quality and reliability problems N Conduct in-house product/service testing and evaluate N feasibility Identify design/development performance indicators N Establish service and warranty parameters N Conduct.3.3.1.4 2.3.21 2.3.3.1 2.1.1.3.2 2.1.2 2.3.17 10091 18090 11702 19702 10092 2.3.1 2.1.18 2.3 2.3.1.5 2.1 2.6 2.3.3.3.2.3.1.4.7 19701 11696 11697 11698 11699 11700 11701 10088 10089 10090 2.1.3.14 2.1.2.13 2.3.3.3. monitor.1.3.19 2.1.3 2.1.3.4.15 2.4.9 2.16 2.1.3.2.3.3.1.1.3.3.10 2. and test product/service N Design and prototype aircraft Y Plan product development N Plan product resource requirements N Assign resources to product/service project N Prepare high-level business case and technical assessment N Develop product/service design specifications N Document design specifications N Conduct mandatory and elective product-level external N reviews (legal.1.5 19704 11717 11718 11719 11721 2.12 2.3 2.4 2.3.22 11703 11704 11710 11715 11716 19703 10081 10093 10094 10095 10096 10097 2.PCF ID 19700 10080 11694 11695 10083 10084 10085 10086 10087 Hierarchy ID 2.3.2 2.2 2.3.3.3.4 2.

4.4.4.3.4.9 2.4.3.1 2.4.8 2.5 Metrics Name available? Determine manufacturing/tooling requirements N Determine quality/inspection requirements N Determine service/maintenance requirements N Finalize process design N Refine cost model with process cost data N Plan for product launch N Gain approval for product launch N Conduct and monitor product launch N Plan product resource requirements N Coordinate capital asset plan impact N Coordinate facilities plan impact N Coordinate strategic sourcing impact N Coordinate integrated capacity plan impact N Coordinate manufacturing schedule impact N Coordinate human resources plan impact N Coordinate impact on sales forecast N Coordinate impact on financial plan N Confirm readiness status of facilities N Prepare for production and marketplace introduction N Develop and test prototype production and/or service N delivery process Design and obtain necessary materials and equipment N Install and validate production process or methodology N Introduce new product and/or service commercially N Determine plan for new product development and N introduction Develop product/service launch plans (e.4.6 11386 11387 11388 11389 11390 2.2.3.1.4.4.3.1.13 11399 2.1.4.2 2.5 2.1.1 10099 10100 11383 11384 2.3.4.4 2.3 2.3.2.2.4.4 2.4.9 2.4.4.4.PCF ID 11722 11723 11724 11725 11726 11727 11728 11729 11730 19942 11732 11733 11734 11735 11736 11738 11739 19705 11679 10098 Hierarchy ID 2.4.1.4.12 2.g.4.5 11385 2.4.4.4.3.4.3. retail N communication strategies) Identify licensing and co-branding opportunities N Plan preliminary media buys (print.4.4.2.4.4.1.3.4.2.4.1 2.6 2.11 11391 11392 2.3 2.4.7 2.4.3 2.2 2. radio) N Begin initial creative/advertising development N Develop sales communication plan N Design preliminary sales collateral.4.3. contract and customer N Copyright 2015 APQC and IBM 73 of 733 .4.4.11 2.4.4.4.2.5 2.4.6 2.4.3.3.3 2.4.4. television.9 2.10 2.2. timelines.2 2.4 2.3.14 11751 11752 11753 11754 11755 11765 2.7 2.1.2 2.4 2.7 2.10 2.4.2.3. point-of-sale (POS) and N promotion prototypes Disseminate new item and price information N Coordinate introduction of products and sunset obsolete N products with retailers/distributors Manage questions and issues associated with product N introduction Manage transfers of product data N Review and approve requests for data transfer N Collect data from internal sources N Initiate transfer/request for transfer N Confirm receipt/transmission of data N Estimate demand by program.4.8 2.4 2.2.4.1.8 2.

5 11417 11418 11419 11420 11421 2.4 2.5.1 2.5.5.2 2.5 11422 2.6 Name Support and implement changes to product manufacturing and service delivery process Monitor production runs Request engineering change Manage engineering change orders Identify product/service design and configuration changes Capture feedback to refine existing products and services process Identify manufacturing/service delivery process performance indicators Copyright 2015 APQC and IBM Metrics available? N N N N N N N 74 of 733 .5.3 2.PCF ID 11416 Hierarchy ID 2.5.5.

2.2.5.1.1.1.1.1.3 Develop and manage media Y 3.3.7 Assess brand/product marketing plan performance N 3.3.4.2.4.1.2.2.0 Market and Sell Products and Services Y 3.2. and capabilities Y 3.3.5 Develop and execute advertising N 3.1.5 Evaluate existing products/brands N 3.1 Understand markets.1.1 Establish goals.1 Conduct customer and market research N 3.2.1 Determine pricing based on volume/unit forecast N 3.3 Prioritize opportunities consistent with capabilities and N overall business strategy 3.1 Define promotional concepts N 3.1.1.2.1 Determine market share gain/loss N 3.1 Confirm marketing alignment to business strategy N 3.1.2.1.3 Create marketing budget N 3.4.1. objectives.2.2.2.1.3.2.5 Develop and manage promotional activities N 3.2 Plan and test promotional activities N 3.2 Develop and manage marketing plans N 3.2 Establish marketing budgets Y 3.2 Develop marketing messages N 3.3.4 Develop and manage pricing Y 3.2 Evaluate and prioritize market opportunities Y 3.3 Define target audience N 3.1.4 Analyze competing organizations.1.2 Determine costs of marketing N 3.2.2.1 Test with customers/consumers N 3.1.2.6 Assess internal and external business environment N 3.2 Identify market segments N 3.2.2.3 Execute promotional activities N Copyright 2015 APQC and IBM 75 of 733 .5.4 Refine pricing as needed N 3. customers.1.2. and metrics for products by N channels/segments 3.2.1.4 Engage media provider N 3.4.2.2.2.1.2.4.1 Perform customer and market intelligence analysis N 3.2.1.4.2.5. competitive/substitute N products 3.1.3.4 Validate opportunities N 3.1 Define media objectives N 3.6 Develop and execute other marketing campaigns/programs N 3.2.2.1 Understand consumer needs and predict customer N purchasing behavior 3.3 Analyze market and industry trends N 3.1.1 Quantify market opportunities N 3.2 Confirm internal capabilities N 3.2 Execute pricing plan N 3.1.PCF ID 10004 10101 10106 10108 10114 10109 10115 10110 10111 10112 10113 10107 10116 10117 10118 10119 10120 12410 10104 10148 10149 10155 10156 10157 10150 10158 10159 10160 10161 10162 11253 11254 10151 10163 10164 10165 10166 10152 10167 10168 10169 Hierarchy Metrics ID Name available? 3.2.2 Determine target segments N 3.3 Evaluate pricing performance N 3.1.2.2.2.3.

3 3.1.2.2.5.2.2 11773 11774 11775 11776 11777 11778 11779 11780 11781 3.3.4 Metrics Name available? Evaluate promotional performance metrics N Refine promotional performance metrics N Incorporate learning into future/planned consumer N promotions Track customer management measures Y Determine customer loyalty/lifetime value N Analyze customer revenue trend N Analyze customer attrition and retention rates N Analyze customer metrics N Revise customer strategies.3. contract and customer N Identify customer requirements N Identify sales opportunities N Influence customer N Conduct program development N Segment feasible opportunities N Evaluate opportunities likelihood of developing into N Request For Proposal (RFP)/Request For Quote (RFQ) Match opportunities to business strategy N Evaluate fit with corporate goals and business strategy N Identify external funding constraints N Identify internal and external non-funding constraints N Identify internal funding constraints N Develop program structure N Bid and proposal development N Refine customer requirements N Receive Request For Proposal (RFP)/Request For Quote N (RFQ) Review RFP/RFQ request N Perform competitive analysis N Copyright 2015 APQC and IBM 76 of 733 .4 3.5 3.3 3.2.7.7 3.3.3 3.2 3.5.3.3 3.2.2.3.2.1 3.3 3.3.2.4 3.3.1 3.3.4 3.3. and plans based on N metrics Develop and manage packaging strategy N Plan packaging strategy N Test packaging options N Execute packaging strategy N Refine packaging N Perform business development N Develop marketing strategy N Identify and assess issues.1 3.3 3.6.1.1 3.2 11782 11783 3.3.3.1 3.4.1 3.4.7.2.2.3 3.2.3.4 3.4.3.3.3.4 3.2.5 3.3.6.6 3.3.4 3.6.3.5. objectives.3.2.3.2.1.PCF ID 10170 10171 10172 Hierarchy ID 3.2 3.6 10153 10173 10174 10175 10176 10177 3. trends in marketplace N Review commercial industry and government needs N Conduct marketing studies N Develop enterprise sales forecasts N Focus and plan tactical marketing N Develop short term marketing forecast N Estimate demand by program.2.3.2 3.5 10154 10178 10179 10180 10181 11757 11758 11759 11760 11761 11762 11763 11764 11765 11766 11767 11768 11769 11770 11771 11772 3.7.6.3.7.6.3.3.3.3. contract and customer N Forecast sales by program.6 3.4 3.3.2.1 3.4.8 3.3.5 3.3.1.3.2 3.3.3 3.3.3.2.2.2.2 3.3.2.7 3.6 3.

4.1 3.4.4.4.2 3.3.2.4.3.3.1 3.4.4.11 3.1 3.6 3.4.4.3 3.3.4.2 3.9 3.1 3.3.3.2.7 11824 11825 3.3.4.4.PCF ID 11784 11785 11786 11787 11788 11789 11790 11791 11793 11794 11795 11796 11797 11798 11799 11800 11801 11802 11803 11804 11805 11806 11807 Hierarchy ID 3.3.4.1.4 3.4.3.8 3.8 3.4 3.4 3.2.6 3.4.2 3.4.4.3.5.4.13 3.7 3.5.3.4.2 3.5 3.3 3.5 3.5 3.4 3.5 3.3.10 3.4.4.4.3.1 3.3.9 Metrics Name available? Verify match with strategic/tactical plans N Validate customer requirements N Develop project structure N Identify staffing requirements N Develop pricing and scheduling estimates N Conduct profitability analysis N Submit bid N Review proposal and approval by submitter N Receive notification N Develop business relationships N Identify strategic partnering opportunities N Define roles and responsibilities of partnerships N N Validate partnership plan with strategic marketing objectives Support strategic business partnerships N Communicate partnership objectives N Perform integrated business planning N Plan demand N Review existing pipeline for existing and/or backlog N demand Review existing pipeline N N Review government trends and check for updates in policies Project sales pipeline by product/market N Develop annual sales plan by product/market N Consolidate sales plan by segment/business N unit/corporation Plan operations N Transfer sales plan to operations planning N Perform capacity planning N Perform logistics planning N Perform inventory planning N Perform maintenance planning N Perform sourcing planning N Perform tooling planning N Plan financials N Identify cost centers/profit centers/activities/rates N Create master data N Calculate direct costs N Calculate indirect costs N Project revenues from sales plan N Prepare projected income statement by legal entity N Prepare projected income statement by business N unit/managers entity Prepare projected balance sheet by legal entity N Prepare projected balance sheet by business unit/managers N entity Copyright 2015 APQC and IBM 77 of 733 .5.2.6 3.2.5.2.3 3.1.4.2 3.5 3.4.4.1.3.3.12 3.3 3.4 3.4.3 3.1.5.2.4.3.4.1.4.4.6 11808 11809 11810 11811 11812 11813 11814 11815 11816 11817 11818 11819 11820 11821 11822 11823 3.3.4.3.5 3.3.3.3.3.7 3.4.1.4.3.4.

2.5.5.6 3.4.1.4.2.3.14 3.3 3.5.4 3.3.2.EVMS Resolve EVMS issues Report to management Maintain and conduct program status meetings Perform quality reviews Perform financial/contract audit Report classified projects Identify project changes Identify options to resolve issues Revise program plan to incorporate options Transfer and borrow payback between contracts/programs Submit for management review and approval Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 78 of 733 .5.5.5.4.12 3.3 3.5.5.5.5.10 3.9 3.3.5.4 3.4.5.3 3.5.1.4.5 3.5.3.5.4.11 3.6 3.5.5.9 3.4 3.2.2 3.5 3.4.5.5.5 3.3.5.5.2.5.5.1 3.2.3.4.4.4.7 3.12 3.3 3.5.13 3.2.4.1 3.3.4.10 11827 11828 11829 11830 11838 11839 11840 11841 11842 11843 11844 11845 11846 11847 11848 11849 11850 11851 11852 11853 11854 11855 11856 11857 11858 11859 11860 11861 11862 11863 11864 11865 11866 11867 11868 11869 11870 11871 11872 11873 11874 11875 11876 3.4.5.5.5.4.4.4.4.11 3.3.5.10 3.PCF ID 11826 Hierarchy ID 3.1 3.3.4.5 3.2.13 3.1.4.2 3.1 3.4 3.2.5.5.2 3.15 Name Prepare projected cash flow by business unit managers entity Prepare projected cash flow by legal entity Prepare consolidated income statement Prepare consolidated balance sheet Prepare consolidated cash flow Manage contracts and programs Determine contract and program requirements Identify contract type Record contract data Evaluate risks and assumptions Plan and schedule program Determine procurement Refine order of magnitude estimate Identify and schedule production Reevaluate risk and assumptions Identify and schedule qualified suppliers Complete detailed production schedule Refine work breakdown structure Develop network task Include program in budget Validate funding against corporate plan Obtain approval for funding Execute program Execute tasks Record program milestones Collect direct costs Collect indirect costs Collect revenues Control and manage contracts and program performance Prepare subcontractor reports Support financial reporting Report Central Security Service (CSS)/SCS compliance Report earned value management system .2 3.14 3.2.5.5.2 3.1 3.8 3.7 3.5.8 3.4.5.3 3.11 3.5.5.5.3.5.2.

1 19707 19708 18637 19709 18638 10185 10194 10195 3.2.5.5.6.6.5 3.6.6.5.4.5.6.6.5.3.4.6.10 3.5.2.5.6.6.1 3.5.5.5.16 3.5.6.4.6 3.6.5.6.4 3.5.2 Name Submit for customer review Receive approval.5 3.6.6.5.5.1 3.5.2.3 3.6.5.6.1 3.1 3.5.17 3.5.5.2 3.7 3.4.6.3.5.4.4 3.6.6.6.3 3.6 3.2 3. estimate Develop marketing plan Track sales performance Analyze sales results Compare actual sales to forecast Revise marketing strategy Manage customer sales Perform sales calls Perform pre-sales activities Close the sale Record outcome of sales process Generate quotes Receive requests for quotes / identify requirement to generate a quote Produce quotes Submit quotes to customers Adjust quotes Obtain approval to proceed Convert quotes to sales orders Manage sales orders Accept and validate sales orders Collect and maintain customer account information Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N Y N N N Y N N N N N N N N N Y N N N N N N N N N N N Y N N 79 of 733 .1.2 3.1 3.6.6 3.3 3.6.5.5.5 3.2.6.6.2 3.4 3.3 3.5.6.2.4.2 3.5.4 3.3 3.6.5 3.6.5.2 3.5.5.2 3.2.PCF ID 11877 11878 11879 11880 11881 11882 11883 11884 11885 11886 11887 Hierarchy ID 3.1.8 11888 3.6.5 3.6.6 3. revise program as required Perform program close out Complete program commitments Close commitments Review procurement documents to close Apply final allocation/overheads Release funds Close program to all postings except rate adjustments Return government property documents Revaluate return on investment (ROI) or earned value analysis (EVA) reports Develop follow up action plan to obtain program enhancements Post final rate adjustments and close Develop and manage sales plans Generate leads Identify potential customers Identify leads Manage customers and accounts Develop sales/key account plan Manage customer relationships Manage customer master data Compare program actual vs.5.6 3.1 3.9 11889 10105 10182 10188 10189 10183 11173 11174 14208 11890 11891 11892 11893 11894 11895 10184 10190 10191 10192 10193 18634 19706 3.6.4 3.1 3.

2.7 3.2.6.6.8.6.5 3.3 3.5 10199 10200 3.8 3.6.7.7 3.8.6 3.4 3.6.2.2.6.6.7 10186 10209 10210 10187 10211 3.6.8.6.6.6.8 3.6.6.8.6.6.6.2 3.6.7.1 3.5 3.4 3.2.3 3.6.6.6.6.6.6.6.6 3.6.4 3.3 3.2 3.8.6.2.PCF ID 10201 10202 10203 10204 10205 10206 10207 10208 10196 10197 10198 Hierarchy ID 3.6.1 10212 10213 10214 14209 19710 3.2.6.6.6.6 Metrics Name available? Administer key customer/account details N Retrieve full customer details N Modify involved party details N Record address details N Record contact details N Record key customer communication profile details N Review involved party information N Terminate involved party information N Determine availability N Determine fulfillment process N Enter orders into system and identify/perform cross-sell/upN sell activity Process back orders and updates N Handle order inquiries including post-order fulfillment N transactions Manage sales force Y Determine sales resource allocation N Establish sales force incentive plan N Manage sales partners and alliances N Provide sales and product training to sales N partners/alliances Develop sales forecast by partner/alliance N Agree on partner and alliance commissions N Evaluate partner/alliance results N Manage channel partner master data N Manage vendor recovery N Copyright 2015 APQC and IBM 80 of 733 .6.6.6.2 3.6.8.6.2.1 3.6.

3 Develop baseline forecasts 4.1.5 Define capacities 4.5.2 Manage demand for products and services 4.PCF ID 10005 10215 10221 10229 10230 10231 10232 10233 10234 14193 14194 10222 19711 19712 10235 10236 10237 10238 10239 10240 10241 10223 10242 10243 10244 10245 10246 14196 19713 10224 10247 10248 10249 10250 17041 17042 10252 10253 10254 10255 10256 10257 10258 10259 Hierarchy ID Name 4.1 Plan for and align supply chain resources 4.1.1.1.1.1.3 Create materials plan 4.2.1.1.1.8 Define production workplace layout and infrastructure 4.1.4.1.1.2.1.5 Develop consensus forecast 4.4 Execute site.2.1.4.2 Collaborate with supplier and contract manufacturers 4.2.1.1.1.3.1.1.5 Generate constrained plan 4.4 Create and manage master production schedule 4.1.1.1.5.5 Manage collaborative replenishment planning 4.5.6 Manage requirements for partners 4.1.1.3.9 Measure forecast accuracy 4.5.1.2.8 Evaluate and revise forecasting approach 4.2 Determine finished goods inventory requirements at destination 4.2.4.2.1.1.4 Calculate consolidation at source 4.3 Collaborate with suppliers 4.1.1.level production plan and schedule 4.2 Manage work-in-progress inventory 4.3.3 Identify critical materials and supplier capacity 4.3.3 Calculate requirements as destination 4.5.1.2 Establish demand for PMA parts 4.5.3.1.4.0 Deliver Products and Services 4.7 Manage interchangeability and supersession 4.1.1 Create unconstrained plan 4.1.1.1.1.7 Define production process 4.1.4.2 Define labor and materials policies 4.1.1.1.5.1 Define manufacturing goals 4.3 Define outsourcing policies 4.5 Monitor master production schedule and plan 4.6 Define production network and supply constraints 4.4 Collaborate with customers 4.4 Monitor material specifications 4.1.2.6 Determine available to promise 4.7 Calculate destination dispatch plan 4.1.7 Monitor activity against forecast and revise forecast 4.1.5.1.2.1.1.1 Perform forward parts requirements forecasting 4.1.3.3.8 Manage dispatch plan attainment Copyright 2015 APQC and IBM Metrics available? Y Y N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 81 of 733 .6 Define production balance and control 4.1 Develop production and materials strategies 4.4 Define manufacturing capital expense policies 4.1 Maintain master data 4.1.1.5 Plan distribution requirements 4.1 Create site level plan and schedule 4.1.

2.2.1.8.2.1 4.3.1.5.1.3 4.2 4.1 4.5 4.8.8.6 4.1.4 4.9 4.2.2.6 4.1.1 4.1.5.5 10278 10288 19714 10289 4.1.1.1.1 4.2 4.7.2.6.1.1 4.2.3 4.2.1.2.1.2 4.2 4.8.2.2.2.9.2.2.8 4.1.2 4.1.2.2.1.8.8.PCF ID 10260 10261 10262 10263 10226 10267 10268 10269 10227 10264 10265 10266 10228 10270 10271 10272 10273 10274 10275 10276 10368 10371 10372 10373 10216 10277 10281 10282 10283 10284 10285 10286 10287 11923 11924 11925 11926 11927 Hierarchy ID 4.1.1.1.7.5.3 4.12 4.2 4.1 4.6.9.1.1.4 4.3 4.3 4.5 4.7 4.1.2.8.2.6 4.4 11928 4.1 4.1.2.2 4.1.1.1.2 4.9 4.1.7.1.2 4.1.2.7 4.2.3.3 Metrics Name available? Calculate destination load plans N Manage partner load plan N Manage the cost of supply N Manage capacity utilization N Establish distribution planning constraints N Establish distribution center layout constraints N Establish inventory management constraints N Establish transportation management constraints N Review distribution planning policies N Review distribution network N Establish sourcing relationships N Establish dynamic deployment policies N Assess distribution planning performance N Establish appropriate performance indicators (metrics) N Establish monitoring frequency N Calculate performance measures N Identify performance trends N Analyze performance benchmark gaps N Prepare appropriate reports N Develop performance improvement plan N Develop quality standards and procedures N Establish quality targets N Develop standard testing procedures N Communicate quality specifications N Procure materials and services Y Develop sourcing strategies Y Develop procurement plan N Clarify purchasing requirements N Develop inventory strategy N Match needs to supply capabilities N Analyze company’s spend profile N Seek opportunities to improve efficiency and value N Collaborate with suppliers to identify sourcing opportunities N Define and manage procurement strategies N Define material management strategy N Develop material receipt strategy N Develop supplier payment strategy N Ensure alignment of procurement strategy with enterprise N wide business strategy Conduct spend analysis and determine customer N requirements Select suppliers and develop/maintain contracts Y Select suppliers N Evaluate suppliers N Certify and validate suppliers N Copyright 2015 APQC and IBM 82 of 733 .2.1.1 4.1.10 4.6.3 4.9.3 4.2.1.11 4.3.7 4.5.

6.2.2.4.2.1.5.3.5 4.2.4 4.2.4.3.3.4 4.5.3.5 4.2.2.5.4.2.2.3.7 4.2.2.7 4.8 4.2 4.6 4.7.3 4.3.1.7.3 4.7 4.2.6 4.4 4.7.2.2.3 11956 11957 11958 11959 11960 4.4 4.2.2 Metrics Name available? Negotiate and establish contracts N Manage contracts N Perform strategic sourcing N Maintain material sourcing categories N Conduct supplier evaluation N Select suppliers and negotiate agreements N Develop sourcing implementation plans N Maintain supplier information N Maintain supplier catalogs and price lists N Maintain supplier contracts N Define outside supplier /partner relationships N Order materials and services Y Process/Review requisitions N Approve requisitions N Solicit/Track vendor quotes N Create/Distribute purchase orders N Expedite orders and satisfy inquiries N Record receipt of goods N Research/Resolve exceptions N Inspect material quality N Inspect goods/services N Return goods/services N Verify effectiveness of inventory control and quality N Manage suppliers Y Monitor/Manage supplier information N Prepare/Analyze procurement and vendor performance N Support inventory and production processes N Monitor quality of product delivered N Produce/Manufacture/Deliver product Y Define assembly and test (A&T) operations strategy N Compile and update customer quality and service N requirements Compile and update internal A&T operational capabilities N Compile and update future market trends impacting A&T N strategy Define product specific quality and service N Prepare capital appropriations requests N Define outside supplier partner terms and conditions N Disaggregate gross budget to appropriate departments N Disseminate customer service and operations targets to the N appropriate departmental organizations Publish annual assembly and test operating budget and N plan Define all safety and environmental policies N Define manufacturing operations strategy N Copyright 2015 APQC and IBM 83 of 733 .2.2.5.1 4.1.1.1.2.1 11954 11955 4.2.5.2 4.5 4.5.7.8 11961 11962 11963 4.10 4.3 4.2.3.4.2.2 4.2.4.2.4.3.4 4.4.2 4.2.5 4.6.1.3.3.PCF ID 10290 10291 11931 11932 11933 11934 11935 11936 11937 11938 11939 10279 10292 10293 10294 10295 10296 10297 10298 11946 11947 11948 19715 10280 10299 10300 10301 10302 10217 11952 11953 Hierarchy ID 4.1.5 4.4 4.4.3.3.3.3 4.2.3 4.1 4.2 4.1.1 4.6 4.5.3.1 4.1.2.7 4.1 4.1.6 4.2.9 4.6.2.

3. CRP) Publish annual plans to sales procurement transportation and manufacturing operations Manage production equipment and facilities Manage equipment data Develop plant equipment preventative maintenance plans Develop physical plant preventative maintenance and energy management plans Schedule facility and equipment preventative maintenance Execute facility and equipment preventative maintenance Execute unplanned maintenance activities Determine and identify corrective actions Schedule production operations Generate short range DRP.2 4.3.PCF ID 11964 Hierarchy ID 4. procurement.3.3.2.3 4. DRP.9 11984 4.3.3.3.3. measures and N performance targets that support goal fulfillment Determine capabilities gaps and closure strategies N Prepare capital appropriations N Disaggregate gross budget to appropriate departments N Disseminate customer service and operations targets to the N appropriate departmental organizations N Publish annual assembly and test operating budget and Planplan production operations N Compile and update all pertinent inputs from business N planning and strategy department Develop intermediate range production and inventory plans N Develop options for next period sales and operations N planning meeting Conduct sales and operations planning (S&OP) periodic N meeting and update final S&OP into detailed Determine final sourcing alternatives N Generate master schedules with tooling rough cut capacity N planning and maintenance Create production project with work breakdown structure N Modify master plans and projects to accommodate logistics.2. tooling and maintenance Copyright 2015 APQC and IBM N N N N N N N N N N N N 84 of 733 . N distribution resource planning.3 4.1 11965 4.3.5 4.1 11976 11977 4.3.2 4.3.3.5.2.3.4.4 4.3. N maintenance and production tooling constraints Generate intermediate range material resource planning.4.2.7 4.4 4.5 4.3 11989 11990 11991 11992 11993 11994 11995 4.5 4.3.3.1 4.3.4.8 11983 4.9 4.5.7 4.5 4.3.3.6 4.operations.4.3.4.3.3.3.3.3.2.3.3.3. MRP.2 Metrics Name available? Compile and update all manufacturing organization quality N and service requirements Compile and update internal manufacturing operational N capabilities Define product specific quality and service N Define operational practice policies.3.3.6 11981 11982 4.3 11978 4.3.2.4.7 4.3.3. capacity requirements planning (MRP.2.3.4 11979 11980 4.3.4 11968 11969 11971 11972 4.2.3.10 11985 11986 11987 11988 4.8 11973 11974 11975 4.4.2.6 4.3.1 4.2 11966 11967 4. and CRP Conduct periodic meetings on short schedule .3.3.3.3.

7 4.9 4. suppliers.14 4.10 4.6.6.1 4.3.PCF ID 11996 11997 11998 11999 12000 12001 Hierarchy ID 4.3.3.6.5.2 4.6.21 4.3.3.6 4.5.7 4.16 4.5.6.5.5.16 4.5.22 4.5.21 4.5 4.3.3.12 12006 12007 12008 12009 12010 12011 12012 12013 12014 12015 12016 10310 12017 12018 12019 12020 12021 12022 12023 12024 12025 12026 10313 12027 12028 12029 12030 12031 12032 12033 12034 12035 19716 4.3.5. tooling and maintenance Develop contract pegging relationships N Provide daily delivery schedules to external suppliers N Generate and print internal pick lists N Generate and communicate delivery requirements to N internal and external shipping points Reschedule backlog orders and inbound shipments N Receive electronic numeric control (NC) tapes and load N Receive and review work instructions N Receive and review quality instructions N Receive and review production schedules N Receive and review tooling pick lists and allocate N Receive confirmations from plant maintenance N Allocate gauging and miscellaneous measurement devices N Perform setup activities N Confirm material availability N Execute production operations N Manage raw material inventory N Issue goods against purchase order (PO) or batch N Receive goods to purchase order (PO) or batch N Refer material for manufacturing change N Quarantine material for quality hold/check N Execute production activities N Perform in-line product inspections N Perform post production inspections N Refer nonconforming material for disposition N Downgrade/upgrade material N Quarantine nonconformance matériel N Rerun defective items N Record production related data N Back flush inventory N Close batches or PO N Consume demand forecast N Execute packaging and labeling activities N Enter run schedule header N Reconcile and close run schedule header N Record and track piece part serial numbers N Record calibration data and measurement device N Obtain aircraft production certification N Copyright 2015 APQC and IBM 85 of 733 .3.5.5.3.3.6.12 4.3.6.3 4.6.3.6 4.18 4.3.3 4.6.5 4.6. production.3.3.3.15 4.4 4.6.3.5.3.6.13 4.3.9 4.11 4.3.13 4.5.11 4.3.3.3.18 4.3.6.3.17 4.5.5.5.3.14 4.3.6.6.22 Metrics Name available? Transfer final schedules to operating departments N Perform ongoing net change MRP or DRP and optimize N Perform full regeneration MRP or DRP and analyze N Create and release production orders/batches N Create run schedule header N Manage ongoing schedule changes interactions with N customers.3.6.19 4.4 4.3.3.3.3.6.20 4.3.6.3.6.3.10 4.3.3.5.3.17 4.6.3.6.5.5.3.5.5.15 4.19 4.3.6 4.8 4.8 12002 12003 12004 12005 4.20 4.6.3.

8.3.8.3.3.1 4.10.3.10.3.materials disposition N Manage reject/rework and on-hold materials N Conduct claims related quality investigations N Maintain production records and manage lot traceability N Determine lot numbering system N Determine lot usage N Manage production tooling operations N Receive high level tool design request from new product N development process (new tools) Receive request to modify or repair an existing tool from N engineering or operations Develop the cost estimate to buy or make the tools .8.3.3.8.8 Metrics Name available? Assess production performance N Perform quality testing N Calibrate test equipment N Perform testing using the standard testing procedure N Record test results N Manage product quality N Update governmental and regulatory quality requirements N Benchmark industry quality capabilities N Compile and update the cost of quality N Compile and update the costs of quality nonconformance N Update quality targets and tolerances N Develop quality sampling and analysis N Allocate gauging and miscellaneous measurement devices N against production orders/batchers Develop training material for operators carrying out quality N activities Track and analyze non-conformance trends N Perform root cause analysis N Perform product design/process improvement analysis N Deploy product redesigns/process N Perform internal quality audits N Perform external quality audits N Perform statistical process control (SPC) analysis N Perform six-sigma activities N Generate International Standards Organization (ISO) or N similar documentation Provide feedback to engineering and product N Adjust inventories/scrap .3 12062 12063 12064 12065 12066 4.3.7 4.3.2 4.3.2 12061 4.3.3.8.9 4.10.3.7 4.3.10.8.3.3 4.2 4.10 4.4 4.8.2 4.7.8.3.8.3 4.8 4.3.3.3.15 4.3.3.10 4.3.8.3.1 12060 4.8.3.3.3.3.8.8.10.3.13 4.8.with N availability date Obtain approval to proceed or cancel work order N Complete detailed design of final tool N Generate a work order or purchase request N Manufacture or receive final tools N Allocate gauging /measurement devices to production N Copyright 2015 APQC and IBM 86 of 733 .8.6 4.8.8.8.11 4.9.10.3.6 4.3.7 12044 4.4 4.8 12045 12046 12047 12048 12049 12050 12051 12052 12053 4.10.6.5 4.7.8.1 4.3.19 4.9.3.3.3.3.14 4.3.3.9 4.8.PCF ID 10314 10369 10318 10374 10375 12036 12037 12038 12039 12040 12041 12042 12043 Hierarchy ID 4.12 4.23 4.7.16 4.20 4.8.3.21 4.1 4.17 12054 12055 12056 12057 10370 10376 10377 12058 12059 4.10.5 4.3.18 4.

2 19722 4.10.3.2 4.3. routings and N other production data Maintain product specifications N Maintain product catalogs N Maintain operating instructions (operations component) N Maintain process control parameter data N Maintain product and process related documentation N Develop and implement production rate increase methodology N Define method for identifying all impacted partners. suppliers.6 4.3.11 4.real-time N Communicate human resource status N Communicate equipment status N Communicate schedules .3.11.3.7 10218 10320 10324 4.5 4.3.11.13 4.3.3.1.PCF ID 12067 12068 12069 12070 12071 19717 Hierarchy ID 4.13.6 4.4 4.1 19721 4.4 19724 4.12.13 4.11 4.12.1 Metrics Name available? Manage tool inventories N Manage crib inventory N Manage crib operations N Perform fixed tool life cycle management N Manage gauge and measurement device calibrations N Create individual tracking record (for individually identified N (serialized) tools) Record and track serialized tool issuance to operators N Control and report production operations N Record production operations information N Capture and communicate work order batch status N Communicate all inventory status .13.4 4.13.3.11.3.3. internal N facilities to assess capabilities Define mechanism by which results of Rate Increase studies N can be returned Define mechanism by which returned rate increase study N results can be consolidated Define mechanism by which the results of a Production N Rate increase assessment can be communicated Confirm the frequency (ad-hoc.7 4.4.11.11.3.13.11.10.11.11.12 4.10.3.3 4.13.10.3. BOM.10.12.3.5 4.11.14 19718 12072 12073 12074 12075 12076 12077 12078 12079 12080 12081 4.12.5 19725 4.3.3 19723 4.3.3.3.10 4.3.12.3.10.9 4.3. N suppliers and internal facilities Define mechanism to be used to communicate rate N increase requirements Define method to be applied by partners.1 12084 12085 12086 12087 12088 19719 19720 4.3.3.3. periodic.2 4.including downtime and setup N Communicate maintenance activities and schedules N Generate and communicate field analytical reports N Communicate preemptive and predictive feedback to N operations to change practices or schedules Manage product and process related data N Create and maintain material masters.3.4.12.8 4.1 4.15 4.3.6 19726 4.3 4.4 4.10.13. event driven) with N which studies will be released Deliver service to customer Y Confirm specific service requirements for individual customer N Process customer request N Copyright 2015 APQC and IBM 87 of 733 .3.9 12082 12083 4.3.3.3.13.12 4.1 4.3.

4.4.5.2.3 4.4.4.7 4.4.6 4.4.2 4.3 4.7.2 4.2 4.7.2 4.7.2 4.4.3 4.4.1 4.7 4.1 4.3 4.3 4.8 4.3.6 4. repair and overhaul service N contracts Manage customer master information N Manage customer pricing and quotations N Manage customer claims processing N Facilitate customer complaints seminars N Facilitate customer design reviews and Initiatives N Identify product improvements N Support proposal activities N Provide cost/price data N Provide field-level support preparation N Process customer request for service N Determine resource and material requirements N Provide pricing and quotations N Generate service orders N Generate service order documentation N Secure resources and materials N Manage subcontracts N Develop maintenance plans N Perform component/part repair and overhaul activities N Perform repair provider selection and interaction N Receive component / part and analyze fault N Test component / part N Perform beyond economic repair (BER) assessment N Prioritize repairs (based on aircraft on ground (AOG)) N Establish availability of components / parts requiring repair N Perform repairs N Track component / part repairs (internal / external) N Document repair testing N Copyright 2015 APQC and IBM 88 of 733 .4.6.4.4.7.5 4.5.1.4 4.4.4.1 4.6.6.5.4.4.5 4.4.1 4.4.6.5.4.4.4.4.7.7 4.6 4.4.7.8 4.4.2.4.5 4.4.4.2 4.4.4.5.4.4.4.4 4.4.4 4.3 4.5 12090 12091 12092 12093 12094 12095 12096 12097 12098 12099 12100 12101 12102 12103 12104 12105 12106 19727 19728 19729 19730 19731 19732 19733 19734 19735 19736 4.5.2 4.4.4.4 4.7.6.3.6.4.5.7.1.4.5.4.3 4.4.7.4.8 4.1 4.4.4.4 4.4.3.6 4.4.2.4.4.9 Metrics Name available? Create customer profile N Generate service order N Identify and schedule resources to meet service requirements N Create resourcing plan and schedule N Create service order fulfillment schedule N Develop service order N Provide service to specific customers N Organize daily service order fulfillment schedule N Dispatch resources N Manage order fulfillment progress N Validate order fulfillment block completion N Ensure quality of service N Identify completed orders for feedback N Identify incomplete orders and service failures N Solicit customer feedback on services delivered N Process customer feedback on services delivered N Manage ongoing maintenance.1 4.2 4.6.4.7 4.6.3.PCF ID 10325 10326 10321 10327 10328 10329 10322 10330 10331 10332 10333 10323 10334 10335 10336 10337 12089 Hierarchy ID 4.3 4.4 4.4.4.

2.11 4. 4. work.4.4.4.8.10.9.10.4 12673 19754 12669 19755 12671 19756 19757 12677 12678 19758 19759 19760 12668 19761 19762 19763 4.4.4.9.8 4.2 4.7.7 19750 19751 12658 19651 16893 16890 4.4.4.2 19752 19753 4.3.3.8 Name Deliver repaired component/ part and relevant documentation Provide billing / invoice data to finance Manage system and process integration Define and manage maintenance capacities Define and manage maintenance capacities Plan maintenance work Develop and manage operational capacity plan Perform maintenance activities Receive aircraft Generate quote for additional maintenance and obtain approval to proceed Perform aircraft / part maintenance Provide status reporting Manage certification documentation Compile aircraft component change and configuration management data Manage task card lifecycle (issue.4.8.10.4.7.8.4.4.1 4.9.4. close) compliance Manage third party provider interactions Provide invoice / billing data to finance Manage warranties Define and manage warranty offering Determine and document warranty policies Create and manage warranty rules / claim codes for products Agree warranty responsibilities with suppliers Define warranty related offerings for customers e.4.2.4.4.6 4.2.10.4.12 4.4.9.6 4.10 4.10.9.10.1.10.10.1 4.5 4.1 4.4. 4.4.3.4.9.4.9.4.1 4.4.PCF ID 19737 Hierarchy ID 4.9 4.5 4.3 4.9.10.4.4 4.4.3 4.10.4.2.10.10.10 19738 19739 19791 19740 19792 19741 19742 19743 19744 4.4.10. assign.4.4.1. 4.5 4.9 4.10.9.4.10.10.1 4.1.10.4.2 4.6 19749 4.2.4.4 4.7. approve.2.2.4.4.2.10.2.7 4.10.2.2. 4.2. service contract Communicate warranty policies and offerings Manage pre-authorizations Process warranty claims Receive warranty claim Validate warranty claim Investigate warranty issues (Auto PCF) (Auto PCF) (Auto PCF) (Auto PCF) (Auto PCF) Determine responsible party Approve or reject warranty claim Notify originator of approve / reject decision Authorize payment Close claim Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N Y N N N N N N N Y N N N N N N N N N N N N N 89 of 733 .8 4.10.4.2.1.3.3 4. 4.2 4.3.3 4.4.1.10.g.4.1.4.2 19745 19746 19747 19748 4.4.

10.2.11.11.12.4 4.1 4.8 4.3.5.2.5. inspect.10.4.4.5.10.4.12.5 4.6 4.1 4.10.1 10344 10345 10346 10347 10348 10339 10349 10350 10351 10352 10340 10353 10354 10355 4.5.1 4.4.9 4.3 4.4.g.3 4.4.1 4.4.3 4.4.4.1 12676 19767 4.4.1.10. warranty offering) Identify opportunities to eliminate warranty waste Investigate fraudulent claims Manage recalls Provide MRO related training Develop training plan Develop training materials Maintains service bulletins/catalogues Manage training schedule Deliver operations training Deliver technical training Perform technical certification testing Evaluate training effectiveness Maintain service master for training Deliver digital services to customers Deliver Aircraft Health Monitoring Services (AHMS) Deliver loadable software services Deliver predictive analytics and optimization services Manage logistics and warehousing Define logistics strategy Translate customer service requirements into logistics requirements Design logistics network Communicate outsourcing needs Develop and maintain delivery service policy Optimize transportation schedules and costs Define key performance measures Plan and manage inbound material flow Plan inbound material receipts Manage inbound material flow Monitor inbound delivery performance Manage flow of returned products Operate warehousing Track inventory deployment Receive.4.10.2 4.4.11.1.9 4.3 4.1.5.10.4.3 4.4.3.11.4.5.4 4.5.1.1 4.10.5.2.5.2 4.4.3 Name Reconcile warranty transaction disposition Manage supplier recovery Create supplier recovery claims Negotiate recoveries with suppliers Evaluate and manage warranty performance Measure customer satisfaction with warranty handling and resolution Monitor and report on warranty management metrics Identify improvement opportunities (e.1.4 4.7 4.2 4.4.2 4.11.2 4.5.6 4.5.10.4. and store inbound deliveries Track product availability Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N Y Y N N N N N N Y N N N N Y N N N 90 of 733 .4.2 4. process.4.5 4.4.5 4.5.10.4.12 4.5 4.4.4.4 4.4.5.11.12.2.11.6 4.4 4.11 4.4.4.4.1.4.3.3 4.3 12674 19768 19769 12127 12128 12129 12130 12131 12132 12133 12134 12135 12136 19770 19771 19772 19773 10219 10338 10343 4.5.3.2 4.4.11.10.2 4.4.3.1 4.2.11.5.PCF ID 12667 19664 19764 19765 19667 19766 Hierarchy ID 4.5.

and fleets N Manage returns.5.1 4. carriers.5.5.8.5.9 4.6 4.5.7.4.5.8 4.3 4.6 4.5.4 4.9 4.7.6 4.5.5 4.4 4.3.5.6.3 4. pack.5.5. location and movement N Recognize transfer requests (internal move/external move) N Locate stock N Prepare stock for movement N Physically move stock N Maintain inventory status N Perform physical inventory procedures N Collect.7.4.5.5.5.1 4.7 4.5.3 4.5.5. manage reverse logistics Y Authorize and process returns N Perform reverse logistics N Perform salvage activities N Manage and process warranty claims N Manage repair/refurbishment and return to customer/stock N Plan material handling and storage N Collect and analyze material handling and storage N information Determine material capacity requirements N Determine material handling requirements N Identify requirements to modify facilities layout N Identify changes to material handling N Identify changes to material storage systems/procedures N Define stock placement strategies.7.7.5.5.6. and N systems Define stock location strategies.5.8 4.5.8 4.4.5.5.8.2 4.1 12161 12162 12163 12164 12165 12166 4.2 4.5.6.5. and systems N Define stock retrieval strategies.5.1 4.5.7.4 4.5.5 4.5. procedures. procedures.4 4.3 4.6.6 4.1 4. and ship product for delivery N Track inventory accuracy N N Track third-party logistics storage and shipping performance Manage physical finished goods inventory N Operate outbound transportation Y Plan.5. and systems N Manage inventory storage.4 Metrics Name available? Pick.5.4 4.7.2 4.3 4.7 4.7 4.6.7.4 4. and deliver outbound product N Track carrier delivery performance N Manage transportation fleet N Process and audit carrier invoices and documents N Prepare package and shipment N Manage shipping.4.5.2 4.5.5. transport.5.6 4.6.5.5.5.3.5 4.5 4.5.5.5.7.8.4.7 12167 12168 12169 12170 12171 12172 12173 12174 12175 12176 12177 12178 12179 12180 12181 4.5 4. procedures.2 12182 12183 4.5. report.5.6.3.5.5 4.5. and analyze logistics N Identify obsolete goods for disposition N Adjust inventory N Manage hazardous materials and waste N Maintain material safety data sheets N Maintain awareness of and communicate regulatory N requirements Maintain hazardous material handling and disposal N Manage compliance audits N Copyright 2015 APQC and IBM 91 of 733 .4.5.8.6.3.5.6.PCF ID 10356 10357 10358 10359 10341 10360 10361 10362 10363 12137 12145 10342 10364 10365 10366 10367 14195 12159 12160 Hierarchy ID 4.

2 4.8.PCF ID 12184 12185 12186 12187 12188 12189 12190 12191 12192 12193 12194 12195 Hierarchy ID 4. disposal.5.9.5.5.8.9.5.9.8 4.5.9.9. and tools Manage labeling of kits Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N 92 of 733 . reprocessing activities Manage documentation and reporting Manage kitting operations Define kitting requirements Request materials Build kits Issue materials to kits/consumption Prepare kits for transfer Manage returnable fixtures.5.5.5.4 4.6 4.6 4.5.5.5.7 4.5 4.9.9.8.5 4.1 4.9 4.7 Name Recognize need to disposition hazardous materials/waste Determine disposition and associated processing Manage disposition.8.5.3 4. containers.

PCF ID
10006
10378
10381
10384
10385
10382
10383
10379
10387
10390
10391
10392
10393
12196
10394
10395
10396
12197
12198
12199
10389
10397
10398
10399
10400
12200
10380
19774
10405
10406
10402
11236
11237
10403
11238
11239

Hierarchy
Metrics
ID
Name
available?
5.0
Manage Customer Service
Y
5.1
Develop customer care/customer service strategy
Y
5.1.1
Develop customer service segmentation/prioritization (e.g.,
N
tiers)
5.1.1.1
Analyze existing customers
N
5.1.1.2
Analyze feedback of customer's needs
N
5.1.2
Define customer service policies and procedures
N
5.1.3
Establish service levels for customers
Y
5.2
Plan and manage customer service operations
Y
5.2.1
Plan and manage customer service work force
Y
5.2.1.1
Forecast volume of customer service contacts
N
5.2.1.2
Schedule customer service work force
N
5.2.1.3
Track work force utilization
N
5.2.1.4
Monitor and evaluate quality of customer interactions with
N
customer service representatives
5.2.2
Manage customer requests/inquiries and provide support
N
5.2.2.1
Receive customer requests/inquiries
N
5.2.2.2
Route customer requests/inquiries
N
5.2.2.3
Respond to customer requests/inquiries
N
5.2.2.4
Support customer order status inquiry
N
5.2.2.5
Support customer deliver status inquiry
N
5.2.2.6
Support customer financial inquiry
N
5.2.3
Manage customer complaints
N
5.2.3.1
Receive customer complaints
N
5.2.3.2
Route customer complaints
N
5.2.3.3
Resolve customer complaints
N
5.2.3.4
Respond to customer complaints
N
5.2.3.5
Support customer complaints and service
N
5.3
Measure and evaluate customer service operations
Y
5.3.1
Measure customer satisfaction with customer
N
requests/inquiries handling
5.3.1.1
Solicit customer feedback on customer service experience
N
5.3.1.2
Analyze customer service satisfaction data and identify
N
improvement opportunities
5.3.2
Measure customer satisfaction with customer-complaint
N
handling and resolution
5.3.2.1
Solicit customer feedback on complaint handling and
N
resolution
5.3.2.2
Analyze customer complaint data and identify improvement
N
opportunities
5.3.3
Measure customer satisfaction with products and services
N
5.3.3.1
Gather and solicit post-sale customer feedback on products
N
and services
5.3.3.2
Solicit post-sale customer feedback on ad effectiveness
N

Copyright 2015 APQC and IBM

93 of 733

PCF ID
11240

Hierarchy
ID
5.3.3.3

11241

5.3.3.4

Copyright 2015 APQC and IBM

Name
Analyze product and service satisfaction data and identify
improvement opportunities
Provide customer feedback to product management on
products and services

Metrics
available?
N
N

94 of 733

PCF ID
10007
17043
17044
10418
10419
10420
10421
10422
10432
17045
10423
10424
10425
10426
10427
10428
10429
10430
10431
10433
10417
10434
10435
10436
10438
17046
10410
10439
10445
10446
10447
10448
10449
10450
10451
10452
10440
10453
10454
10455
17047

Hierarchy
ID
Name
6.0
Develop and Manage Human Capital
6.1
Develop and manage human resources (HR) planning, policies,
and strategies
6.1.1
Develop human resources strategy
6.1.1.1
Identify strategic HR needs
6.1.1.2
Define HR and business function roles and accountability
6.1.1.3
Determine HR costs
6.1.1.4
Establish HR measures
6.1.1.5
Communicate HR strategies
6.1.1.6
Develop strategy for HR systems/technologies/tools
6.1.2
Develop and implement workforce strategy and policies
6.1.2.1
Gather skill requirements according to corporate strategy
and market environment
6.1.2.2
Plan employee resourcing requirements per
unit/organization
6.1.2.3
Develop compensation plan
6.1.2.4
Develop succession plan
6.1.2.5
Develop employee diversity plan
6.1.2.6
Develop other HR programs
6.1.2.7
Develop HR policies
6.1.2.8
Administer HR policies
6.1.2.9
Plan employee benefits
6.1.2.10
Develop workforce strategy models
6.1.3
Monitor and update strategy, plans, and policies
6.1.3.1
Measure realization of objectives
6.1.3.2
Measure contribution to business strategy
6.1.3.3
Communicate plans and provide updates to stakeholders
6.1.3.4
Review and revise HR plans
6.1.4
Develop competency management models
6.2
Recruit, source, and select employees
6.2.1
Manage employee requisitions
6.2.1.1
Align staffing plan to workforce plan and business unit
strategies/resource needs
6.2.1.2
Develop and open job requisition
6.2.1.3
Develop job descriptions
6.2.1.4
Post requisitions
6.2.1.5
Manage internal/external job posting Web sites
6.2.1.6
Modify requisitions
6.2.1.7
Notify hiring manager
6.2.1.8
Manage requisition dates
6.2.2
Recruit/Source candidates
6.2.2.1
Determine recruitment methods
6.2.2.2
Perform recruiting activities/events
6.2.2.3
Manage recruitment vendors
6.2.2.4
Manage employee referral programs

Copyright 2015 APQC and IBM

Metrics
available?
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N

95 of 733

PCF ID
17048
17049
10456
10457
10458
10459
10460
10443
10463
10464
10465
10444
10466
10467
10468
10411
10469
10474
11243

Hierarchy
ID
6.2.2.5
6.2.3
6.2.3.1
6.2.3.2
6.2.3.3
6.2.3.4
6.2.3.5
6.2.4
6.2.4.1
6.2.4.2
6.2.4.3
6.2.5
6.2.5.1
6.2.5.2
6.2.5.3
6.3
6.3.1
6.3.1.1
6.3.1.2

17050
10470
10479
10480
10481
10472
10487
10488
17051
10473
10490
10491
10492

6.3.1.3
6.3.2
6.3.2.1
6.3.2.2
6.3.2.3
6.3.3
6.3.3.1
6.3.3.2
6.3.3.3
6.3.4
6.3.4.1
6.3.4.2
6.3.4.3

10493

6.3.4.4

17052
10483
10484
10485
10531
10412
17053

6.4
6.4.1
6.4.2
6.4.3
6.4.4
6.5
6.5.1

10498

6.5.1.1

Name
Monitor recruitment channels
Screen and select candidates
Identify and deploy candidate selection tools
Interview candidates
Test candidates
Select and reject candidates
Obtain candidate background information
Manage new hire/re-hire
Draw up and make offer
Negotiate offer
Hire candidate
Manage applicant information
Create applicant record
Manage/track applicant data
Archive and retain records of non-hires
Develop and counsel employees
Manage employee orientation and deployment
Create/maintain employee on-boarding program
Evaluate the effectiveness of the employee on-boarding
program
Execute onboarding program
Manage employee performance
Define performance objectives
Review, appraise, and manage employee performance
Evaluate and review performance program
Manage employee development
Define employee development guidelines
Develop employee career plans
Manage employee skills development
Develop and train employees
Align employee and organization development needs
Align learning programs with competencies
Establish training needs by analysis of required and
available skills
Develop, conduct, and manage employee and/or
management training programs
Manage employee relations
Manage labor relations
Manage collective bargaining process
Manage labor management partnerships
Manage employee grievances
Reward and retain employees
Develop and manage reward, recognition, and motivation
programs
Develop salary/compensation structure and plan

Copyright 2015 APQC and IBM

Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
Y
N
N
N
Y
N
N
N
Y
N
N
N
Y
N
N
N
Y
N
N
N
N
N
Y
N
N

96 of 733

PCF ID
10499
10500
10501

Hierarchy
ID
6.5.1.2
6.5.1.3
6.5.1.4

10502
10503
10508
10495
10504
10505
10506
10507
17054
10497
10413
10512
10513
10514
10515
10516
10517
17055
10520
17056
10522
10523
10524
10525
10526
10527
10510
10530

6.5.1.5
6.5.1.6
6.5.1.7
6.5.2
6.5.2.1
6.5.2.2
6.5.2.3
6.5.2.4
6.5.3
6.5.4
6.6
6.6.1
6.6.2
6.6.3
6.6.4
6.6.5
6.6.6
6.6.7
6.6.8
6.7
6.7.1
6.7.2
6.7.3
6.7.4
6.7.5
6.7.6
6.7.7
6.7.8

17057
10529
10532
10532

6.8
6.8.1
6.8.2

Name
Develop benefits and reward plan
Perform competitive analysis of benefit and rewards
Identify compensation requirements based on financial,
benefits, and HR policies
Administer compensation and rewards to employees
Reward and motivate employees
Deliver programs to support work/life balance for
employees
Manage
and administer benefits
Deliver employee benefits program
Administer benefit enrollment
Process claims
Perform benefit reconciliation
Manage employee assistance and retention
Administer Payroll
Re-deploy and retire employees
Manage promotion and demotion process
Manage separation
Manage retirement
Manage leave of absence
Develop and implement employee outplacement
Manage deployment of personnel
Relocate employees and manage assignments
Manage expatriates
Manage employee information and analytics
Manage reporting processes
Manage employee inquiry process
Manage and maintain employee data
Manage human resource information systems (HRIS)
Develop and manage employee metrics
Develop and manage time and attendance systems
Review retention and motivation indicators
Manage/Collect employee suggestions and perform employee
research
Manage employee communication
Develop employee communication plan
Deliver employee communications
Publish employee communications

Copyright 2015 APQC and IBM

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
Y
Y
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N

97 of 733

10575

Hierarchy
Metrics
ID
Name
available?
7.0
Manage Information Technology
Y
7.1
Manage the business of information technology
Y
7.1.1
Develop the enterprise IT strategy
Y
7.1.1.1
Build strategic intelligence
N
7.1.1.2
Identify long-term IT needs of the enterprise in
N
collaboration with stakeholders
7.1.1.3
Define strategic standards, guidelines, and principles
N
7.1.1.4
Define and establish IT architecture and development
N
standards
7.1.1.5
Define strategic vendors for IT components
N
7.1.1.6
Establish IT governance organization and processes
N
7.1.1.7
Build strategic plan to support business objectives
N
7.1.2
Define the enterprise architecture
N
7.1.2.1
Establish the enterprise architecture definition
N
7.1.2.2
Confirm enterprise architecture maintenance approach
N
7.1.2.3
Maintain the relevance of the enterprise architecture
N
7.1.2.4
Act as clearinghouse for IT research and innovation
N
7.1.2.5
Govern the enterprise architecture
N
7.1.3
Manage the IT portfolio
N
7.1.3.1
Establish the IT portfolio
N
7.1.3.2
Analyze and evaluate the value of the IT portfolio for the
N
enterprise
7.1.3.3
Provision resources in accordance with strategic priorities
N
7.1.4
Perform IT research and innovation
N
7.1.4.1
Research technologies to innovate IT services and solutions
N
7.1.4.2
Transition viable technologies for IT services and solutions
N
development
7.1.5
Evaluate and communicate IT business value and performance
Y

10625
10626
10627
10564
10578
11244

7.1.5.1
7.1.5.2
7.1.5.3
7.2
7.2.1
7.2.1.1

11245

7.2.1.2

11246
11247

7.2.1.3
7.2.1.4

11248

7.2.1.5

10579
10640

7.2.2
7.2.2.1

PCF ID
10008
10563
10570
10603
10604
10605
10606
10607
10608
10609
10571
10611
10612
10613
10614
10615
10572
10616
10617
10618
10573
10620
10621

Establish and monitor key performance indicators
Evaluate IT plan performance
Communicate IT value
Develop and manage IT customer relationships
Develop IT services and solutions strategy
Research IT services and solutions to address business and
user requirements
Translate business and user requirements into IT services
and solutions requirements
Formulate IT services and solutions strategic initiatives
Coordinate strategies with internal stakeholders to ensure
alignment
Evaluate and select IT services and solutions strategic
initiatives
Develop and manage IT service levels
Create and maintain the IT services and solutions catalog

Copyright 2015 APQC and IBM

N
N
N
Y
Y
N
N
N
N
N
N
N

98 of 733

PCF ID
10641

Hierarchy
ID
7.2.2.2

10642
10643

7.2.2.3
7.2.2.4

10580
10644
10645

7.2.3
7.2.3.1
7.2.3.2

10646
10581
10647
10648
10649

7.2.3.3
7.2.4
7.2.4.1
7.2.4.2
7.2.4.3

10582
10650
10651
10652

7.2.5
7.2.5.1
7.2.5.2
7.2.5.3

10653
11220

7.2.5.4
7.3

11230

7.3.1

11231

7.3.2

10565
10583
10654

7.4
7.4.1
7.4.1.1

10655

7.4.1.2

10656

7.4.1.3

10584
10657

7.4.2
7.4.2.1

10658
10659
10660
10585
10661

7.4.2.2
7.4.2.3
7.4.2.4
7.4.3
7.4.3.1

Metrics
Name
available?
Establish and maintain business and IT service level
N
agreements
Evaluate and report service level attainment results
N
Communicate business and IT service level improvement
N
opportunities
Perform demand side management (DSM) for IT services
N
Analyze IT services and solutions consumption and usage
N
Develop and implement incentive programs that improve
N
consumption efficiency
Develop volume/unit forecast for IT services and solutions
N
Manage IT customer satisfaction
Y
Capture and analyze customer satisfaction
N
Assess and communicate customer satisfaction patterns
N
Initiate improvements based on customer satisfaction
N
patterns
Market IT services and solutions
N
Develop IT services and solutions marketing strategy
N
Develop and manage IT customer strategy
N
Manage IT services and solutions advertising and
N
promotional campaigns
Process and track IT services and solutions orders
N
Develop and implement security, privacy, and data protection
N
controls
Establish information security, privacy, and data protection
N
strategies and levels
Test, evaluate, and implement information security and privacy
N
and data protection controls
Manage enterprise information
Y
Develop information and content management strategies
Y
Understand information and content management needs
N
and the role of IT services for executing the business
strategy
Assess the information and content management
implications of new technologies
Identify and prioritize information and content
management actions
Define the enterprise information architecture
Define information elements, composite structure, logical
relationships and constraints, taxonomy, and derivation
rules
Define information access requirements
Establish data custodianship
Manage changes to content data architecture requirements
Manage information resources
Define the enterprise information/data policies and
standards

Copyright 2015 APQC and IBM

N
N
Y
N
N
N
N
Y
N

99 of 733

PCF ID
10662
10586
10663
10664
10665

Hierarchy
ID
7.4.3.2
7.4.4
7.4.4.1
7.4.4.2
7.4.4.3

10566
10587
10666
10667

7.5
7.5.1
7.5.1.1
7.5.1.2

10668
10588
10669
10670
10671
10589
10672
10673
10674
10590
10675
10676
10677
10678
10679
10680
10591
10681

7.5.1.3
7.5.2
7.5.2.1
7.5.2.2
7.5.2.3
7.5.3
7.5.3.1
7.5.3.2
7.5.3.3
7.5.4
7.5.4.1
7.5.4.2
7.5.4.3
7.5.4.4
7.5.4.5
7.5.4.6
7.5.5
7.5.5.1

10682
10683
10684
10685
10567
10592
10686
10687

7.5.5.2
7.5.5.3
7.5.5.4
7.5.5.5
7.6
7.6.1
7.6.1.1
7.6.1.2

10688
10593
10689
10690
10691
10692

7.6.1.3
7.6.2
7.6.2.1
7.6.2.2
7.6.2.3
7.6.2.4

Name
Develop and implement data and content administration
Perform enterprise data and content management
Define sources and destinations of content data
Manage technical interfaces to users of content
Manage retention, revision, and retirement of enterprise
information
Develop and maintain information technology solutions
Develop the IT development strategy
Establish sourcing strategy for IT development
Define development processes, methodologies, and tools
standards
Select development methodologies and tools
Perform IT services and solutions life cycle planning
Plan development of new requirements
Plan development of feature and functionality
enhancement
Develop life cycle plan for IT services and solutions
Develop and maintain IT services and solutions architecture
Create IT services and solutions architecture
Revise IT services and solutions architecture
Retire IT services and solutions architecture
Create IT services and solutions
Understand confirmed requirements
Design IT services and solutions
Acquire/Develop IT service/solution components
Train services and solutions resources
Test IT services/solutions
Confirm customer acceptance
Maintain IT services and solutions
Understand upkeep/enhance requirements and defect
analysis
Design change to existing IT service/solution
Acquire/Develop changed IT service/solution component
Test IT service/solution change
Retire solutions and services
Deploy information technology solutions
Develop the IT deployment strategy
Establish IT services and solutions change policies
Define deployment process, procedures, and tools
standards
Select deployment methodologies and tools
Plan and implement changes
Plan change deployment
Communicate changes to stakeholders
Administer change schedule
Train impacted users

Copyright 2015 APQC and IBM

Metrics
available?
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N

100 of 733

PCF ID
10693
10694
10594
10695
10696
10697
10698
10568
10595
10699
10700
10701
10596
10702
10703
10597
10704
10705
10598
10706
10707
10599
10708
10709
10710
10711
10712
10713
10714

Hierarchy
ID
7.6.2.5
7.6.2.6
7.6.3
7.6.3.1
7.6.3.2
7.6.3.3
7.6.3.4
7.7
7.7.1
7.7.1.1
7.7.1.2
7.7.1.3
7.7.2
7.7.2.1
7.7.2.2
7.7.3
7.7.3.1
7.7.3.2
7.7.4
7.7.4.1
7.7.4.2
7.7.5
7.7.5.1
7.7.5.2
7.7.5.3
7.7.5.4
7.7.5.5
7.7.5.6
7.7.5.7

Metrics
Name
available?
Distribute and install change
N
Verify change
N
Plan and manage releases
N
Understand and coordinate release design and acceptance
N
Plan release rollout
N
Distribute and install release
N
Verify release
N
Deliver and support information technology services
Y
Develop IT services and solution delivery strategy
N
Establish sourcing strategy for IT delivery
N
Define delivery processes, procedures, and tools standards
N
Select delivery methodologies and tools
N
Develop IT support strategy
N
Establish sourcing strategy for IT support
N
Define IT support services
N
Manage IT infrastructure resources
N
Manage IT inventory and assets
N
Manage IT resource capacity
N
Manage IT infrastructure operations
N
Deliver IT services and solutions
N
Perform IT operations support services
N
Support IT services and solutions
Y
Manage availability
N
Manage facilities
N
Manage backup/recovery
N
Manage performance and capacity
N
Manage incidents
N
Manage problems
N
Manage inquiries
N

Copyright 2015 APQC and IBM

101 of 733

PCF ID
17058
10728
10738
10771
10772
10773
10739
10774
10775
10776
10777
11175
10740
10778
10779
10780
10781
10741
10782
10783
10784
10785
10786
10787
10788
10729
10742
10789
10790
10791
10792
10793
10743
10794
10795
10796
10797
10798
10744
10799
10800
10801
10802
10803
10745

Hierarchy
Metrics
ID
Name
available?
8.0
Manage Financial Resources
N
8.1
Perform planning and management accounting
Y
8.1.1
Perform planning/budgeting/forecasting
Y
8.1.1.1
Develop and maintain budget policies and procedures
N
8.1.1.2
Prepare periodic budgets and plans
N
8.1.1.3
Prepare periodic financial forecasts
N
8.1.2
Perform cost accounting and control
Y
8.1.2.1
Perform inventory accounting
N
8.1.2.2
Perform cost of sales analysis
N
8.1.2.3
Perform product costing
N
8.1.2.4
Perform variance analysis
N
8.1.2.5
Report on profitability
N
8.1.3
Perform cost management
Y
8.1.3.1
Determine key cost drivers
N
8.1.3.2
Measure cost drivers
N
8.1.3.3
Determine critical activities
N
8.1.3.4
Manage asset resource deployment and utilization
N
8.1.4
Evaluate and manage financial performance
Y
8.1.4.1
Assess customer and product profitability
N
8.1.4.2
Evaluate new products
N
8.1.4.3
Perform life cycle costing
N
8.1.4.4
Optimize customer and product mix
N
8.1.4.5
Track performance of new customer and product strategies
N
8.1.4.6
Prepare activity-based performance measures
N
8.1.4.7
Manage continuous cost improvement
N
8.2
Perform revenue accounting
Y
8.2.1
Process customer credit
Y
8.2.1.1
Establish credit policies
N
8.2.1.2
Analyze/Approve new account applications
N
8.2.1.3
Review existing accounts
N
8.2.1.4
Produce credit/collection reports
N
8.2.1.5
Reinstate or suspend accounts based on credit policies
N
8.2.2
Invoice customer
Y
8.2.2.1
Maintain customer/product master files
N
8.2.2.2
Generate customer billing data
N
8.2.2.3
Transmit billing data to customers
N
8.2.2.4
Post receivable entries
N
8.2.2.5
Resolve customer billing inquiries
N
8.2.3
Process accounts receivable (AR)
Y
8.2.3.1
Establish AR policies
N
8.2.3.2
Receive/Deposit customer payments
N
8.2.3.3
Apply cash remittances
N
8.2.3.4
Prepare AR reports
N
8.2.3.5
Post AR activity to the general ledger
N
8.2.4
Manage and process collections
Y

Copyright 2015 APQC and IBM

102 of 733

PCF ID
10804
10805
10806
10807
10808
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822

Hierarchy
ID
8.2.4.1
8.2.4.2
8.2.4.3
8.2.4.4
8.2.4.5
8.2.5
8.2.5.1
8.2.5.2
8.2.5.3
8.2.5.4
8.2.5.5
8.2.5.6
8.3
8.3.1
8.3.1.1
8.3.1.2
8.3.1.3
8.3.1.4
8.3.2
8.3.2.1
8.3.2.2
8.3.2.3
8.3.2.4

10823
10824
10825
10826
10827
10749
10828
10829
10830
10831

8.3.2.5
8.3.2.6
8.3.2.7
8.3.2.8
8.3.2.9
8.3.3
8.3.3.1
8.3.3.2
8.3.3.3
8.3.3.4

10832

8.3.3.5

10833
10834
10835
10836

8.3.3.6
8.3.3.7
8.3.3.8
8.3.3.9

10750
10837
10838

8.3.4
8.3.4.1
8.3.4.2

Metrics
Name
available?
Establish policies for delinquent accounts
N
Analyze delinquent account balances
N
Correspond/Negotiate with delinquent accounts
N
Discuss account resolution with internal parties
N
Process adjustments/write-off balances
N
Manage and process adjustments/deductions
Y
Establish policies/procedures for adjustments
N
Analyze adjustments
N
Correspond/Negotiate with customer
N
Discuss resolution with internal parties
N
Prepare chargeback invoices
N
Process related entries
N
Perform general accounting and reporting
Y
Manage policies and procedures
Y
Negotiate service level agreements
N
Establish accounting policies
N
Set and enforce approval limits
N
Establish common financial systems
N
Perform general accounting
Y
Maintain chart of accounts
N
Process journal entries
N
Process allocations
N
Process period end adjustments (e.g., accruals, currency
N
conversions, etc.)
Post and reconcile intercompany transactions
N
Reconcile general ledger accounts
N
Perform consolidations and process eliminations
N
Prepare trial balance
N
Prepare and post management adjustments
N
Perform fixed asset accounting
Y
Establish fixed asset policies and procedures
N
Maintain fixed asset master data files
N
Process and record fixed asset additions and retires
N
Process and record fixed asset adjustments, enhancements,
N
revaluations, and transfers
Process and record fixed asset maintenance and repair
N
expenses
Calculate and record depreciation expense
N
Reconcile fixed asset ledger
N
Track fixed assets including physical inventory
N
Provide fixed asset data to support tax, statutory, and
N
regulatory reporting
Perform financial reporting
Y
Prepare business unit financial statements
N
Prepare consolidated financial statements
N

Copyright 2015 APQC and IBM

103 of 733

PCF ID
10839
10840

Hierarchy
ID
8.3.4.3
8.3.4.4

10841
10842
10843
10731
10751
10844
10845
10846

8.3.4.5
8.3.4.6
8.3.4.7
8.4
8.4.1
8.4.1.1
8.4.1.2
8.4.1.3

10847
10752
10848
10849
10850
10851
10852
10732
10753
10853
10854
10855
10856
10857
10754
10858
10859
10860
10861
10862
10863
10864
10865
10755
10866
10867
10868
10733
10756
10869
10870
10873
10877

8.4.1.4
8.4.2
8.4.2.1
8.4.2.2
8.4.2.3
8.4.2.4
8.4.2.5
8.5
8.5.1
8.5.1.1
8.5.1.2
8.5.1.3
8.5.1.4
8.5.1.5
8.5.2
8.5.2.1
8.5.2.2
8.5.2.3
8.5.2.4
8.5.2.5
8.5.2.6
8.5.2.7
8.5.2.8
8.5.3
8.5.3.1
8.5.3.2
8.5.3.3
8.6
8.6.1
8.6.1.1
8.6.1.2
8.6.1.3
8.6.1.4

Metrics
Name
available?
Perform business unit reporting/review management
N
reports
Perform consolidated reporting/review of cost management
N
reports
Prepare statements for board review
N
Produce quarterly/annual filings and shareholder reports
N
Produce regulatory reports
N
Manage fixed asset project accounting
Y
Perform capital planning and project approval
Y
Develop capital investment policies and procedures
N
Develop and approve capital expenditure plans and
N
budgets
Review and approve capital projects and fixed asset
N
acquisitions
Conduct financial justification for project approval
N
Perform capital project accounting
Y
Create project account codes
N
Record project-related transactions
N
Monitor and track capital projects and budget spending
N
Close/capitalize projects
N
Measure financial returns on completed capital projects
N
Process payroll
Y
Report time
Y
Establish policies and procedures
N
Collect and record employee time worked
N
Analyze and report paid and unpaid leave
N
Monitor regular, overtime, and other hours
N
Analyze and report employee utilization
N
Manage pay
Y
Enter employee time worked into payroll system
N
Maintain and administer employee earnings information
N
Maintain and administer applicable deductions
N
Monitor changes in tax status of employees
N
Process and distribute payments
N
Process and distribute manual checks
N
Process period end adjustments
N
Respond to employee payroll inquiries
N
Process payroll taxes
Y
Calculate and pay applicable payroll taxes
N
Produce and distribute employee annual tax statements
N
File regulatory payroll tax forms
N
Process accounts payable and expense reimbursements
Y
Process accounts payable (AP)
Y
Verify AP pay file with purchase order vendor master file
N
Maintain/manage electronic commerce
N
Process financial accruals and reversals
N
Respond to AP inquiries
N

Copyright 2015 APQC and IBM

104 of 733

PCF ID
10878
10879
12213
12214
12215
10871
12217
19775
10872
10874
10875
10876
10757
10880

Hierarchy
ID
8.6.1.5
8.6.1.6
8.6.1.7
8.6.1.8
8.6.1.9
8.6.1.9.1
8.6.1.9.2
8.6.1.9.3
8.6.1.9.4
8.6.1.9.5
8.6.1.9.6
8.6.1.9.7
8.6.2
8.6.2.1

10881
10882
10883
10884
10734
10758
10885
10886
10887
10888
10889
10890
10891
10892
10759
10893
10894
10895
10896
10897
10898

8.6.2.2
8.6.2.3
8.6.2.4
8.6.2.5
8.7
8.7.1
8.7.1.1
8.7.1.2
8.7.1.3
8.7.1.4
8.7.1.5
8.7.1.6
8.7.1.7
8.7.1.8
8.7.2
8.7.2.1
8.7.2.2
8.7.2.3
8.7.2.4
8.7.2.5
8.7.2.6

10899
10900
10760
10901
10902
10903

8.7.2.7
8.7.2.8
8.7.3
8.7.3.1
8.7.3.2
8.7.3.3

10904

8.7.3.4

Name
Retain records
Adjust accounting records
Match receipts with purchase orders
Perform evaluated receipt settlement
Process invoices
Audit invoices and key data in AP system
Process recurring invoices
Process one-time invoices
Approve payments
Process taxes
Research/resolve exceptions
Process payments
Process expense reimbursements
Establish and communicate expense reimbursement
policies and approval limits
Capture and report relevant tax data
Approve reimbursements and advances
Process reimbursements and advances
Manage personal accounts
Manage treasury operations
Manage treasury policies and procedures
Establish scope and governance of treasury operations
Establish and publish treasury policies
Develop treasury procedures
Monitor treasury procedures
Audit treasury procedures
Revise treasury procedures
Develop and confirm internal controls for treasury
Define system security requirements
Manage cash
Manage and reconcile cash positions
Manage cash equivalents
Process and oversee electronic fund transfers (EFTs)
Develop cash flow forecasts
Manage cash flows
Produce cash management accounting transactions and
reports
Manage and oversee banking relationships
Analyze, negotiate, resolve, and confirm bank fees
Manage in-house bank accounts
Manage in-house bank accounts for subsidiaries
Manage and facilitate inter-company borrowing
transactions
Manage centralized outgoing payments on behalf of
subsidiaries
Manage central incoming payments on behalf of
subsidiaries

Copyright 2015 APQC and IBM

Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N

105 of 733

PCF ID
10905
10906
10907
10761
10908
10909
10910
10911
10912
10913
14210
12218
11208
11209
11210
11211
11212
11213
11214
11215
10735
10762
10914
10915
10916
11250
11251
10763

Hierarchy
ID
8.7.3.5
8.7.3.6
8.7.3.7
8.7.4
8.7.4.1
8.7.4.2
8.7.4.3
8.7.4.4
8.7.4.5
8.7.4.6
8.7.4.7
8.7.5
8.7.6
8.7.6.1
8.7.6.2
8.7.6.3
8.7.6.4
8.7.6.5
8.7.6.6
8.7.6.7
8.8
8.8.1
8.8.1.1
8.8.1.2
8.8.1.3
8.8.1.4
8.8.1.5
8.8.2

10917
10918
10919
10920
10921
10922

8.8.2.1
8.8.2.2
8.8.2.3
8.8.2.4
8.8.2.5
8.8.2.6

10764
10923
10924

8.8.3
8.8.3.1
8.8.3.2

10925
10926
10736
10765
10927

8.8.3.3
8.8.3.4
8.9
8.9.1
8.9.2

Metrics
Name
available?
Manage internal payments and netting transactions
N
Calculate interest and fees for in-house bank accounts
N
Provide account statements for in-house bank accounts
N
Manage debt and investment
N
Manage financial intermediary relationships
N
Manage liquidity
N
Manage issuer exposure
N
Process and oversee debt and investment transactions
N
Process and oversee foreign currency transactions
N
N
Produce debt and investment accounting transaction
reports
Process and oversee interest rate transactions
N
Maintain bank account information
N
Monitor and execute risk and hedging transactions
Y
Manage interest rate risk
N
Manage foreign exchange risk
N
Manage exposure risk
N
Develop and execute hedging transactions
N
Evaluate and refine hedging positions
N
Produce hedge accounting transactions and reports
N
Monitor credit
N
Manage internal controls
Y
Establish internal controls policies and procedures
Y
Establish board of directors and audit committee
N
Define and communicate code of ethics
N
Assign roles and responsibility for internal controls
N
Define business process objectives and risks
N
Define entity/unit risk tolerances
N
Operate controls and monitor compliance with internal controls
Y
policies and procedures
Design and implement control activities
N
Monitor control effectiveness
N
Remediate control deficiencies
N
Create compliance function
N
Operate compliance function
N
Implement and maintain controls-related enabling
N
technologies and tools
Report on internal controls compliance
Y
Report to external auditors
N
Report to regulators, share/debt-holders, securities
N
exchanges, etc.
Report to third parties (e.g., business partners)
N
Report to internal management
N
Manage taxes
Y
Develop tax strategy and plan
N
Develop foreign, national, state, and local tax strategy
N

Copyright 2015 APQC and IBM

106 of 733

11 8.7 8.1 8.10.11.5.9.11.9.9.7 8.2 8.5.1 8.3 8.5.3 8.4 8.9.9.5 8.5.4 8.9.9.11.3 8.2 8.11.9.4 8.5.PCF ID 10928 10929 10766 10930 10931 10932 10933 10934 10935 10936 10737 10767 10768 10769 10770 17059 14090 14091 14092 14093 14094 14095 14096 14097 14098 Hierarchy ID 8.10.5.5 8.9.1 8.6 8.6 8.5.4 8.9.11.11.11.11.5 8.2 8.11.10.3 8.8 8.10 8.9 Name Consolidate and optimize total tax plan Maintain tax master data Process taxes Perform tax planning/strategy Prepare returns Prepare foreign taxes Calculate deferred taxes Account for taxes Monitor tax compliance Address tax inquiries Manage international funds/consolidation Monitor international rates Manage transactions Monitor currency exposure/hedge currency Report results Perform global trade services Screen sanctioned party list Control exports and imports Classify products Calculate duty Communicate with customs Document trade Process trade preferences Handle restitution Prepare letter of credit Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N 107 of 733 .10.

2 Obtain construction permissions 9.3 Perform construction design and planning 9.1.2.1.PCF ID 19207 10937 10941 10955 10956 10957 10942 11276 11277 11278 11279 10943 10958 19776 10959 10960 10961 10962 10944 10963 10964 19208 19209 19210 19211 19212 19219 19220 19221 19222 19223 19224 19225 19226 19227 19228 19229 19230 19231 19232 19233 19234 11280 19235 Hierarchy ID Name 9.2.1.2 Analyze budget 9.1.1.2.2.1.2.3.1 Develop construction strategy 9.4 Provide workspace and assets 9.4.2.2.3 Secure construction financing 9.2 Develop.1 Develop property strategy and long-term vision 9.4 Plan construction resources 9.3 Create work and asset records 9.1.3.2.2.2.3.2.1 Manage capital program for productive assets 9.2.5 Manage construction or modification to building 9.1.1.1 Define capital investment plan 9.4 Augment existing assets 9.2.2.3 Construct new assets 9.4.2.1 Perform construction performance management 9.1 Schedule commissioning Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 108 of 733 .2.1.2.2.2.2 Monitor capital program 9.2.2 Change fit/form/function of workspace and assets 9.2.5 Commission new assets 9.5.1 Design facility 9.1.1.3.1.3 Design assets 9.3.4.1.4.3.3.0 Acquire.1 Acquire workspace and assets 9.2.1.4.1 Schedule work 9.5 Renew/Replace assets 9.2 Undertake quality control 9.1.1 Monitor work performance 9.2 Design and plan asset construction 9.3 Select property 9.1.2 Obtain construction permissions 9.3 Make build-or-buy decision 9. Construct.3.4.4 Schedule and perform construction works 9.4 Negotiate terms for facility 9.2 Assess the external environment 9.1.3 Manage asset construction 9.2.1.2.2 Design and construct productive assets 9.2.4.2.2.2.3.1. construct.1 Confirm alignment of property requirements with business strategy 9. and access to sites 9.3 Plan facility 9. and modify sites 9.1.2.1 Design and construct/acquire buildings and facilities 9.3.1.1.4 Manage safety.1.4 Perform construction 9.2 Obtain resources 9.1 Design / define maintenance facility 9.1. security.1.2. and Manage Assets 9.

5.3.1.3 9.2 9.3.3.5.2 9.1 9.3.3.3.3 9.4 9.4 9.3.3.3.3.1.1 9.7 9.3 9.2.2.2 9.4.2.3.3.1 9.5 9.2 9.3.3.3.3 9.4 9.2.2.2.3.3.1 9.3.1.3.3 9.3.4.3.2.3.3.5 9.1.3 9.1.3.5 9.3.3.1 9.1.3 9.2 9.4 9.2.PCF ID 19236 19237 19238 19239 19240 10967 19241 10968 19242 19243 19244 19245 19246 19247 19248 19249 19250 19251 19252 19253 10947 19254 19255 19256 19257 10940 10952 19258 10953 10954 Hierarchy ID 9.6 9.4.6 9.1.2.4.7 9.2 9.3.4 Metrics Name available? Co-ordinate energization with network operations N Capture commissioning records N Maintain assets N Plan asset maintenance N Develop maintenance strategies N Analyze assets and predict maintenance requirements N Specify maintenance policies N Integrate preventive maintenance into operations schedule N Identify work management tasks and priorities N Conduct resource planning N Create work plans N Manage asset maintenance N Schedule work N Obtain required resources N Undertake quality control N Update work and asset records N Manage maintenance work safety N Define maintenance performance targets N Monitor maintenance performance against N targets/contracts Perform asset maintenance N Perform preventative asset maintenance N Perform routine asset maintenance N Perform corrective asset maintenance and repairs N Identify unplanned maintenance requirements N Perform unplanned maintenance and repairs N Dispose of assets N Develop exit strategy N Decommission productive assets N Perform sale or trade N Perform abandonment N Copyright 2015 APQC and IBM 109 of 733 .

1.4.2.5 16445 16446 16447 16448 10.2 10.1.0 Manage Enterprise Risk.4 16444 10.3 10.2.1.1.2 Manage enterprise risk Establish the enterprise risk framework and policies Determine risk tolerance for organization Develop and maintain enterprise risk policies and procedures Identify and implement enterprise risk management tools Coordinate the sharing of risk knowledge across the organization Prepare and report enterprise risk to executive management and board Oversee and coordinate enterprise risk management activities Identify enterprise level risks Assess risks to determine which to mitigate Develop risk mitigation and management strategy.3.4.2.2 16458 16459 16460 16461 16462 17467 17468 17469 17470 14133 14137 16463 16464 16465 10.1.1.4.2.2.1.2.2.2.1 10.1.1.4. and integrate with existing performance management processes Verify business unit and functional risk mitigation plans are implemented Ensure risks and risk mitigation actions are monitored Report on risk activities Coordinate business unit and functional risk management activities Ensure that each business unit/function follows the enterprise risk management process Ensure that each business unit/function follows the enterprise risk reporting process Manage business unit and function risk Identify risks Assess risks using enterprise risk framework policies and procedures Develop mitigation plans for risks Implement mitigation plans for risks Monitor risks Analyze risk activities and update plans Report on risk activities Manage compliance Establish compliance framework and policies Develop enterprise compliance policies and procedures Implement enterprise compliance activities Manage internal audits Maintain controls-related technologies and tools Manage regulatory compliance Develop regulatory compliance procedures Identify applicable regulatory requirements Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 110 of 733 .1.1.1. Remediation and Resiliency 17060 16439 16440 16441 10.1 10.2 16442 16443 10.4 10.4.1.4.6 10.1.1.3 16453 10.1.1.1.2.1.7 10.2 10.2.6 10.1.1.1.2 10.1 16454 10.1.1.1 10.5 10.1.1 10.1.1 10.3 10.1 10.2 10.1.4 10.2.1.2.3 10.2 17061 16456 16457 10.1.1 10.1 10.1.2 10.1.2.4.4 10.PCF ID 16437 Hierarchy ID Name 10.4 16450 16451 16452 10.2.1.2.2. Compliance.1.5 10.3.3 16449 10.

2.2.3.4.3 10.3.6 10.2.3.3 10. regulatory compliance position and existing controls.4 16468 10.3.4.2.4 10.2 10.3 10. and identify weaknesses or shortfalls therein Implement missing or stronger regulatory compliance controls and policies Monitor and test.2.3.5 10.2.2.3.2 10.4. removed.8 10. or modified as required Maintain relationships with regulators as appropriate Certify capabilities Manage remediation efforts Create remediation plans Contact and confer with experts Identify/Dedicate resources Investigate legal aspects Investigate damage cause Amend or create policy Manage business resiliency Develop the business resilience strategy Perform continuous business operations planning Test continuous business operations Maintain continuous business operations Share knowledge of specific risks across other parts of the organization Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N Y N N N N N 111 of 733 .4 10.7 10.2.2.5 16469 10.PCF ID 16466 Hierarchy ID 10.3 16467 10.1 10.2.2.6 16470 19777 11185 11201 11202 11203 11204 11205 11206 11216 11221 11222 11223 11224 16471 10.1 10.5 Name Monitor the regulatory environment for changing or emerging regulations Assess current compliance position. on an ongoing and scheduled basis.4 10. defining controls that should be added.4.2.4.

3 Manage relations with board of directors 11.5.2 Report audit findings 11.3 Communicate with shareholders 11.2 Execute compliance program 11.7 Resolve disputes and litigations 11.2 Manage relations with quasi-government bodies 11.4 Administer options 11.3.4.4.5.6 Protect intellectual property 11.4.4.6.1 Create ethics policies 11.3 Receive strategy/budget 11.5 Issue press releases Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 112 of 733 .6 Track legal activity/performance 11.1. build.0 Manage External Relationships 11. build.2.5. and manage lender relations 11.4.4.4.4 Create press releases 11.4.2 Maintain intellectual property rights and restrictions 11.5.5.4.5 Manage public relations program 11.1.4.5.2 Manage media relations 11.2.4.8 Provide legal advice/counseling 11.3 Administer licensing terms 11.1 Plan.4.2.1 Report results 11.4.1 Manage government relations 11.2.4.4.4.4 Receive work product and manage/monitor case and work performed 11.3 Promote political stability 11.2 Plan.3 Develop and perform preventative law programs 11.2 Engage/retain outside counsel if necessary 11.4.6.9 Negotiate and document agreements/contracts 11.5.5 Process payment for legal services 11.5 Manage outside counsel 11.1 Plan and initiate compliance program 11.4 Manage legal and ethical issues 11.5.4 Manage lobby activities 11.4.PCF ID 10012 11010 11035 11036 11037 11011 11038 11039 11040 11041 11012 11042 11043 11013 11044 11045 11046 11047 11053 11054 11048 11056 11057 11058 11059 11060 11061 11049 11062 11063 11064 11065 11050 11051 11052 11014 11066 11067 11068 11069 11070 Hierarchy ID Name 11.1 Assess problem and determine work requirements 11.4 Ensure compliance 11.5.3 Manage relations with trade or industry groups 11.1 Manage copyrights and patents 11.1 Manage community relations 11.6.2 Manage corporate governance policies 11.1.4.4.5.2 Manage government and industry relationships 11.4.1 Build investor relationships 11.5. and manage analyst relations 11.4.4.6.3.

1 Manage business processes N 12.1 Scope processes N 12.5.1.1.3 Perform continuous improvement activities N 12.1 Define roles and resources N 12.1.2.3.2.4.3.2 Define and manage process frameworks N 12.3.1.1.3.1.2 Identify project resource requirements N 12.4 Perform process governance activities N 12.2.1.2.2 Establish and maintain process tools and templates N 12.1 Establish project scope N 12.3.1. program.2.1 Provide process training N 12.2.2.2 Support process execution N 12.1 Manage portfolio N 12.2.2.1 Establish and maintain process framework N 12.1.1.3 Manage projects N 12.3 Assign and support process ownership N 12.2.1.4 Review and report program performance N 12.0 Develop and Manage Business Capabilities Y 12.1.1.3.2.2 Manage improvement projects N 12.1.1 Define and manage governance approach N 12.2 Identify cross-functional processes N 12.1.1.1.2.5 Create business case and obtain funding N 12.1.1.1.PCF ID 10013 16378 16379 16380 16381 16382 16383 16384 16385 16386 16387 16388 16389 16390 16391 16392 16393 16394 16395 16396 16397 16398 16399 16400 16401 16402 16403 16404 16405 16406 16407 16408 16409 16410 16411 11117 16412 11118 11119 11120 11121 16413 11123 11124 Hierarchy Metrics ID Name available? 12.3.2 Define portfolio governance N 12. and project N 12.1.2.2.1 Establish portfolio strategy N 12.1 Establish program structure and approach N 12.1 Establish and maintain process management governance N 12.5.2.1.2.4 Identify appropriate project management methodologies N 12.4 Publish processes N 12.3 Assess culture and readiness for project management N approach 12.2.1 Identify and select improvement opportunities N 12.1 Identify project requirements and objectives N 12.4.2.3 Monitor and control portfolio N 12.3.1.1.2 Analyze processes N 12.2 Manage portfolio.1.3.2.5.4.3 Map processes N 12.3.3.2.4 Manage process performance N 12.3 Manage program execution N 12.2.3 Define processes N 12.2.1.2.2 Identify specific IT requirements N Copyright 2015 APQC and IBM 113 of 733 .1.2 Manage programs N 12.2 Develop project plans N 12.2 Manage program stakeholders and partners N 12.3.2.2.1.3.1.2.2.1.1.1.1.5 Improve processes N 12.6 Develop project measures and indicators N 12.3.2.1.3 Measure and report process performance N 12.

1.3.1.1 12.4 12.1.PCF ID 11125 11127 11128 11129 16414 11131 Hierarchy ID 12.1.3.3.3.2.5 12.1 12.1 12.2 12.3 12.3.2 12.3.5 16417 16418 17471 17472 17473 17474 17475 17476 17477 17478 17479 17480 17481 17482 17483 17484 17485 17486 17487 17488 17489 17490 17491 17492 17493 17494 17495 17496 17497 17498 12.6 12.3.1.3.3 12.2.4 12.2.2.2.3.2.3 12.3.1.3.2.3.2.2.3.3.3.3.2.2 Name Create training and communication plans Design recognition and reward approaches Design and plan launch of project Deploy the project Execute projects Evaluate impact of project management (strategy and projects) on measures and outcomes Report the status of project Manage project scope Promote and sustain activity and involvement Realign and refresh project management strategy and approaches Review and report project performance Close projects Manage enterprise quality Establish quality requirements Define critical-to-quality characteristics Define preventive quality activities Develop quality controls Define process steps for controls (or integration points) Define sampling plan Identify measurement methods Define required competencies Prove capability to assess compliance with requirements Finalize quality plan Evaluate performance to requirements Test against quality plan Conduct test and collect data Record result(s) Determine disposition of result(s) Assess results of tests Assess sample significance Summarize result(s) Recommend actions Decide next steps Manage non-conformance Assess potential impact Determine immediate action(s) Identify root cause(s) Take corrective or preventative action Close non-conformance Implement and maintain the enterprise quality management system (EQMS) Define the quality strategy Plan and deploy the EQMS scope.2.2.3 12.2.1 12.3.2.3 12.3 12.2.3.3.4.3.3.1.2.3.2.3 12.3.3 12.3.3.3.3.2 12.4 17499 17500 12.2 12.2.3.2.1 12.1.1.1 12.3.3.2.3.1.5 12.5 12.3.3.5 12.3.4 12.3.4 12.2 12.3.2.4.3.2.3.1 16415 16416 11132 11133 12.3.3.2.3.3 12.3.3.3.3 12.4 12.4 12.1 12.3.2 12.2.3.2.3.3.2 12.1.4 12.3.2.2. targets. and goals Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 114 of 733 .3.1 12.2.2.3.2 12.3.1.3.3.3.

2.1.2.1 12.3.4.4.4.3.4.7.3.1.4.6 12.4 17509 12.4.13 12.3 12.7 17505 17506 17507 17508 12.2.PCF ID 17501 17502 Hierarchy ID 12.4.1.4.2.4 12.4. controls.4.4.4.4.2 12.3.8 12.1.1.3 12.7.4.1.1.4.4.4 12.1.3.7.4 12. and measures Set service level standards Assess the EQMS performance Create environment and capability for EQMS improvement(s) Reward quality excellence Create and maintain quality partnerships Maintain talent capabilities and competencies Incorporate EQMS messaging into communication channels Assure independent EQMS management access to appropriate authority in the organization Transfer proven EQMS methods Manage change Plan for change Select process improvement methodology Assess readiness for change Determine stakeholders Engage/Identify champion Form design team Define scope Understand current state Define future state Conduct organizational risk analysis Assess cultural issues Establish accountability for change management Identify barriers to change Determine change enablers Identify resources and develop measures Design the change Assess connection to other initiatives Develop change management plans Develop training plan Develop communication plan Develop rewards/incentives plan Establish change adoption metrics Establish/Clarify new roles Identify budget/roles Implement change Create commitment for improvement/change Re-engineer business processes and systems Support transition to new roles or exit strategies for incumbents Copyright 2015 APQC and IBM Metrics available? N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 115 of 733 .4.2 12.4.3 Name Identify core EQMS processes.2 12.4.4.4.4.4.1.4.1.1.1.4.7.1 12.3.4.7.3.3.7 12.4. procedures.2 12.1.7.2.4.4. and metrics Develop and document EQMS policies.4.1 12.10 12.5 12.3.4.6 12.11 12.6 12.2 12.2.4.4 19778 17503 17504 12.3.14 12. standards.3.3 12.3.4.5 12.1.3 12.4.4.6 12.4.5 17510 11074 11134 11138 11139 11140 11141 11142 11143 11144 11145 11146 11147 11148 11149 11150 11151 11135 11152 11153 11154 11155 11156 11157 11158 11159 11136 11160 11161 11162 12.9 12.5 12.12 12.4.3 12.4.1 12.7 12.1 12.8 12.3.2.3.4.2.

5.4.1.5.1.3 12.5 12.4 12.1 12.6.6.2.1.5.3 Name Monitor change Sustain improvement Monitor improved process performance Capture and reuse lessons learned from change process Take corrective action as necessary Develop and manage enterprise-wide knowledge management (KM) capability Develop KM strategy Develop governance model Establish central KM core group Define roles and accountability of core group versus operating units Develop funding models Identify links to key initiatives Develop core KM methodologies Assess IT needs and engage IT function Develop training and communication plans Develop change management approaches Develop strategic measures and indicators Assess KM capabilities Assess maturity of existing KM initiatives Evaluate existing KM approaches Identify gaps and needs Enhance/Modify existing KM approaches Develop new KM approaches Implement new KM approaches Measure and benchmark Create and manage organizational performance strategy Create enterprise measurement systems model Establish performance measures Establish performance monitoring frequency Set performance targets Measure process productivity Measure cost effectiveness Measure staff efficiency Measure cycle time Benchmark performance Conduct performance assessments Develop benchmarking capabilities Conduct internal process and external competitive benchmarking Maintain list of processes and organizations to benchmark Establish benchmarks Measure performance against benchmarks Copyright 2015 APQC and IBM Metrics available? N N N N N Y N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N 116 of 733 .6.2.6.3.5 12.6.3.6.6 12.3 11103 11104 11105 11106 11107 11108 11109 11096 11110 11111 11112 11113 11114 11115 16436 11071 11075 11080 11081 11082 11076 11077 11078 11079 11072 11083 11084 11085 12.2 12.4 12.5.8 12.5.1 12.6 12.3 12.1.PCF ID 11163 11137 11164 11165 11166 11073 Hierarchy ID 12.2.3 12.1.1 12.4.2.5.2.1.1.4.5.2 12.2.6.6.2.1 12.1.2.5.1.2.6.5.1 12.2 12.1.3.2.5.4 12.4.1.5.6.3 12.1 12.2 12.4.6.4 12.6.2.4.1 12.5.1.5 12.1.1.5.2 12.1.6.1.5.4 12.6.2.1.4.2 12.2 12.7 12.9 12.10 12.5.3 11089 11090 11091 12.6.1.2 12.1 12.1.1 12.6.4.5 11095 11100 11101 11102 12.6 12.3.1.2 12.5.5.5.1.

3 12.5 19785 12.2 12.7.1 12.3 12.7.6.2 12.7.1.6. develop.2.6.5 12.3.6.7. and N operations Conduct health and safety and environmental audits N Develop and execute functional EHS program N Identify regulatory and stakeholder requirements N Assess future risks and opportunities N Create EHS policy N Record and manage EHS events N Train and educate functional employees N Communicate EHS issues to stakeholders and provide N support Monitor and manage functional EHS management program N Manage EHS costs and benefits N Measure and report EHS performance N Implement emergency response program N Implement pollution prevention program N Provide employees with EHS support N Copyright 2015 APQC and IBM 117 of 733 .6. modify internal KPIs N Identify critical process success indicators N Identify measures needed to ascertain business N performance Identify data needed to represent indicator performance N Identify appropriate data collections mechanisms and N frequency Identify appropriate targets and learning curve acceleration N factors Communicate and train appropriate staff in the collection N and use of new KPI's Manage environmental health and safety (EHS) N Determine environmental health and safety impacts Y Evaluate environmental impact of products.2.3 12.1 12.4.3.3 12.3.7.7.7.4.2 12.7.2 12. services.7.7.2.6 11179 11180 11186 12.1 12.6.4 12.1 12.PCF ID 11087 Hierarchy ID 12.2 19782 19783 12.4.4.6.7.6.4 12.7.4 11088 19779 19780 19781 12.1 11183 11193 11194 11196 11197 11195 12.3 12.2.5 Metrics Name available? Conduct gap analysis to understand need for change and N degree needed Establish need for change N Design.7.7.2.2.7.1 11187 11181 11188 11189 11190 11191 11182 11192 12.3.7 12.7.3.1.4.6.3.4 19784 12.3.4 12.

Process Element Hierarchy ID ID Process element 10001 Root 10002 1.1 Define the business concept and long-term vision Copyright 2015 APQC and IBM 118 of 733 .0 Develop Vision and Strategy 17040 1.

0 Develop and Manage Products and Services Copyright 2015 APQC and IBM 119 of 733 .3 Manage strategic initiatives 10003 2.2 Develop business strategy 10016 1.Process Element Hierarchy ID ID Process element 10015 1.

Process Element Hierarchy ID ID Process element 10061 2.1 Evaluate performance of existing products/services against market opportunities Copyright 2015 APQC and IBM 120 of 733 .1.1 Manage product and service portfolio 10063 2.1.1.

1.Process Element Hierarchy ID ID Process element 10066 2.1.4.2 Confirm alignment of product/service concepts with business strategy 10067 2.2 Review infringement of patents and copyrights Copyright 2015 APQC and IBM 121 of 733 .1.2 Manage product and service life cycle 16826 2.1.

2.3 Assess feasibility of integrating new leading technologies into product/service concepts Copyright 2015 APQC and IBM 122 of 733 .1.Process Element Hierarchy ID ID Process element 10072 2.

2.3 Define product/service development requirements Copyright 2015 APQC and IBM 123 of 733 .Process Element Hierarchy ID ID Process element 10064 2.

3 Test market for new or revised products and services Copyright 2015 APQC and IBM 124 of 733 .Process Element Hierarchy ID ID Process element 10080 2.1 Design and prototype aircraft 10081 2.3.3.

and capabilities Perform customer and market intelligence analysis Copyright 2015 APQC and IBM 125 of 733 .1 3.0 Market and Sell Products and Services 10101 10106 3. customers.Process Element Hierarchy ID ID Process element 10004 3.1 Understand markets.1.

1 Establish goals.2 Evaluate and prioritize market opportunities 10104 3.Process Element Hierarchy ID ID Process element 10107 3. objectives. and metrics for products by channels/segments Copyright 2015 APQC and IBM 126 of 733 .2.1.2 Develop and manage marketing plans 10148 3.

2.2 Establish marketing budgets 10150 3.3 Develop and manage media 10151 3.Process Element Hierarchy ID ID Process element 10149 3.4 Develop and manage pricing Copyright 2015 APQC and IBM 127 of 733 .2.2.

and plans based on metrics Copyright 2015 APQC and IBM 128 of 733 .5 Develop and manage promotional activities 10153 3. objectives.6 Track customer management measures 10177 3.Process Element Hierarchy ID ID Process element 10152 3.2.2.5 Revise customer strategies.2.6.

3.Process Element Hierarchy ID ID Process element 10154 3.5 3.3.2.4.6 Develop and manage sales plans Copyright 2015 APQC and IBM 129 of 733 .4.9 Verify match with strategic/tactical plans Prepare projected balance sheet by business unit/managers entity 10105 3.7 Develop and manage packaging strategy 11784 11825 3.

6.6.Process Element Hierarchy ID ID 10182 3.2 Manage customers and accounts 10184 3.6 Manage sales orders Copyright 2015 APQC and IBM 130 of 733 .6.4 Manage customer sales 10185 3.6.1 Generate leads Process element 10183 3.

6.6.7 Manage sales force Process element 10187 3.8 Manage sales partners and alliances 10005 4.1 Plan for and align supply chain resources Copyright 2015 APQC and IBM 131 of 733 .Process Element Hierarchy ID ID 10186 3.0 Deliver Products and Services 10215 4.

Process Element Hierarchy ID ID Process element 10222 4.1.3 Create materials plan Copyright 2015 APQC and IBM 132 of 733 .2 Manage demand for products and services 10223 4.1.

Process Element Hierarchy ID ID Process element 10216 4.2 Procure materials and services Copyright 2015 APQC and IBM 133 of 733 .

2.1 Develop sourcing strategies 10278 4.2.3 Select suppliers and develop/maintain contracts Copyright 2015 APQC and IBM 134 of 733 .Process Element Hierarchy ID ID Process element 10277 4.

3 Produce/Manufacture/Deliver product 12047 12048 12056 10218 4.2.8.5 Order materials and services 10280 4.11 4.7 Manage suppliers 10217 4.Process Element Hierarchy ID ID Process element 10279 4.20 4.12 4.4 Perform product design/process improvement analysis Deploy product redesigns/process Manage reject/rework and on-hold materials Deliver service to customer Copyright 2015 APQC and IBM 135 of 733 .3.3.8.2.3.8.

4.3 Agree warranty responsibilities with suppliers 19754 4.1.4.3 4.4.4.1 Confirm specific service requirements for individual customer 10321 4.10.4 Provide service to specific customers Ensure quality of service 19727 12658 4.4.10 Perform component/part repair and overhaul activities Manage warranties 19752 4.2 Identify and schedule resources to meet service requirements 10322 10323 4.10.4.4.7 4.6 Manage pre-authorizations Copyright 2015 APQC and IBM 136 of 733 .4.1.Process Element Hierarchy ID ID Process element 10320 4.

3 Operate warehousing Copyright 2015 APQC and IBM 137 of 733 .5 Manage logistics and warehousing 10338 4.Process Element Hierarchy ID ID Process element 10219 4.5.2 Plan and manage inbound material flow 10340 4.5.5.1 Define logistics strategy 10339 4.

Process Element Hierarchy ID ID Process element 10341 4.5 Manage returns.5.4 Operate outbound transportation 10342 4. manage reverse logistics Copyright 2015 APQC and IBM 138 of 733 .5.

0 Manage Customer Service Copyright 2015 APQC and IBM 139 of 733 .Process Element Hierarchy ID ID Process element 10006 5.

Process
Element Hierarchy
ID
ID
Process element
10378 5.1
Develop customer care/customer service strategy

10381

5.1.1

Develop customer service segmentation/prioritization (e.g.,
tiers)

10382

5.1.2

Define customer service policies and procedures

10383

5.1.3

Establish service levels for customers

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Process
Element Hierarchy
ID
ID
Process element
10379 5.2
Plan and manage customer service operations

10387

5.2.1

Plan and manage customer service work force

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141 of 733

Process
Element Hierarchy
ID
ID
Process element
10389 5.2.3
Manage customer complaints

Copyright 2015 APQC and IBM

142 of 733

Process
Element Hierarchy
ID
ID
Process element
10380 5.3
Measure and evaluate customer service operations

Copyright 2015 APQC and IBM

143 of 733

Process
Element Hierarchy
ID
ID
Process element
10402 5.3.2
Measure customer satisfaction with customer-complaint
handling and resolution

Copyright 2015 APQC and IBM

144 of 733

Process
Element Hierarchy
ID
ID
Process element
10403 5.3.3
Measure customer satisfaction with products and services

Copyright 2015 APQC and IBM

145 of 733

Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital

17043

6.1

Develop and manage human resources (HR) planning,
policies, and strategies

10433

6.1.2.10

Develop workforce strategy models

10417

6.1.3

Monitor and update strategy, plans, and policies

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Process
Element Hierarchy
ID
ID
Process element
10410 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

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Process
Element Hierarchy
ID
ID
Process element
10472 6.3.3
Manage employee development

10473

6.3.4

Develop and train employees

17052

6.4

Manage employee relations

10483
10484

6.4.1
6.4.2

Manage labor relations
Manage collective bargaining process

10485

6.4.3

Manage labor management partnerships

10412

6.5

Reward and retain employees

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Process
Element Hierarchy
ID
ID
Process element
10495 6.5.2
Manage and administer benefits

10497
10413

6.5.4
6.6

Administer Payroll
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

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Process
Element Hierarchy
ID
ID
10520 6.6.8
Manage expatriates

Process element

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
10532

6.8.2

Deliver employee communications
Publish employee communications

Copyright 2015 APQC and IBM

150 of 733

Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology

10563

7.1

Manage the business of information technology

10570

7.1.1

Develop the enterprise IT strategy

10605
10571

7.1.1.3
7.1.2

Define strategic standards, guidelines, and principles
Define the enterprise architecture

Copyright 2015 APQC and IBM

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Process
Element Hierarchy
ID
ID
Process element
10572 7.1.3
Manage the IT portfolio

10573

7.1.4

Perform IT research and innovation

10575

7.1.5

Evaluate and communicate IT business value and
performance

10564

7.2

Develop and manage IT customer relationships

Copyright 2015 APQC and IBM

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Process
Element Hierarchy
ID
ID
Process element
10578 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

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Process Element Hierarchy ID ID Process element 10581 7.2.4 Manage IT customer satisfaction 10582 7.2.5 Market IT services and solutions Copyright 2015 APQC and IBM 154 of 733 .

Process Element Hierarchy ID ID Process element 11220 7.4 Perform enterprise data and content management Copyright 2015 APQC and IBM 155 of 733 .3 Develop and implement security. and data protection controls 10565 7.4 Manage enterprise information 10583 7.4.4.4.3 Manage information resources 10586 7.2 Define the enterprise information architecture 10585 7.4.1 Develop information and content management strategies 10584 7. privacy.

3 Develop and maintain IT services and solutions architecture 10590 7.5.4 Create IT services and solutions Copyright 2015 APQC and IBM 156 of 733 .5 Develop and maintain information technology solutions 10587 7.2 Perform IT services and solutions life cycle planning 10589 7.Process Element Hierarchy ID ID Process element 10566 7.5.5.5.1 Develop the IT development strategy 10588 7.

6.1 Develop the IT deployment strategy Copyright 2015 APQC and IBM 157 of 733 .5.Process Element Hierarchy ID ID Process element 10591 7.6 Deploy information technology solutions 10592 7.5 Maintain IT services and solutions 10567 7.

Process Element Hierarchy ID ID Process element 10593 7.2 Plan and implement changes 10594 7.2 Develop IT support strategy Copyright 2015 APQC and IBM 158 of 733 .6.7 Deliver and support information technology services 10595 7.7.1 Develop IT services and solution delivery strategy 10596 7.3 Plan and manage releases 10568 7.6.7.

7.Process Element Hierarchy ID ID Process element 10597 7.7.3 Manage IT infrastructure resources 10598 7.0 Manage Financial Resources 10728 8.1 Perform planning and management accounting Copyright 2015 APQC and IBM 159 of 733 .4 Manage IT infrastructure operations 17058 8.

Process Element Hierarchy ID ID Process element 10738 8.1.1 Perform planning/budgeting/forecasting 10739 8.3 Perform cost management Copyright 2015 APQC and IBM 160 of 733 .1.2 Perform cost accounting and control 10740 8.1.

1 Process customer credit Copyright 2015 APQC and IBM 161 of 733 .2.2 Perform revenue accounting 10742 8.4 Evaluate and manage financial performance 10729 8.1.Process Element Hierarchy ID ID Process element 10741 8.

4 Manage and process collections Copyright 2015 APQC and IBM 162 of 733 .2.2.2.Process Element Hierarchy ID ID 10743 8.2 Invoice customer Process element 10744 8.3 Process accounts receivable (AR) 10745 8.

2.1 Manage policies and procedures 10748 8.3 Perform general accounting and reporting 10747 8.3.2.3.3.6 Reconcile general ledger accounts Copyright 2015 APQC and IBM 163 of 733 .2 Perform general accounting 10824 8.5 Manage and process adjustments/deductions 10730 8.Process Element Hierarchy ID ID Process element 10746 8.

Process Element Hierarchy ID ID Process element 10749 8.4 Perform financial reporting 10731 8.3.3 Perform fixed asset accounting 10750 8.4 Manage fixed asset project accounting Copyright 2015 APQC and IBM 164 of 733 .3.

4.1 Perform capital planning and project approval 10752 8.1 Report time Copyright 2015 APQC and IBM 165 of 733 .2 Perform capital project accounting 10732 8.Process Element Hierarchy ID ID Process element 10751 8.5.4.5 Process payroll 10753 8.

Process Element Hierarchy ID ID 10754 8.3 Process payroll taxes 10733 8.5.5.2 Manage pay Process element 10755 8.6 Process accounts payable and expense reimbursements Copyright 2015 APQC and IBM 166 of 733 .

1 Process accounts payable (AP) 10757 8.7.6.Process Element Hierarchy ID ID Process element 10756 8.7.6.2 Process expense reimbursements 10734 8.7 Manage treasury operations 10758 8.1 Manage treasury policies and procedures 10759 8.2 Manage cash Copyright 2015 APQC and IBM 167 of 733 .

8.3 Manage in-house bank accounts 10761 8.2 Establish internal controls policies and procedures Operate controls and monitor compliance with internal controls policies and procedures Copyright 2015 APQC and IBM 168 of 733 .8 Manage internal controls 10762 10763 8.6 Monitor and execute risk and hedging transactions 10735 8.7.Process Element Hierarchy ID ID Process element 10760 8.8.1 8.4 Manage debt and investment 11208 8.7.7.

3 Report on internal controls compliance 10736 8.2 Manage transactions 10769 8.10.1 Develop tax strategy and plan 10766 10737 8.10.9.9 Manage taxes 10765 8.5 8.3 Monitor currency exposure/hedge currency Copyright 2015 APQC and IBM 169 of 733 .10.10 Process taxes Manage international funds/consolidation 10767 8.Process Element Hierarchy ID ID Process element 10764 8.9.1 Monitor international rates 10768 8.8.

10.1.2 Decommission productive assets Copyright 2015 APQC and IBM 170 of 733 .4.11 Perform global trade services 19207 9.5.2 Acquire workspace and assets Change fit/form/function of workspace and assets Design and construct productive assets 19236 10940 9.4 Report results Process element 17059 8.Process Element Hierarchy ID ID 10770 8.2 9. and Manage Assets 10963 10964 19208 9.0 Acquire.1.4 Co-ordinate energization with network operations Dispose of assets 19258 9.2. Construct.4.4.1 9.2 9.

Remediation and Resiliency 17060 10.3.1 Ensure that each business unit/function follows the enterprise risk management process 17467 10.3 Manage remediation efforts 11216 10.0 Manage Enterprise Risk. Compliance.1 Manage enterprise risk 16453 10.1.Process Element Hierarchy ID ID Process element 16437 10.2 Manage compliance 11185 10.4 Manage business resiliency Copyright 2015 APQC and IBM 171 of 733 .

2 Manage government and industry relationships 11012 11.5.4 Receive work product and manage/monitor case and work performed 11014 11.Process Element Hierarchy ID ID Process element 10012 11.5 Manage public relations program Copyright 2015 APQC and IBM 172 of 733 .4.4 Manage legal and ethical issues 11059 11.0 Manage External Relationships 11011 11.3 Manage relations with board of directors 11013 11.

Process Element Hierarchy ID ID Process element 10013 12.3. and project 17471 12.3 Manage enterprise quality 17472 12. program.2 Manage portfolio.1 Establish quality requirements Copyright 2015 APQC and IBM 173 of 733 .0 Develop and Manage Business Capabilities 16400 12.

Process Element Hierarchy ID ID Process element 17473 12.1.3.3.1 Define critical-to-quality characteristics 17474 12.1.2 Define preventive quality activities Copyright 2015 APQC and IBM 174 of 733 .

1.3.1.2.3.1 Conduct test and collect data Copyright 2015 APQC and IBM 175 of 733 .3.Process Element Hierarchy ID ID Process element 17475 12.1.2 Evaluate performance to requirements 17484 12.5 Finalize quality plan 17482 12.3.3 Develop quality controls 17481 12.

2.2 Summarize result(s) 17491 12.2.3.2.3 Determine disposition of result(s) 17488 12.4 Decide next steps Copyright 2015 APQC and IBM 176 of 733 .3.2.2 Record result(s) Process element 17486 12.3.1 Assess sample significance 17489 12.3.2.3.2.1.Process Element Hierarchy ID ID 17485 12.2.1.2.

Process Element Hierarchy ID ID Process element 17493 12.3.4 Take corrective or preventative action Define the quality strategy Manage change Copyright 2015 APQC and IBM 177 of 733 .4.3.3.1 Assess potential impact 17496 17499 11074 12.3.3.1 12.4 12.

4.2 Design the change 11136 12.4.3 Implement change 11137 12.4 Sustain improvement Copyright 2015 APQC and IBM Process element 178 of 733 .4.Process Element Hierarchy ID ID 11134 12.1 Plan for change 11135 12.4.

Process Element Hierarchy ID ID Process element 11073 12.5 Develop and manage enterprise-wide knowledge management (KM) capability Copyright 2015 APQC and IBM 179 of 733 .

5.2 Process element Assess KM capabilities Copyright 2015 APQC and IBM 180 of 733 .Process Element Hierarchy ID ID 11095 12.5.1 Develop KM strategy 11096 12.

6 Measure and benchmark Copyright 2015 APQC and IBM 181 of 733 .Process Element Hierarchy ID ID Process element 16436 12.

1 Create and manage organizational performance strategy Copyright 2015 APQC and IBM 182 of 733 .6.Process Element Hierarchy ID ID Process element 11071 12.

6.1.1 Create enterprise measurement systems model 11076 12.6.1.2 Measure process productivity Copyright 2015 APQC and IBM 183 of 733 .Process Element Hierarchy ID ID Process element 11075 12.

Process Element Hierarchy ID ID Process element 11077 12.3 Measure cost effectiveness Copyright 2015 APQC and IBM 184 of 733 .1.6.

6.4 Measure staff efficiency Copyright 2015 APQC and IBM 185 of 733 .1.Process Element Hierarchy ID ID Process element 11078 12.

1.2 Benchmark performance 11083 12.6.6.5 Measure cycle time Process element 11072 12.2.Process Element Hierarchy ID ID 11079 12.1 Conduct performance assessments Copyright 2015 APQC and IBM 186 of 733 .6.

Process Element Hierarchy ID ID Process element 11084 12.6.4 Record and manage EHS events Copyright 2015 APQC and IBM 187 of 733 .7.7 Manage environmental health and safety (EHS) 11191 12.2.4 Conduct gap analysis to understand need for change and degree needed 11179 12.2.2.6.2 Develop benchmarking capabilities 11087 12.

which provides insight into business opportunities and customer desires. as well as developing the business strategy and managing strategic initiatives. Third. and culminate in creating measures to ensure that the organization is moving in the desired direction. This process group forms an organization’s strategic direction. Finally.Definition This is the root of the PCF hierarchy Develop vision and strategy establishes a direction and vision for an organization. Next. the organization surveys the market. the organization assesses the external environment. Copyright 2015 APQC and IBM 188 of 733 . there is an internal analysis of the organization’s characteristics. Processes in this category focus on creating a vision. It involves defining the business concept and long-term vision. a mission. which assesses how it matches market requirements and opportunities. which provides insight into the operating framework. The Define the business concept and long-term vision process group encompasses four processes related to developing an organization’s strategy and business design. and strategic objectives. the organization defines a strategic vision that states long-term goals. First. this process results in the ability to define internal core capabilities.

and business design.2 Manage portfolio. It includes analyzing the operating environment for the development of strategic initiatives. which are then transformed into a long-term business strategy. or programs that enable an organization to realize its strategy and achieve goals. The first step is to develop a mission statement that clarifies the reason for the organization. Based on the requirements set through these processes. Strategic initiatives are evaluated and the most appropriate initiatives are selected for execution. Develop and manage products and services represents the process groups "management of the product and service portfolio" and "develop of products and services. The next steps are to define key steps in realizing the vision and to develop strategic options to achieve objectives. The formulation of business unit strategies is the final process in this group. Refer to 12. projects. strategy. Implications of strategic options should match the organization’s internal capabilities. It is critical to follow the progress of execution so that the impact of the initiatives is identified. an organizational design is created and goals are defined." Copyright 2015 APQC and IBM 189 of 733 . and project for additional information on managing strategic initiatives. After the organization’s strategy is defined. functional and process strategies are developed to coordinate with the overarching vision. program.Definition The Develop business strategy process group encompasses the development of an organization’s mission statement. Manage strategic initiatives focuses on actions.

This process culminates in the decision of whether or not to proceed with investments in the development of new deliverables. In addition. and ensure that efforts do not exceed the parameters of the development business case. Accordingly.Definition This process group encompasses all processes associated with product and service portfolio management. Preliminary research and development falls in this group. and customer requirements. 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. remember that perfection can be the enemy of good enough. available technologies. 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.3 Perform discovery research. This is especially important for global products where cost and availability issues may be more apparent. Copyright 2015 APQC and IBM 190 of 733 .1. customers may not be willing to pay more for them. input can be gathered from internal or third-party service organizations to support the product/service evaluation. under 2. 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. Although the marketplace may look for new technologies or techniques to enhance existing products and services. Input gathered from customers through exercises such as focus groups assess marketplace need. Find out exactly what customers are willing to pay for.

and risk targets for the new products/services. quality. This process also encompasses how new product performance in the marketplace is monitored and continuously improved. and retired. It ensures that the new product/service concepts are in line with overall business strategy. this process may trigger a review of the corporate business direction and drivers. 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. Once a product or service has reached marketplace maturity. Products and services should be retired when their marketplace or cost effectiveness begins to decline below a predetermined threshold. This process plans and develops the cost. community development etc. the Confirm alignment of product/service concepts with business strategy process is a reality check prior to significant investment by the organization. The Manage product and service life cycle process describes how new products and services are conceived. Review Patentability & Infringement Activities : Usage of Open Source in commercial Product development to be reviewed with regard to licensing. Introduction of the new product/service may be timed to coincide with key marketing opportunities. introduced to the market. If the strategy is outdated. supported. its performance indicators should be continuously refined. Copyright 2015 APQC and IBM 191 of 733 . This process is most useful when the business strategy is current.Definition Having evaluated the market needs and specified the requirements for new product or services.

Consider the ramifications of being too “bleeding-edge” (as opposed to being on the leading or cutting edge) with new products. Copyright 2015 APQC and IBM 192 of 733 . Key stakeholders in the supply chain or marketplace may not be ready to adopt the latest and greatest technologies. customers. or other business forces). Based on the gap between current product/service characteristics and new/changing requirements (from the marketplace. 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. organizations use this process to identify and develop new technologies in support of a new product. increasing the risk that the product or service will not succeed or be adopted. This process also includes an assessment of how feasible it is to incorporate those new or potential technologies into products and services.Definition The Perform discovery research process encompasses those tasks and decisions associated with early-stage research and development —when product/service assumptions are greater than knowledge.

Copyright 2015 APQC and IBM 193 of 733 .Definition The 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. Enterprise-level effects and needs must be considered. these requirements are often defined as a set of abilities. 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. that influence product development decisions. Depending on the nature of the final product or service. such as availability or reliability.

Copyright 2015 APQC and IBM 194 of 733 . as early as possible. these process activities further define the engineering intent based on customer specifications and input from marketplace gap analysis. tooling. workshops. with regulatory bodies for product or service certification. where applicable. The results from this indepth 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. 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. with suppliers to stay current on any changes in requirements. in parallel with the pure design definition. inspection. will enable the capture and honing of manufacturing. To prepare a detailed market study that accounts for any changes in the global environment. This process can also include collaboration with customers to review progress and ensure compliance. Building on the research and development efforts carried out earlier in the development lifecycle. With the design underway. any quality or reliability problems. production. and focus groups with potential and existing customers. the organization may want to conduct a series of interviews. organizations may chose to create physical or virtual prototypes of the products to aid with compliance certification. 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. quality. Further detailed specifications may be developed as part of this process to ensure compliance to original requirements. build. Cross-functional collaboration. They may also conduct customer acceptance testing to eliminate. and.Definition The Design. and in-service requirements.

2 Evaluate and prioritize market opportunities. This may be accomplished through surveys. polls. secondary research. the organization also looks internally at its existing offerings and at the current business environment. Copyright 2015 APQC and IBM 195 of 733 . developing and managing marketing plans.Definition The "market and sell products and services" category contains process groups related to understanding markets. identify your target buyer. customers. executing marketing plans. The information collected here will be used in process 3. and managing sales partners and alliances. an organization researches the market and collects/ reviews data about its customers. Importantly. In the Perform customer and market intelligence analysis process.1. developing marketing strategies. map out the customer buying cycle during this process. Before starting this process. and capabilities. customer feedback repositories. etc. developing sales strategies. Determining the customer buying cycle allows marketing and sales to reach customers before budgets are locked and at optimal times of the year. Contacting and/or profiling existing customers is a key way to determine which marketing strategies work and which do not. any obstacles in reaching that buyer. During this process. and risks associated with entering that market. gathering data and charting trends. customer conversations. Redefine this target buyer if research reveals new markets and potential customers.

Definition During the Evaluate and prioritize market opportunities process. 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. managing marketing content and promotional activities. Based on strategy established within “develop marketing strategy” and through coordination with sales strategies established in “develop sales strategy. strategic direction. tracking and responding to customer insight and monitoring measures established within “develop marketing strategy.” the organization creates specific plans to market its offerings to customers within this process group. identifying and developing media. pricing products and services.1. Here. Then. those opportunities are prioritized according to the resources.” Additionally. organizations take action on plans made in earlier processes. This process group includes processes for making budgets. Organizations typically begin by identifying where new touch points can be gained or where new customer bases may exist.1 Perform customer and market intelligence analysis and determines which opportunities exist to connect with customers in the marketplace. managing packaging. Copyright 2015 APQC and IBM 196 of 733 . an organization takes the information and analysis gathered in process 3. marketing and customers are managed and measured along with any supporting materials. and availability of the organization. in this process group.

the timing will differ from organization to organization.1. sales. This process is ongoing throughout the lifecycle of a product or service and depends on market. customer. determines how those plans should be budgeted.4 Refine pricing as needed. an organization ensures that marketing plans align with business strategy and.Definition In the Establish marketing budgets process. This process is often accomplished prior to process 3. and changes can be made in activity 3. engaging with public relations firms and external contacts well in advance of campaigns. based on those links. This includes making cost assumptions. The choice of media should be determined based on customer characteristics and market strategy.4.3 Evaluate pricing performance can be executed at any time to reexamine pricing thresholds and schedules. forecasting return on investment. 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. The Develop and manage media process involves any kind of media the organization chooses to use to market its offerings to customers.1 Perform customer and market intelligence analysis.4. and production costs.4. Copyright 2015 APQC and IBM 197 of 733 . During the Develop and manage pricing process. Activity 3. and attributing the costs to the appropriate areas of the business. Give the media time to gain interest. depending on the budgeting schedule and which departments handle that process. the organization determines pricing plans for its offerings based on forecasted sales and the characteristics of its customers.4.

Once a promotion has launched. These measures are primarily quantitative. testing. The promotion’s performance according to organizational measures is also evaluated in this process.Definition The Develop and manage promotional activities process encompasses all activities related to conceptualizing. Focus on the value of customers and their responsiveness to marketing campaigns and promotions to determine priorities and tactics for reaching customers more effectively. Copyright 2015 APQC and IBM 198 of 733 . consult with social media experts. executing product/service/brand promotions. 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. Determine early on whether you need third party help with promotion. 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. but qualitative information can be used as well. You may need to purchase lists.

Marketing. organizations determine how to physically package their products to facilitate transportation. This process group also includes some processes related to managing sales personnel and partnerships/alliances sales may form with other entities. Execution activities will vary by organization depending on which departments handle the actual design. delivery. Copyright 2015 APQC and IBM 199 of 733 . marketing should evaluate the effectiveness and value of the packaging on an ongoing basis. preservation. production.Definition Within the Develop and manage packaging strategy process. informs the customer of how to use the product. and customer service follow. This process group covers the activities an organization uses to sell products and services. and brand communication. and grows brand awareness.). etc. Develop and manage sales plans includes the processes required to manage sales on an ongoing basis. storage. manufacturing. attracts customer attention. and application of the physical package. using the same schedule that product/service development. Sales staff must deal with customers based on products and services the organization actually provides. In any case.” and sales must align with these categories in order to set customer expectations appropriately. This process includes the planning and testing of packaging for a product as well as the actual execution and ongoing improvement of the packaging. These processes are often highly linked to processes within categories “deliver products and services” and "manage customer service. product development. and supply chain functions typically work together in this process to develop packaging that functions properly (for transport. Marketing may hand off these tasks completely or may remain involved.

1 Understand markets. cold calling. and capabilities. reference/network development. whether this process is accomplished through an IT application. The Manage customer sales process includes the basic activities required to open and close a sale.Definition The Generate leads process involves identifying viable customers based on strategy and market research conducted in process group 3. and transferring information to billing or other departments as part of making and closing out the sale also fall within this category. but it takes extra work to identify quality leads. the Manage sales orders process begins. Develop a well-defined scoring model to determine which leads to prioritize. Entering lessons learned. Once a sale has been achieved. along with any administrative activities related to data entry and the processing of the sale. During the Manage customers and accounts process. or other sales methodology. updating customer or sales information. and follow-up activities such as inquiries and reports of transactions. 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 organization develops and executes customer relationship management plans. 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. customers. It also encompasses the actual closing of the sale. data entry. Every organization can usually generate leads. It involves the acceptance/validation of sales orders. Copyright 2015 APQC and IBM 200 of 733 . This process covers the discovery of leads. coordination with other departments required to fulfill the orders.

"Deliver products and services" refers to the process groups "plan for and align supply chain resources. The process involves training new partners in the organization’s offerings and sales strategy.Definition The Manage sales force process involves allocating the appropriate number of sales resources to strategically advantageous locations or customer segments. The Manage sales partners and alliances process incorporates activities required to manage working relationships with external sales or channel entities. The processes in this group may be performed regularly (i. tracking data. Sales and operations planning activities are included in this process group. determining appropriate compensation. and update these partnerships in process 3. and analyzing progress. at the beginning of each period). The organization should regularly review. and scheduling production to meet actual demand. Key sales and operations planning activities result in the development of the sales and production plan. creating a materials plan. "deliver service to customer. including managing the demand for products and services.e. Copyright 2015 APQC and IBM 201 of 733 ." This category includes all processes that are involved in planning.2 Develop sales partner/alliance relationships. measuring and evaluating the results. prioritize." "procure materials and services. developing a cooperative forecast based on the expected output of the partner and their requirements of the organization.3. The management of the sales force includes the development of an incentive plan to drive sales as well as coordinating sales assignments." and "manage logistics and warehousing." "produce/manufacture/deliver product." This category is traditionally referred to as "supply chain.

and global. An important measure for this process is forecast accuracy percentage. and forecasted demand. Without common nomenclatures. Demand may be geographic. Additional steps include collaborating with suppliers or contractors. materials plans consider hard goods. In products-related businesses. collaboration with customers. including firm demand. or where there is a goal to motivate purchases of certain products or services. and allocating available to promise inventory or capable to promise capacity. materials plans consider management of service delivery resources. opportunity demand. This process begins with generating an unconstrained plan. The “create materials plan” process is used to source and obtain materials needed to execute operations necessary to meet customer demand. regional. Various types of demand are considered in this process.Definition “Manage demand for products and services” is the process that defines the activities used to predict demand for products and services. and the material plan must take into account the most practical means to satisfy the demand using identified resources Copyright 2015 APQC and IBM 202 of 733 . identifying critical materials and supplier constraints. anticipating special events that restrict supply flow. 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. 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. these comprise the overall demand plan. including forecast measurements (such as baseline and consensus). while in services oriented businesses. mismatches between suppliers and producers can occur. and generating a constrained plan.

maintenance. weekly and even daily) to supply the factory lines as needed. production parts and products. the development and maintenance of the corresponding contracts. Procurement includes both direct and general items. purchasing. for example. the performance of the procurement function is assessed. and operating (MRO) supplies. It includes the business activities of procurement planning.Definition The “procure materials and services” process group addresses the collaborative sourcing that takes place based upon the Production Order (refreshed monthly. and sourcing beginning with developing sourcing strategies for materials and services. and services (administrative and technical). and the ordering of materials and services. Procurement may also include subcontracted labor resources. the selection of suppliers to provide the materials and services. repair. Finally. Copyright 2015 APQC and IBM 203 of 733 .

or request for quote [RFQ] process) to create business value. retirees that reenter the company with a modified employment type). certifying and validating suppliers. low-cost labor from other geographies.Definition Developing sourcing strategies. low-cost labor from alternate employee categories (e.. matching needs to supplier capabilities. for example. request for information (RFI).” comprises multiple activities including clarifying purchasing requirements. The process comprises multiple activities including identifying categories of purchase. 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. and negotiating and managing contracts Copyright 2015 APQC and IBM 204 of 733 . request for quote (RFQ). For services business that are human resource-centric. or a joint venture. in-house. also known as “supplier portfolio strategies. For example.g. request for proposal [RFP]. The process to select suppliers and develop/maintain contracts is responsible for selecting suppliers (typically through a request for information [RFI]. seeking opportunities to improve efficiency and value. the sourcing strategy will include sources of supply other than those that are procured. analyzing a company’s spend profile to identify high opportunity categories. request for proposal (RFP). and ensure quality. use of affiliates. The process may include the development of a timeline that incorporates sourcing milestones for each category of sourced product or service. reverse auction. matching the most effective sourcing strategy by category. or consortium. matching suppliers by category. Sourcing strategies are occasionally identified by category or supplier. and collaborating with suppliers to identify sourcing strategies. reduce cost.

expediting orders to satisfy special requests. and scheduling and performing maintenance on the capital equipment used during production. identifying and scheduling resources to meet the service delivery requirements. and executing the physical delivery of materials and services from suppliers to the points of need and use. This includes monitoring and managing supplier information. and researching/resolving exceptions. approving requisitions. ordering. 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.Definition “Order materials and services” is the process of planning. Manufacturing is the physical production of finished goods. This process comprises multiple activities including processing/ reviewing requisitions. Appraising and developing suppliers is the process of developing and managing programs and policies for interacting with suppliers and measuring/improving their performance. and ensuring that the quality standards are met and the quality of the service is acceptable to the customer. preparing/analyzing spend and vendor performance (including meeting quality standards) supporting inventory and production processes. providing the specific service to the customer. Copyright 2015 APQC and IBM 205 of 733 . producing the product and delivering it to the appropriate site. These processes include confirming the specific service requirements. This category includes all of the processes that are included in servicing products produced elsewhere in the supply chain. soliciting/tracking vendor quotes. creating/distributing purchase orders.

shipping options. etc. order tracking. inventory management. To ensure the quality of service. order management. a company can identify completed product service orders and solicit customer feedback on delivery expectations as a part of the improvement process. As part of the process. adjustments. It begins with the development and administration of warranty claim transactions. which includes the management of parts returns. 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. and finances. returns management. Customer service needs might require product development. customer relationship management (CRM). equipment. time frames.Definition This process includes creating or updating a customer profile record. raw materials. approvals and other service events and ends with the management of the warranty experience. The resources could include any of the following: personnel. progresses to the processing of the claim. etc. This may involve systems like customer segmentation. processing individual customer requests and generating service orders. This process group encompasses the management of warranty claims. Copyright 2015 APQC and IBM 206 of 733 .

This includes defining a logistics strategy and managing inbound transportation. and public warehousing options. and related information between the point of origin and the point of consumption in order to meet customers’ requirements. working with procurement to identify. asset utilization. negotiate. monitoring inbound transportation carrier performance. 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. It also includes the evaluation and implementation of private. warehousing. and/or vendor-managed inventory (VMI). and outbound carrier delivery performance. products for consumer fulfillment. transportation assets. transporting. It may include raw materials. and inventory deployment. technology infrastructure. Warehousing is the process of receiving. space utilization. and outbound transportation. Copyright 2015 APQC and IBM 207 of 733 . services. and shipping product for outbound delivery. and storing incoming materials. contract. and tracking the delivery of all incoming materials. It also includes managing third-party resources and global/international logistics strategies. including network components such as warehouse and distribution center (DC) assets. inbound delivery performance. packing. picking. and shipping days. and defining key performance measures such as logistics costs. and controls the forward and reverse flow and storage of goods. Warehousing supports inbound and outbound transportation services. and managing the flow of returned materials. finished goods. inspecting. and maintain outsourcing agreements. defining delivery service policy elements such as lead times.Definition “Manage logistics and warehousing” is the process that plans. delivery performance levels. and tracking inventory deployment. This is the process of planning. implements.

Returns processing is the physical handling. transportation coordination. carrier selection. etc. etc. advanced shipping notification.). loading. material substitution. disposition of the return (reuse of the material. refurbish. Returns management includes return approval. repair. waste disposal. proof of delivery from the receiving location and freight bill auditing. advance communication. information processing. Copyright 2015 APQC and IBM 208 of 733 . It typically comprises activities like the notification of goods to be supplied from a warehouse to a customer.Definition “Operate outbound transportation” is the process of preparing the goods for delivery from a warehouse to a receiving location.) and processing warranty claims (crediting the customer account. replacement. receipt. product tracking. and disposition of the product and packaging returned by the buyer to the seller or an intermediary. resale. Many of these services are provided by transportation management systems.

process group 4. Those delivering the service are working within 4. At some organizations—such as those in telecommunications. or retail—the core business (or a significant portion of the business) is customer service.Definition The use of category 5. the framework structure will work. requests.0 and 5. food service. 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.0 Deliver Products and Services may be more appropriate—in particular. and complaints after the fact.0 deal with activities related to actual provision of the product or service (4. Note that not all key performance indicators (KPIs) listed in this document will apply to every organization.4 Deliver service to customer. Copyright 2015 APQC and IBM 209 of 733 .0 processes will depend on the nature of an organization’s business. But typically. Those who deal with customers before and after the delivery of a service are typically working within the category 5.0 Deliver Products and Services. customer contact services.0 Manage Customer Service. In these cases. and critical objectives. When thinking about the distinction between the delivery of a service and the “customer service” function. As long as the organization is consistent in its use of particular processes for certain business activities. The KPIs selected by an organization depend on its structure. categories 4. strategy.0).0) and activities related to customer contact before or after that provision (5. category 4. The distinction between the two depends on the needs of the organization.

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. These levels may be linked to the policies constructed in process 5. Based on research and customer characteristics and needs. Copyright 2015 APQC and IBM 210 of 733 . These policies govern the actions of employees who provide customer service. creating policies to govern customer service. sometimes differing according to customer segment or type of issue. Some of these determinations may be informed by segmentation and relationship building that occurred within process category 3. the organization develops an appropriate customer segmentation plan and links customers with the appropriate segment. 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. The organization also prioritizes customers and the types of issues that should be escalated in priority.1. requests. an organization analyzes its existing customers and any feedback it has received.1 Develop customer care/customer service strategy involves understanding and segmenting customers. These targets may be referenced on organizational or individual employee scorecards and are typically communicated to employees during the onboarding process.0 Market and Sell Products and Services. the organization determines the degree of service it will provide.2 Define customer service policies and procedures. This strategy governs the way the organization provides service to customers proactively or in response to customer requests/issues. In the Establish service levels for customers process. and setting service targets and priorities. issues. During the Develop customer service segmentation/prioritization process. and outreach.Definition Process group 5.

over and above the activities that reside within process category 6. and complaints. 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). the work force’s time and utilization is also tracked to enable accurate forecasting in future years. the quality of customer interactions is also monitored and measured in this process.3 Establish service levels for customers. Copyright 2015 APQC and IBM 211 of 733 . policies. The way these processes are performed depends heavily on the strategy. inquiries. Based on that forecast and knowledge of typical customer contact cycle times and desired service levels.” The Plan and manage customer service work force process concentrates on managing customer service personnel specifically. including historical service trends and anticipated high-volume time periods.1. The criteria for evaluating customer interactions depends on the nature of the business and the service levels established in process 5. In addition to tracking utilization. and service levels established in process group “develop customer care/customer service strategy.0 Develop and Manage Human Capital. During this process.Definition This process group involves the development of plans and management standards for the customer service work force and the actual processing and management of customer service requests. 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.

and their performance is measured in process group 5. from initial receipt and routing to resolution and response.2.2.. fixing a broken link on a Web site or correcting a line item on a receipt or invoice).4 Respond to customer complaints. Complaints are handled slightly differently from requests and inquiries.2. This process depends on the planning that occurred in process group 5. Activity 5. an activity (5.2.3.3. Customer service representatives themselves accomplish these activities. when organization convenes to find an appropriate resolution to the complaint or when an employee executes an action to satisfy the complaint (e.2 Manage customer service requests/inquiries. the organization can move forward to activity 5.1 and process 5. During activity 5.2. Once the issue has been resolved or a plan for resolution has been formulated.3 that does not exist in process 5.3) is present in process 5.2. customer service may tell the customer that the issue has been resolved or may discuss the potential solutions to identify next steps.g.2. and thus.3 Measure and evaluate customer service operations.3 Resolve customer complaints typically occurs internally.Definition The Manage customer complaints process deals with every aspect of customer complaints. Copyright 2015 APQC and IBM 212 of 733 .3.1.4.3.

if they would recommend it to a friend. Copyright 2015 APQC and IBM 213 of 733 . or how well the organization seems to understand customer needs. or if they will rank how well the organization responds to requests.” What constitutes customer satisfaction will vary from organization to organization.Definition Process group “measure and evaluate customer service operations” focuses on measuring customers’ satisfaction with various aspects of the service they receive. and the methods used to collect customer feedback will also differ. how quickly the organization responds. 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. Many organizations ask their customers if they will continue to come to the organization in the future.

2.2. or through other methods. (Note that the measurement of noncompliant inquiries occurs in process 5. by retrieving it from other areas of the business.3.1 Measure customer satisfaction with customer requests/inquiries handling.0) or by altering the nature of the products/services themselves (2. during the complaint resolution process (5. improving the customer experience with billing (category 8. in online forms. the organization gathers information from customers about how their complaints were handed by customer service representatives. depending on the nature of the customer responses and the needs of the organization.0). by interviewing customers. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management. Activity 5. The analysis of the complaint often results in actions within other process categories—for example. through surveys.3. Feedback may be analyzed quantitatively or qualitatively.0 or 4.3.3).3.2 Analyze customer complaint data and identify improvement opportunities includes the analysis of the data and any work completed internally to make improvements.3. Copyright 2015 APQC and IBM 214 of 733 .1. and customer satisfaction with the products and services themselves is measured in process 5. 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.) This information may be collected in person.Definition In the Measure customer satisfaction with customer complaint handling and resolution process.

The communication of this information throughout the business may be essential to the growth of the business and its overall understanding of customer needs. or through other methods. through surveys.1. whether through spreadsheets. the organization gathers information from customers about their experience with the products and services themselves. and the measurement of complaint handling occurs in process 5.2. 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.4 Process customer feedback on services. The extent.1 Conduct customer and market research. Copyright 2015 APQC and IBM 215 of 733 . or online tools.4.2.1.3) or through activities 4. duration.1.3.) Organizations may chose to track these activities here (in process 5.1 Identify potential improvements to existing products and services. and frequency of the evaluation will also depend on the organization and its business. 2. This decision usually depends on the strategic use of an organization’s customer service Wherever this information is tracked. by interviewing customers. meetings.3.2. the reporting methods should match the standards of the organization.1. depending on the nature of the customer responses and the needs of the organization.2 Identify potential new products and services.3. Feedback received here can inform activities 2.4.1. it may be collected in person.4. (Note that the measurement of customer inquiry handling occurs in process 5.Definition In the Measure customer satisfaction with products and services process.4. Customer satisfaction data may be analyzed quantitatively or qualitatively. by retrieving it from other areas of the business. Likewise. in online forms. and 3.3 Solicit customer feedback on services delivered and 4.

decision tree) to Innovative (predictive. developing and counseling employees. contingent. transitioning.Definition "Develop and manage human capital" is the top-most category responsible for delivering processes traditionally defined as "human resources. rewarding and retaining employees. and strategies" includes developing and implementing HR plans. simulations).1." Process groups include those related to developing and maintaining workforce strategy. The process group "develop and manage human resources (HR) planning. and policies as well as monitoring and updating HR plans at regular intervals. training. Specific tasks will vary based on business need (ex. such as posting hiring requirements and opening purchase orders for contracting services.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. strategies. Has a continuum of Basic (reactive.1. redeploying and retiring employees. policies. penetrating new market. hiring. Can support demand planning at the aggregate level. contracting) consistent with the workforce management [do we say planning rather than management?] strategy to address resource excesses or shortages (Key inputs from 6. attrition/turn over of key employees ) towards a single objective of getting the right number of people. with the right skills. contractor]) or business risk being addressed (aging workforce.2. managing employee information. Develop models with defined thresholds and interventions/actions (e. (Key inputs from 6. and managing employee communications. recruiting employees.2. managing employee relations.g. in the right place and at the right time.2 Plan employee resourcing requirements per unit/organization) Copyright 2015 APQC and IBM 216 of 733 . increasing use of flexible staffing[part-time.

source. and hiring a candidate. screening and selecting candidates. managing/tracking applicant data.Definition The process group "recruit. and evaluating and reviewing the performance management program. notifying hiring managers. managing employee performance. Copyright 2015 APQC and IBM 217 of 733 . managing pre-placement verification. and managing and implementing employee development plans. The Recruit/source candidates process involves selecting recruiting methods. introducing new hires to their managers and to the work place. preparing job descriptions. reviewing. negotiating an offer. and managing requisition dates. and select employees" includes creating and developing employee requisitions. and managing employee performance. and tracking candidates. managing internal/external job posting Web sites. The Manage employee performance process consists of defining performance objectives. The Create and develop employee requisitions process includes aligning the work force plan to business unit strategies/ resource needs. and evaluating the effectiveness of employee onboarding programs. The "develop and counsel employees" process group consists of managing employee orientation and deployment. and archiving and retaining records of non-hires. The Manage new hire/rehire process includes drawing up and making a job offer. appraising. managing employee relations. holding/ participating in recruiting events. managing new hires/rehires. recruiting and sourcing candidates. performing recruiting activities. posting job requisitions. The Track candidates process involves creating an applicant record. The Manage employee orientation and deployment process involves creating/maintaining employee onboarding programs. and managing recruitment vendors. developing and opening job requisitions. changing/updating requisitions.

health & safety. and motivation programs. Copyright 2015 APQC and IBM 218 of 733 . recognition. and identifying training and development opportunities. conducting. The Develop and train employees process includes aligning employee and organization development needs. and developing. managing employee assistance and retention. Manage the negotiations between representatives of the employer and the collective bargaining unit[union] for reaching collective agreements that regulate working conditions. The "reward and retain employees" process group consists of developing and managing reward. Managing employee relations includes the activities around managing labor relations. conducting training needs analyses. overtime. and administering payroll.Definition The Manage employee development process includes creating short and long-term career goals. collective bargaining. developing competencies. and grievance mechanisms. training. reviewing organizational career ladders. Agreements typically include determining compensation scales. and maintenance of labor/management partnerships. Manage partnerships between labor and management that are outside of formal agreements. and managing employee and/or management training programs. management of employee grievances. 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. working hours. managing and administering benefits. Typically intended to address specific goal or issue where management decisions will have broad implications on workforce/workplace climate. benefits.

managing employment reduction and retirement. tools. managing deployment of personnel. processing claims.Definition The manage and administer benefits process includes delivering the employee benefits program. developing and implementing employee outplacement services. This process also includes communications with former employees regarding benefits options The Manage retirement process includes management of the organization’s retirement systems. turnover reports. 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. retirements. The "redeploy and retire employees" process group includes managing promotions and demotions. The Manage deployment of personnel process includes managing the movement of employees to different roles within an organization. The manage promotion and demotion process includes the administration and execution of employee promotion and demotion. and performing benefits reconciliation. It includes the creation and generation of final payments. It does not include execution of the Manage retirement process itself. administering benefits enrollment. managing separations. The Develop and implement employee outplacement process involves creating and providing career transition information and advice to employees whose roles have been eliminated. and leaves of absence. relocating employees and managing assignments. and managing employee relocations. and processes. It also includes the processing of employee records and payroll and benefits transactions. managing expatriates. and vendor notification. The manage separation process includes the administration and execution of employee separations. Copyright 2015 APQC and IBM 219 of 733 .

responding to. Employee communication management includes activities around developing and maintaining the communications plan and actually delivering specific employee communications from the enterprise. demographics.Definition The Manage expatriates process includes activities associated with both the expatriation and repatriation of employees within the organization. The manage reporting process consists of providing key HR data and reporting capabilities for varying levels of management. managing employee inquiry processes. and managing employee communications. and entering data related to hours worked and paid time off. managing and maintaining employee data. editing. Copyright 2015 APQC and IBM 220 of 733 . workforce trends. The manage employee inquiry process involves receiving. The "manage employee information" process group consists of managing HR reporting capabilities. managing human resource information systems. and performance. 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. developing and managing employee metrics. developing and managing time and attendance. approving. This process does not include the actual processing of time and attendance data. 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. The develop and manage time and attendance process includes collecting.

. the information architecture. The purpose of defining the enterprise architecture is to assess the interrelationships of the business process architecture. and data protection controls. and the development and maintenance of the business-focused strategy." "develop and maintain information technology solutions." Managing the business of information technology involves defining and maintaining the relevance of IT to the enterprise and its mission. and governing the enterprise architecture. the components and services architectures. acting as a clearinghouse for IT research and innovation." "manage enterprise information. "deploy information technology solutions. This includes building strategic intelligence for the enterprise. Developing the enterprise IT strategy consists of the activities required to define and maintain a business-focused enterprise IT strategy." and "deliver and support information technology solutions. defining the IT management system and governance model.Definition The "manage information technology" category contains process groups relevant to the business of information technology within an organization. The process groups include "manage the business of information technology. collaborating with stakeholders to identify the long-term IT needs of the enterprise. privacy. and the infrastructure architectures to ensure their continued relevance. and managing the strategic activities that help ensure attainment of IT value." "develop and manage IT customer relationships. Execution of this process requires establishing the enterprise architecture definition. communicating the strategy and role of IT within the enterprise. establishing the enterprise architecture and guiding principles. confirming the enterprise architecture maintenance. Copyright 2015 APQC and IBM 221 of 733 ." "develop and implement security.

gathering business requirements. Evaluating and communicating IT business value and performance consists of establishing key performance measures. The activities included within the IT portfolio management process are maximizing the value of the IT portfolio for the enterprise. and ongoing support of the IT services and solutions. helping customers develop justifications for requested IT services and solutions. provisioning resources in accordance with strategic priorities. deployment. Copyright 2015 APQC and IBM 222 of 733 . formulating a development project to build and deploy selected technologies. This consists of exploring new technologies in pursuit of IT services and solutions innovations. providing the initial interface to IT architects responsible for designing the IT services and solutions. linking business technology investments to business outcomes. and transitioning those technologies to the development pipeline. and monitoring the customers’ satisfaction with the development. and communicating business technology value contributions.Definition Management of the IT portfolio results in the establishment of criteria for economic and strategic value and the provisioning of resources in accordance with strategic priorities and efforts to achieve a balanced portfolio. and achieving a balanced portfolio. monitoring trends and key performance indicators. Developing and managing IT customer relationships involves managing communications and interactions between the customers of IT and the providers of IT services and solutions.

establishing and maintaining business and IT service level agreements. communicate. identify enhancements or extensions to existing IT services and solutions. govern. which optimizes the use of technologies. and developing the volume/unit forecast for IT services and solutions. and selecting IT services and solutions strategic initiatives to apply. evaluating and reporting service level attainment results. Developing and managing IT service levels requires creating and maintaining the IT services and solutions catalog. and identify outdated services and solutions for sunset or retirement. The formulation of IT services and solutions strategic initiatives includes the tasks required to generate new ideas. Developing and maintaining a long-term. establishing and maintaining an IT governance structure. and communicating business and IT service level improvement opportunities. and developing and tracking the resulting IT plan. 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 Copyright 2015 APQC and IBM 223 of 733 . developing and implementing incentive programs that improve consumption efficiency. resources. translating those needs into services and solutions requirements. and track strategy deployment. articulating strategic assumptions for IT strategy development. and alliances to improve business agility. Performing DSM for IT services consists of understanding IT services and solutions consumption and usage. This includes defining and communicating the strategic intent regarding the organizational use of IT. business-focused IT strategy encompasses tasks to develop. formulating and evaluating IT services and solutions strategic initiatives.Definition Developing an IT services and solutions strategy involves assessing the needs of the business and user.

marketing communications. processing orders. and sales opportunities. and establishing delivery of the IT services and solutions. managing IT services and solutions advertising and promotional campaigns. and identify common usage/consumption profiles and target IT customers.Definition Management of IT customer satisfaction includes capturing and analyzing customer satisfaction and assessing and communicating customer satisfaction patterns. and determine IT customer loyalty/lifetime value. and processing and tracking IT services and solutions orders. conduct qualitative and quantitative assessments. Capturing and analyzing customer satisfaction consists of tasks required to manage and monitor IT customer complaints and feedback. Assessing and communicating customer satisfaction patterns consists of tasks required to evaluate satisfaction with IT services and solutions. developing and managing the IT customer strategy. Managing IT services and solutions advertising and promotional campaigns is defined as developing and managing IT services and solutions advertising. Marketing IT services and solutions includes developing the IT services and solutions marketing strategy. develop a sales forecast and budget. promotions. evaluate satisfaction with complaint resolution. Developing the services and solutions marketing strategy requires the IT organization to understand IT services and solutions requirements. Copyright 2015 APQC and IBM 224 of 733 . predict user consumption behavior. Processing and tracking IT services and solutions orders consists of collecting and maintaining IT customer account information. and evaluate IT customer management results. and identify customer satisfaction issues and opportunities for improvement. Developing and managing the IT customer strategy includes tasks to establish and maintain IT customer management goals and strategies.

privacy. and data protection controls includes the establishment of information security. privacy. and implementation of information security. Managing enterprise information is defined as understanding what information is important to the enterprise.Definition Developing and implementing security. Performing enterprise data and content management requires the IT organization to ensure that the collection. defining how that information is structured and organized. logical relationships. and establishing data custodianship. assessing the information and IT knowledge management implications of new technologies. and data protection strategies and levels as well as the testing. and derivation rules. and planning information and IT knowledge management actions and priorities. defining information access requirements. 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. and data protection controls. storage. Defining the enterprise information architecture includes defining information elements. determining how. and managing exceptions per policies and standards. privacy. Managing information resources includes defining the enterprise information/data policies and standards as well as developing and implementing data and content administration. evaluation. Copyright 2015 APQC and IBM 225 of 733 . controlling. and establishing the policies and controls needed to guide the collection and use of that information. composite structure. Tasks include monitoring. and use of information and data are in accordance with the established information/data policies. constraints. when and from where that information is collected.

Tasks include understanding service or solution requirements. 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.” 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. supporting services to continue meeting all confirmed requirements. designing the service or solution. thereby enabling continuous improvement. maintaining and managing solutions. and "sun setting" solutions/discontinuing services no longer needed. Copyright 2015 APQC and IBM 226 of 733 . and allowing these activities and their outcomes to be measured. enabling new solutions and services. and gaining customer acceptance and certification. Developing the IT development strategy includes defining a consistent approach to IT development. enabling services that meet all confirmed requirements. 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. ensuring the repeatability of development and maintenance activities. and testing new. building or integrating components. and improved solutions. developing. Tasks include assessing the need for new solutions and services. testing the solution or service. enhanced. 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. and maintaining existing solutions and services in a prescribed fashion consistent across the whole enterprise.Definition Developing and managing information technology solutions involves producing.

Deploying information technology solutions involves introducing new. establishing and documenting a workflow for change approvals. ensuring consideration of appropriate security and contractual constraints. repair. establishing procedures to assign priority and approval levels. and evaluating change trends and success rates. examining feedback from completed changes to ensure a successful deployment. integrating newly required components. Copyright 2015 APQC and IBM 227 of 733 . modifying the design of the service or solution. Tasks include understanding requirements or defect analysis.Definition Maintaining IT services and solutions includes the tasks required to upkeep. testing the change to a solution or service. or improved functionality into the environment with minimal or no disruption to the services schedules. enhanced. developing an exception process. analyzing completed changes and releases. 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. defining deployment procedures. Developing the IT deployment strategy includes creating a consistent approach to the introduction of changes and releases into the IT environment. determining who can request changes and releases. and developing policies specific to “change” and “release. and gaining customer acceptance and certification. and properly balancing business benefit with technical and business risk.” Tasks include defining what constitutes a change and release.

and third level technical support. Tasks include understanding release design. coordinating release acceptance. and achieving customer satisfaction targets. planning rollout. Tasks include coordination of vendor support and evaluation of sourcing alternatives. such as procurement and security. assessing the business and technical risks of changes. 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. Other tasks include requesting services. and creating a master change schedule. meeting service commitments as measured by customer defined service criteria. Delivering and supporting information technology services involves delivering IT services and solutions within the budget provided. and coordinating training. determining which individual changes can be performed simultaneously without increasing overall risk factors.Definition Planning and implementing changes includes all tasks necessary to administer and plan individual change requests (including accepting or rejecting the request). from other components to ensure component availability and obtainment of necessary security authorities. desk-side support. This strategy would address help desk activities. Planning and managing releases involves establishing priority for changes and executing all necessary planning activities to prepare for the actual release implementation. Copyright 2015 APQC and IBM 228 of 733 . Developing the IT support strategy requires defining the organizational approach to delivering key enabling services and assisting in the use of information technology.

configuration management. including hardware and software. irrespective of their physical location. internal controls. of the organization. Other tasks include preventive maintenance. general accounting and reporting. net income. fixed-asset project accounting.Definition Managing IT infrastructure resources involves managing and maintaining the physical computing assets. and releasing resources employed in the delivery of the requested service and subsequently returning them to the resource pool. and inventory (asset) management. establishing the information management system. and global trade services. Copyright 2015 APQC and IBM 229 of 733 . Management of financial resources is a key back-office category for organizations. facilities management. international funds/consolidation. accounts payable and expense reimbursements. managing security requests. This includes providing and executing the requested services. 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. collecting the configuration item information. operating profit. Managing IT infrastructure operations consists of activities required to manage the organizational workload and operation of physical assets. payroll. Tasks include identifying configuration items to be maintained. treasury operations. This category includes process groups related to planning and management accounting. expenses. populating the database. including preparing quarterly and annual projections of revenue. preparing and handling customer input and data. and capital investments. and ensuring that information is available to other components. The "perform planning and management accounting" process group encompasses financial planning processes. tax management. revenue accounting.

Budgets and forecasts should reflect financial targets derived from strategic plans. and when to alter tactics to ensure that performance targets are achieved. This includes inventory accounting. the critical success factors and performance indicators should be determined and linked with activity based measures. in which managers can decide if. They also serve as a discussion platform at regular business review meetings.Definition This is the process of developing periodic plans. deploy/utilize assets and resources. improve business processes. benchmark. This includes setting assumptions for revenue and cost levels— as well as cash flows—expected in the pursuit of organizational growth. and evaluate value drivers. Copyright 2015 APQC and IBM 230 of 733 . profitability. and profitability reporting. and trends. how. It also includes proactive cost control and reporting on actual versus targeted financial results. variance analysis. product costing. budgets. and forecasts to enable the achievement of organizational performance goals. This is the process of developing and implementing methods and models for the allocation of operating and overhead costs across products and/or services. It may also include predicting financial results for the next four to six quarters on a rolling forward basis. cost of sales analysis. This is typically used to evaluate and control product/service pricing. Within this process. This is the process of developing and implementing methods and approaches to analyze cost drivers.

Costs (both direct and allocated) are then applied to revenue to determine profit. reflects the decisions an organization makes to recognize revenues in a given reporting period. which is a major component of preparing formal financial statements. and the generation of credit/collection reports. It ensures that decisions are aligned with stated organizational goals by measuring performance against predetermined targets and managing the corrective action process. human. This process group is greatly affected by process 3. technical. evaluating new products.—in the pursuit of sustainable.4 Manage sales orders. optimizing the customer and product mix. Copyright 2015 APQC and IBM 231 of 733 . This is the process of evaluating customers’ creditworthiness. the analysis/approval of new account applications. Typically performed in conjunction with the generation of an order or the creation of a new customer. lifecycle costing. Revenue accounting.5. 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. tracking the performance of new customer and product strategies. preparing activity based performance measures. The "perform revenue accounting" process group includes the recording/reporting of data related to the sale of goods and/or services provided to customers.Definition This is the process of developing and implementing a framework that guides internal decision makers as they deploy resources—financial. profitable growth. this process encompasses all operations associated with credit checking— including the establishment of credit policies. which is explained in the Related Processes section of this document. and managing continuous cost improvement. etc. This process includes: assessing customer and product profitability. the review of existing accounts.

Copyright 2015 APQC and IBM 232 of 733 . and the resolution of customer billing inquiries. payment receipt is located in process 8. This process includes generating letters and phone calls on delinquent accounts. This process involves the establishment of accounts receivable policies. deciding when to collect. the analysis of delinquent accounts. internal discussions around account resolution. an external agency or an in-house department).3 Process accounts receivable. the processing of adjustments. and selecting the collection vehicle (e. the posting of receivable entries. the application of cash remittances. The process encompasses the maintenance of customer/product master files.g. It does not include receiving payments. the preparation of accounts receivable reports. correspondence/negotiation with delinquent accounts. This encompasses the processing of payments due from customers. It does not include the generation of invoices. and the writing off of uncollectable balances. the receipt and deposit of customer payments. whether by check or electronically. It includes creating methods and procedures for communicating and delivering invoices and statements for services and products.2. invoice generation is located in process 8.2..Definition This is the process of developing and delivering customer invoices. including the processing of any funds received. This is the process of coordinating and following through on collecting payments due.2 Invoice customer. the generation and transmittal of customer billing data to the customer. It also encompasses the establishment of policies for delinquent accounts. and the posting of accounts receivable activities to the general ledger.

accruals. the preparation of chargeback invoices. the processing of journal entries. This is the process of managing the general ledger—including the maintenance of the chart of accounts and the processing of journal entries. and yearly basis as well as the recording. rectifying. and intercompany transactions. This group also encompasses all operational activities performed to close the books on a monthly. currency conversions). and recalls of products and/or services.Definition This is the process of receiving.g. and the adjustment of the organization’s general ledger accounts. This is the process of controlling and updating the policies and procedures related to financial management and control. internal discussions around account resolution. and monitoring customer adjustments and deductions resulting from warranties. the preparation of the trial balance. tracking. and the preparation and posting of management adjustments. including maintenance of the financial procedures manual and the establishment of service level agreements with internal customers/suppliers and external financial service providers. and depreciation of fixed assets. 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. claims. including the maintenance of the chart of accounts. Copyright 2015 APQC and IBM 233 of 733 . the analysis of adjustments. This process includes the establishment of policies/procedures for adjustments. quarterly. correspondence and negotiation with customers. returns. allocations.. It also encompasses the reconciliation of general ledger accounts and intercompany transactions. period-end adjustments (e.

and capitalized under process group 8. retires. including additions. cost consumption rates. Fixed asset projects that were proposed.3. adjustments. or even FTE deployment data. in which case the project is again covered in process group 8. and depreciation expenses.Definition This is the process of accounting for fixed asset transactions. This process includes establishing fixed asset policies and procedures. adjustments and depreciation expenses. retires. pursued. or department-level decision makers. transfers. under the auspices of general accounting and reporting—unless a project is initiated to dispose of the asset.3. and calculating and recording depreciation and expenses related to fixed asset maintenance and repair. various profitability or growth ratios. This process often supports tax. and regulatory reporting by providing data on fixed assets to the appropriate departments. This group typically relates to the acquisition or disposal of fixed assets. recording entries to the fixed asset register. including additions. Copyright 2015 APQC and IBM 234 of 733 . The "manage fixed-asset project accounting" process group encompasses the financial planning and supervising of projects involving fixed assets (capital projects). statutory. This is the process of gathering and consolidating periodic financial performance data and presenting snapshots of financial results for corporate-level. business unit-level.4 Manage fixed asset project accounting are thereafter maintained within process 8. tracking fixed assets through physical inventories.4. These snapshots take the form of highly structured financial statements and may show comparisons with previous periods. transfers.

the accounting for that asset is no longer part of this 8. Once a project is closed and the asset is capitalized. managing pay. and analyzing and reporting employee utilization. The "process payroll" process group consists of reporting time. recording project transactions.3. it is a fixed asset. billing (depending on business model). 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. and measuring financial returns on completed projects.3 Perform fixed asset accounting. benefits. Preparing the data for payroll and benefits usage by analyzing and reporting paid and unpaid leave. closing and capitalizing projects. monitoring regular.Definition This is the process of developing capital investment policies and procedures and implementing them to create and approve the capital expenditure plan and budget. Payroll administration tasks as defined elsewhere in the PCF are not considered in scope for "process payroll. monitoring and tracking spending. and processing taxes." Capturing employee time information and recording data in the time reporting system for use by payroll.4. overtime and other hours. etc. Once the project is capitalized. management activities and system maintenance to effectively capture and report on employee time.2 Perform capital project accounting process and instead will be performed under the process 8. This includes establishing policies and procedures for reporting time. Copyright 2015 APQC and IBM 235 of 733 . This includes performing justification for project approvals as well as reviewing and approving capital projects and fixed asset acquisitions.

processing financial accruals and reversals. It includes maintaining and administering employee earnings and deductions.. and adjusting accounting records. and processing adjustments and/or manual corrections as appropriate.S.g. The "process accounts payable and expense reimbursement" process consists of processing payments for operating expenses and other supplier charges. This includes filing regulatory payroll tax forms in a timely manner and calculating and paying applicable payroll taxes. maintaining and managing electronic commerce. It also develops policies and procedures around processing of accounts payable and all related operations. which includes verifying of accounts payable with vendor records. responding to all payroll-related inquiries. This process also encompasses management activities and payroll system/interface maintenance to ensure accurate payments. processing payments and taxes. The production and distribution of employee tax statements on an annual basis (e. or local equivalent) is also covered in this process. auditing invoices and approving payments.Definition This is the process of calculating employee payroll for each pay period. including bonus runs throughout the year. Technology is typically key to achieving top performance in this process. and transmitting payments to employee accounts or directly to employees. monitoring changes in tax status in order to prepare the payroll each period. researching and resolving exceptions. W2s in the U. Copyright 2015 APQC and IBM 236 of 733 . This process ensures regulatory and statutory compliance for payroll tax obligations on behalf of the organization.

developing. processing payments and taxes. managing cash flows. and financial risks. managing cash equivalents. This process often dovetails with the processing of accounts payable and includes the development and use of policies and procedures. researching and resolving exceptions. and analyzing. maintaining and managing electronic commerce. which includes verifying of accounts payable with vendor records. developing cash flow forecasts. debts.Definition This process consists of processing payments for operating expenses and other supplier charges. auditing invoices and approving payments. processing and overseeing electronic fund transfers. creating and publishing treasury policies. managing and overseeing banking relationships. and revising treasury procedures. monitoring. bank accounts. Technology is typically key to achieving top performance in this process. producing cash management accounting transactions and reports. developing and confirming internal treasury controls. It also encompasses the development of policies and procedures around the processing of accounts payable and all related operations. The "manage treasury operations" process group includes the management of treasury policies and procedures. This process involves establishing the scope and governance of treasury operations. and confirming bank fees. investments. resolving. cash. 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. negotiating. and adjusting accounting records. and defining system security requirements. processing financial accruals and reversals. Copyright 2015 APQC and IBM 237 of 733 . This process includes managing and reconciling cash positions. auditing.

This process includes managing interest rate. foreign exchange. managing internal payments and netting transactions. monitoring compliance with internal controls policies and procedures. and monitoring of internal control mechanisms. creating compliance functions. and producing debt and investment accounting transaction reports. The "manage internal controls" process group consists of operating controls. operating compliance functions. It includes designing and implementing control activities. managing central incoming payments on behalf of subsidiaries. processing and overseeing debts and investments. and monitoring credit. managing centralized outgoing payments on behalf of subsidiaries. This process involves managing financial intermediary relationships. remediating control deficiencies. making foreign currency transactions. Copyright 2015 APQC and IBM 238 of 733 . and implementing and maintaining technologies and tools to enable the controls-related activities. managing and facilitating intercompany borrowing transactions. management. Internal controls do NOT include external audit activities. and providing account statements for in-house bank accounts. policies. operation. monitoring control effectiveness. developing and executing hedging transactions. This process incorporates the planning.Definition The activities used to manage in-house bank accounts include managing in-house bank accounts for subsidiaries. and procedures. evaluating and refining hedging positions. producing hedge accounting transactions and reports. calculating interest and fees for in-house bank accounts. and reporting on internal controls compliance. managing liquidity and issuer exposure. and exposure risks.

business partners. This process includes setting targets for periodic tax liabilities and assessing the tax impact of various activities. 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. securities exchanges. This is the process of converting cash from one currency to another in the course of conducting cross-border trade or investment.Definition This process includes reporting to external auditors. such as the acquisition or disposal of fixed assets or a deliberate change in employee population. internal management. This is the process of forecasting and monitoring changes in foreign currency value or interest rates around the world. Copyright 2015 APQC and IBM 239 of 733 . transferring cash from those units to parent level bank accounts managed by the organization’s treasury team. The "manage international funds/consolidation" process is the process of managing cash collections and disbursements made by operating units across the enterprise and. debt holders. and any other bona fide third parties. when appropriate. shareholders. 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. This is the process of accounting for taxes collected or paid. 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. regulators.

Copyright 2015 APQC and IBM 240 of 733 . relationships with customs. But 9. and international letters of credit.1 to describe processes applicable to property and buildings (as was its original intent).Definition This process involves making accounting entries to formally report financial gains or losses experienced as a result of foreign exchange activity. Global trade services represents the collection of processes related to cross-border collaboration and compliance with international regulations including import/export controls. restitution. and performing asset abandonment. product classification. leaving 9.1 was a poor representation of utility plant and network design and construction processes. This process group includes developing an exit strategy. performing a sale or trade of assets. duty calculation. buildings and facilities) plus utility networks and major plant assets. Previously these processes might have been covered under 9. 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.2 process group for E&U provides a more comprehensive and accurate description of this core utility function. trade communications and documentation. The new 9. This category has been expanded in the E&U model to include both the original non-productive assets (such as property.1.

The "manage enterprise risk" process group addresses enterprise risk management. and hazard risks categories are included in this group. overseeing enterprise risk management activities across the organization. Managing business resiliency and risk includes the processes required to enable firms to rapidly adapt and respond to any internal or external opportunity. demand. The "manage compliance" process group is responsible for the development of internal and external compliance activities. financial. Copyright 2015 APQC and IBM 241 of 733 . Strategic. Process groups are aligned with traditional risk management activities. and integrated approach to managing compliance obligations. compliance. and resiliency" is responsible for ensuring that an organization effectively manages its risk.Definition The process group "manage enterprise risk. and coordinating business unit/functional risk management processes. Based on the enterprise-level risk management frameworks and policies. be it a new risk or a risk under existing management. disruption. Manage enterprise risk includes establishing an enterprise risk management framework and policies. Risk is the probability or threat of a negative occurrence caused by potential events. Remediation efforts are those processes necessary to repair damage to assets created by the occurrence of a risk. remediation. continue operations without significant impact to the business. and develop a more dynamic. business unit/functional risk management activities are executed and managed. operational. or threat. This process group also covers the management of regulatory compliance to ensure the organization has the required procedures in place and follows regulatory requirements. strategic.

Strong government and industry relationships are essential to the longevity of any company. corporate giving. "manage media relations. or lobbying. and community partnerships. and the general public." "promote political stability. These programs may include but are not limited to: corporate social responsibility (CSR) programs. networks. social resources." Public relations processes influence the public view of an organization and its products or services." "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. Copyright 2015 APQC and IBM 242 of 733 . govern. government and industry. the board of directors. volunteerism. including investors. "Manage public relations" includes processes related to the flow of information from an organization to the public. appoint. This process group is responsible for managing government relations. These processes include "report results" and "report audit findings. trade and industry group relationships." "create press releases. personalities. and communicate with the organization’s board of directors while complying with the organization’s bylaws. and lobbying activities. It includes the processes "manage community relations." and "issue press releases. The "manage relations with board of directors" process group encompasses the processes required to select. These programs may use a variety of avenues including media outlets.Definition External relationships are those relationships with stakeholders of the entity. This is not related to customer management.

an inventory) of all stakeholder requirements (e.. A determination is made to mitigate the gap with preventive activities or deemed an acceptable risk. program. and knowledge management. The purpose of the Establish Quality Requirements is to define a specific plan for quality within the execution of work. and conducts quality assessments.. and making projects visible to organizational decisionmakers.Definition Business capabilities are those activities performed by an organization that are fundamental to the successful operation of the organization. the plan for quality provides documentation about how Quality will be ensured (e. The "manage quality" process group creates a quality strategy. assurance) and all actions that will be taken if a nonconformance occurs. The "manage portfolio. preventive. environmental health and safety management. 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..g. As an output. This requires a complete understanding (e. Capabilities defined in the PCF include business process management. and project" process group focuses on identifying projects and initiatives. and closing projects. service. initiating. quality management. and project management. monitoring the overall project performance and status. 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.g. benchmarking. product. executing. plans and supports the staff that oversee quality work force. Copyright 2015 APQC and IBM 243 of 733 . program.g. portfolio. control. even across functions in a business. change management.

enterprise policies. all required activities established in the organization's Risk Management standards. unless the requirement itself fully defines all elements that must exist. but is not limited to. in preparation for establishing quality requirements. government agencies.Definition All stakeholder requirements that describe the characteristics of a product. Analysis is conducted to assess the current state of the processes to achieve the CtQCs.g. Copyright 2015 APQC and IBM 244 of 733 . CtQCs are measurable elements of the process. include any internal or external party (e. or reduce the risk of not meeting the CtQCs. Each stakeholder requirement must have an associated CtQCs. any standard methodology that will be used to design or conduct preventive Quality activities are defined and documented. The CtQCs must be documented and aligned to the specific requirement being fulfilled. industry standards. Stakeholders. The actual establishment of these requirements is not within the scope of the EQ Framework. In addition. control. but is a critical input used throughout planning for Quality.. or service whose performance standards or specifications must be met to satisfy the established requirement. customers. The goal of any preventive quality activities is to create provisions to prevent. in this instance. in an accessible format. product. service. business or functional performance targets) that have expressed a requirement (often described as critical-to-customer (CtC) characteristics). This analysis must include. or process must be documented and gathered. 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.

In particular. At a minimum. A plan for quality defines how the CTQ characteristics will be achieved. 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. description of how the product or service is going to be verified. and adherence of work activities to the EQ Framework is considered a quality assurance activity. or defects) must be considered. In planning Quality assurance and activities. how any nonconformance to those requirements will be managed. criteria against which the verification is to be assessed. alignment. controlled. Evaluation compares the work outcomes with respect to quality characteristics against the intended results as designed. and the records that will be kept to demonstrate conformity. the concepts of ‘fit for purpose’ (does the product or service meet the intended purpose) and ‘right the first time’ (elimination of mistakes. key process indicators (KPI’s) and critical to quality (CTQ) characteristics must be used as the basis for any evaluation and test methodology. For example. the implementation. all plans for quality must include the following: requirements. by minimizing defects from occurring (or meeting the specified tolerances for performance). CtQCs.Definition The purpose of quality assurance and control design is to ensure all processes can create products or services that meet the CtQCs. errors. 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. Copyright 2015 APQC and IBM 245 of 733 . a preventive quality assessment.

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. or written findings and conclusions. 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. and prevention For each key process indicator (KPI). in corporate standard format(s). significance is assigned individually. CtQCs. or other dimension assessed. Summaries may be shown in various forms. statistical test results. including charts. remediation.Definition The purpose of recording results is to provide documented evidence for (minimally): • Audit requirements by external parties • Nonconformance management • Management reporting requirements • Trend analysis and quality improvement Results should be maintained electronically. tables. It serves as a basis for informing post-assessment actions by providing information separating significant from insignificant results. (input into non-conformance or drive improvement) Copyright 2015 APQC and IBM 246 of 733 . Summarizing results of the test(s)/audit(s) provides insights and indicators derived from the raw data.

and those organizations track change-related processes in those appropriate categories. division. etc. monitoring and sustaining improvement takes place within the other process categories specific to the area of the business where the change occurred. The needed changes are typically identified in process groups "create and manage organizational performance strategy.Definition This process includes the effort to analyze nonconformance events and determine the need for corrective and/or preventative action(s)." or "manage strategic initiatives. department. and monitor those changes. implement. risk exposure and other pertinent factors. The level of analysis may include root cause. activities in the process "sustain improvement" may continue periodically well into the future. preventative or no action based upon the impact and likelihood of reoccurrence. In some organizations. However. develop. Determination of not only what action(s) but also timing and assignment of responsibility will occur. The "manage change" process group includes all processes involved in implementing and facilitating major changes throughout an organization or in a selected unit. Recommended actions may include corrective. Approval will be based upon cost/benefit." "Manage change" deals with the activities necessary to plan. Copyright 2015 APQC and IBM 247 of 733 ." "benchmark performance. If correct/preventive actions are needed. risk exposure and other evaluations that will be necessary to properly review and approve/reject subsequent actions. These are often project related processes for activities that may have a set start and end date. this will trigger the Preventive Action process.

2 Design the change. This process includes post improvement project activities. the change itself is not extensively designed until process 12. stakeholders are consulted. policies. training is administered. but measurement activities are typically tracked within the processes under process group 12. Although the change methodology is selected in this process. Processes to continuously measure the change also begin. systems. and technologies go into effect. 12.1 Create and manage organizational performance strategy. new role assignments. These processes may be revisited regularly to monitor performance. 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.1 is a planning and foundation laying process. resources.4. like debriefings where lessons learned during the change are shared and recorded. but these regular processes may eventually be tracked as part of continuous organizational processes under process group 12.Definition The Plan for change process involves all processes. organizations embed the new processes. Copyright 2015 APQC and IBM 248 of 733 . During this process. and preliminary measures. and budgets.1 Create and manage organizational performance strategy. It also includes the identification of any barriers to the change and the formation of the team who will implement the change. processes. including communication schedules. It develops specific training and implementation plans.4. In the Implement change process. the change team aligns the change with other activities already in place or planned for the organization. and new documents. from selecting the methodology for implementation to identifying stakeholders. During the Design the change process. or other changes into the business.

The introduction of new tools will not change behavior unless people understand when.. identify. systematic change initiative. share. and create value. it may implement a lessons learned process so that employees can learn what has and hasn’t worked in other parts of the business. and social computing. and use knowledge).Definition The "develop and manage enterprise-wide knowledge management (KM) capability" process group comprises processes associated with knowledge flow within an organization (e. communities of practice. lessons learned. Although technology plays a role in KM. and why to share knowledge and are incentivized to do so. At its heart. Various approaches can be used to support this goal. For example. if an organization is seeing similar mistakes repeated across business units. transfer of best practices. knowledge is information in action. access. The KM discipline is about connecting people to the information and expertise they need to achieve business results. how. including content management. it is critical to implement technology as part of a larger. virtual collaboration. Similarly. Knowledge management (KM) is a systematic process that enables information and knowledge to grow.g. create. flow. review. Copyright 2015 APQC and IBM 249 of 733 . collect. expertise location. 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. The specific KM approaches that an organization pursues are determined by the business problems it wants to address.

the specific tactics involved will depend on the business problems that KM is intended to solve. Copyright 2015 APQC and IBM 250 of 733 . but most organizations use a combination of corporate and business unit funding for KM. as well as the current culture and its receptiveness to KM. a program focused on expertise location might need ties to the HR function. an organization must evaluate its current KM processes and practices. The second set of activities relates to linking KM to business objectives and managing KM related change.3. For example. The first set of activities relates to logistics such as governance. Funding is also impacted by the business case. and funding. roles. as opposed to specific KM approaches. and identifying KM approaches and tactics that will have meaningful impact on strategic objectives. whereas a program focused on content management might be better housed in the IT function. For organizations that struggle with this process. An organization with a clear business case for KM is in a better position to select an appropriate governance model.1 and 12. The Assess knowledge management capabilities process includes activities for determining exactly where an organization stands on the KM learning curve. and change management. Again. frameworks like APQC’s KM Capability Assessment Tool provide standard structures for measuring KM maturity and identifying performance gaps. Before improving how it manages knowledge. pinpointing gaps.4 both contain activities related to technology needs. communication.3. A KM program is an organization wide effort to standardize and excel in KM.Definition The Develop KM strategy process includes activities related to establishing an enterprise KM program. The difference is that the activities in the Develop KM strategy process relate to the KM program as a whole. training. Note that processes 12.

Definition The process "measure and benchmark" encompasses the processes required to develop a strategy for monitoring and improving the performance of an organization including creating and managing organizational performance strategy and benchmarking performance. Copyright 2015 APQC and IBM 251 of 733 .

6. 12.5 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.1 centers around measurement.Definition This process group encompasses those processes required to develop a strategy for monitoring and improving the performance of an organization. whereas 12. facility and environmental efficiency.1 refers to the collection of the data and the strategies employed to gather it.1 Create and manage organizational performance strategy focuses more on internal performance rather than external or competitive positions in the marketplace. including the creation of measures and the act of measuring itself.1 encompasses the tactical measurement of internal processes and work force improvement.2 Develop business strategy. Although this process group is related to process group 1.2.1 also includes the measurement of machines. overall cost effectiveness. and improving it.6. This is the measurement of internal performance within a strategy for tracking.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. Process group 12.6 focuses on high-level strategy development. but instead to the development of strategies and systems that allow human resources to more effectively manage personnel.5 Develop and Manage Employee Metrics. The measurement processes in process group 12. entire processes.2. 1. Process group 12. Process 6. Activity 1. Copyright 2015 APQC and IBM 252 of 733 .2. It does not refer to the day-to-day activities of human capital managers. Process group 12. streamlining.2. and other activities not directly related to human performance.1 should align with human capital management processes such as 6.

g. how much of X is produced within X time period). organizations determine which processes to measure. Because measures should be revisited and realigned with organizational goals as time passes. In this process. if measures indicate that inventory levels need to be better optimized. This process does not refer to actual measurement activities or consequential actions. how often to measure.3 Operate warehousing.2 measures outcomes (e. it focuses on strategic decisions about how to best measure an organization.4 Manage change or within the other function-specific categories. Actions taken based on the measurement typically exist as activities within process group 12. the resulting actions would take place under the process 4. This process will vary depending on which activities and business components are being measured. process 12. The Measure process productivity process includes all activities associated with measuring how productive processes are. which measures to use. Some organizations choose to include measurement analysis in this process. A marketing department might be measured on the completion of a target number of campaigns per marketing FTE..1.1.5.Definition The Create enterprise measurement systems model process refers to the development of a high-level measurement system to track performance across the enterprise or in specific functions or business units. and what the target measurement results should be. (For example. Decision makers usually also define which actions will be taken given certain measurement results. A manufacturing process may be measured according to number of units produced per FTE or number of “high-quality” units produced. Unlike process 12.4 Measure staff efficiency. this process should repeat on a regular basis as a review.) Copyright 2015 APQC and IBM 253 of 733 .

the resulting actions would take place under the process 4.) Copyright 2015 APQC and IBM 254 of 733 .4 Manage change or within the other function-specific categories. Some organizations choose to include measurement analysis in this process. function.3 Operate warehousing.5. if measures indicate that inventory levels need to be better optimized to reduce costs. new equipment.Definition The Measure cost effectiveness process covers all activities associated with measuring the cost effectiveness of a process. An organization may want to track its return on investing in activities like marketing campaigns. It may also measure cost per employee or cost per cycle for a given process. This process will vary depending on which activities and business components are being measured. Actions taken based on the measurement typically exist as activities within process group 12. and process redefinition. (For example. or business unit.

2 Invoice customer. Instead. Actions taken based on the measurement typically exist as activities within process group 12. it measures the agility and speed of the activities that lead to a final product. (For example.) Copyright 2015 APQC and IBM 255 of 733 .Definition The Measure staff efficiency process covers all activities associated with measuring how efficiently employees perform.4 Manage change or within the other function-specific categories.1. if measures indicate that the invoicing cycle is too long or has redundant steps. does not measure outputs of a process. unlike process 12.2 Measure process productivity. 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. This process. which could potentially reduce or increase the amount of automation or review included in the process. the resulting actions would take place within process 8.2. This process could also include an evaluation of the quality of work. Some organizations choose to include measurement analysis in this process. These measures can help determine where automation could increase efficiency or identify differences between the efficiency of one employee or group and another.

The Conduct performance assessments process includes activities related to measuring.2 Invoice customer. Actions taken based on the measurement typically exist as activities within process group 12. mechanisms. the resulting actions would take place within process 8.2 Benchmark performance encompasses all the processes required to compare organizational performance internally or externally with other organizations. if measures indicate that the invoicing cycle is taking too long or is inconsistent.2.4 Manage change or within the other function specific categories. invoicing. and recording the performance of people. 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. or other areas of the business that the organization wants to benchmark or track. But this can also refer to an in-depth pre benchmarking exercise to look at specific process that might not be regularly assessed. (For example. In other cases. researching. an organization must first examine its own performance. Organizations typically include the measurement of cycles like customer response time.Definition The Measure cycle time process includes all activities associated with measuring how long it takes to perform certain processes or cycles of action. This process will vary depending on which activities and business components are being measured.) Process group 12. these assessments are performed on a regular cycle to monitor long-term performance. processes. Some organizations run benchmarking through a central group or department. Usually. Some organizations choose to include measurement analysis in this process. or order to cash under this process. Copyright 2015 APQC and IBM 256 of 733 .

health.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. the organization examines its performance against that of the benchmarked organizations or entities. The organization determines how much its performance needs to change to meet expectations and help the organization reach its strategic goals. It also covers monitoring and managing business unit/functional EHS management programs. ensuring compliance with regulations. and managing remediation efforts. services. In the Conduct gap analysis to understand need for change and degree needed process. health. Copyright 2015 APQC and IBM 257 of 733 . and training and educating employees. This process group includes determining the environmental. occupational health and safety. including: environment. and safety impacts of an organization’s products. community health and safety. and construction/decommissioning. 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. developing and executing business unit/functional EHS programs. and operations. The process group "manage environmental health and safety" concerns the management of environmental. and safety risks. or consulting with external entities to gain knowledge or tools to help benchmark. This can include training staff in benchmarking. developing technological solutions or other materials to aid benchmarking efforts.

0 Develop and Manage Products and Services Cost Effectiveness 100447 Copyright 2015 APQC and IBM 258 of 733 .0 Develop Vision and Strategy Process Efficiency 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100429 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100425 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100694 10003 2.0 Develop Vision and Strategy Metric Category Process Efficiency Metric ID 101337 101339 10002 1.0 Develop and Manage Products and Services Cost Effectiveness 100427 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100431 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100406 10003 2.Process Element Hierarchy ID ID Process element 10002 1.

0 Develop and Manage Products and Services Cost Effectiveness 100026 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100262 Copyright 2015 APQC and IBM 259 of 733 .0 Develop and Manage Products and Services Cost Effectiveness 100259 10003 2.Process Element Hierarchy ID ID Process element 10003 2.0 Develop and Manage Products and Services Metric Category Metric ID Cost Effectiveness 100449 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 101694 Copyright 2015 APQC and IBM 260 of 733 .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 101558 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100273 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101628 10003 2.0 Develop and Manage Products and Services Metric Category Metric ID Cost Effectiveness 100267 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101504 10003 2.Process Element Hierarchy ID ID Process element 10003 2.

0 Develop and Manage Products and Services Cost Effectiveness 102968 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102460 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103115 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103141 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103139 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103286 Copyright 2015 APQC and IBM 261 of 733 .0 Develop and Manage Products and Services Cost Effectiveness 102458 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103143 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102929 10003 2.0 Develop and Manage Products and Services Metric Category Metric ID Cost Effectiveness 101707 10003 2.Process Element Hierarchy ID ID Process element 10003 2.

0 Develop and Manage Products and Services Cost Effectiveness 103764 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104144 Copyright 2015 APQC and IBM 262 of 733 .0 Develop and Manage Products and Services Cost Effectiveness 103689 10003 2.0 Develop and Manage Products and Services Metric Category Metric ID Cost Effectiveness 103314 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104141 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103687 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103368 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104006 10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104142 10003 2.Process Element Hierarchy ID ID Process element 10003 2.

0 Develop and Manage Products and Services Cycle Time 100193 10003 2.0 Develop and Manage Products and Services Cycle Time 103466 10003 2.0 Develop and Manage Products and Services Cycle Time 103476 10003 2.0 Develop and Manage Products and Services Metric Category Metric ID Cost Effectiveness 104146 10003 2.0 Develop and Manage Products and Services Cycle Time 103464 10003 2.Process Element Hierarchy ID ID Process element 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 103468 10003 2.0 Develop and Manage Products and Services Cycle Time 100665 Copyright 2015 APQC and IBM 263 of 733 .

0 Develop and Manage Products and Services Cycle Time 100381 10003 2.0 Develop and Manage Products and Services Process Efficiency 100946 10003 2.0 Develop and Manage Products and Services Process Efficiency 100184 10003 2.0 Develop and Manage Products and Services Cycle Time 100383 10003 2.0 Develop and Manage Products and Services Process Efficiency 100201 10003 2.0 Develop and Manage Products and Services Process Efficiency 100187 Copyright 2015 APQC and IBM 264 of 733 .0 Develop and Manage Products and Services Process Efficiency 100239 10003 2.0 Develop and Manage Products and Services Process Efficiency 100236 10003 2.0 Develop and Manage Products and Services Process Efficiency 100204 10003 2.0 Develop and Manage Products and Services Process Efficiency 100242 10003 2.Process Element Hierarchy ID ID Process element 10003 2.0 Develop and Manage Products and Services Process Efficiency 100198 10003 2.0 Develop and Manage Products and Services Metric Category Cycle Time Metric ID 100379 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 103123 10003 2.0 Develop and Manage Products and Services Process Efficiency 100275 10003 2.0 Develop and Manage Products and Services Metric Category Process Efficiency Metric ID 100190 10003 2.0 Develop and Manage Products and Services Process Efficiency 103124 10003 2.0 Develop and Manage Products and Services Process Efficiency 100284 10003 2.0 Develop and Manage Products and Services Process Efficiency 100290 10003 2.0 Develop and Manage Products and Services Process Efficiency 103125 10003 2.0 Develop and Manage Products and Services Process Efficiency 100287 10003 2.Process Element Hierarchy ID ID Process element 10003 2.0 Develop and Manage Products and Services Process Efficiency 102462 Copyright 2015 APQC and IBM 265 of 733 .

0 Develop and Manage Products and Services Process Efficiency 101979 10003 2.0 Develop and Manage Products and Services Process Efficiency 100950 10003 2.0 Develop and Manage Products and Services Process Efficiency 102310 10003 2.0 Develop and Manage Products and Services Process Efficiency 101982 10003 2.0 Develop and Manage Products and Services Process Efficiency 101754 10003 2.0 Develop and Manage Products and Services Process Efficiency 101069 10003 2.0 Develop and Manage Products and Services Metric Category Process Efficiency Metric ID 102526 10003 2.0 Develop and Manage Products and Services Process Efficiency 101985 10003 2.0 Develop and Manage Products and Services Process Efficiency 102308 10003 2.0 Develop and Manage Products and Services Process Efficiency 101987 10003 2.0 Develop and Manage Products and Services Process Efficiency 102407 10003 2.0 Develop and Manage Products and Services Process Efficiency 101238 Copyright 2015 APQC and IBM 266 of 733 .0 Develop and Manage Products and Services Process Efficiency 101381 10003 2.Process Element Hierarchy ID ID Process element 10003 2.

0 Develop and Manage Products and Services Process Efficiency 101359 10003 2.0 Develop and Manage Products and Services Staff Productivity 101350 Copyright 2015 APQC and IBM 267 of 733 .0 Develop and Manage Products and Services Staff Productivity 101378 10003 2.0 Develop and Manage Products and Services Staff Productivity 101355 10003 2.Process Element Hierarchy ID ID Process element 10003 2.0 Develop and Manage Products and Services Metric Category Process Efficiency Metric ID 101353 10003 2.0 Develop and Manage Products and Services Process Efficiency 101387 10003 2.0 Develop and Manage Products and Services Process Efficiency 101357 10003 2.

0 Develop and Manage Products and Services Supplemental Information Supplemental Information Copyright 2015 APQC and IBM 101998 268 of 733 .0 Develop and Manage Products and Services 104401 10003 2.0 Develop and Manage Products and Services Staff Productivity 100948 10003 2.Process Element Hierarchy ID ID Process element 10003 2.0 Develop and Manage Products and Services Metric Category Staff Productivity Metric ID 101384 10003 2.0 Develop and Manage Products and Services Staff Productivity 104463 10003 2.0 Develop and Manage Products and Services Staff Productivity 102644 10003 2.0 Develop and Manage Products and Services Staff Productivity 100945 10003 2.

0 Market and Sell Products and Services Process Efficiency 100511 10004 3.0 Develop and Manage Products and Services Supplemental Information Supplemental Information 10004 3.0 Develop and Manage Products and Services 10003 2.Process Element Hierarchy ID ID Process element 10003 2.0 Market and Sell Products and Services Process Efficiency 101833 10004 3.0 Develop and Manage Products and Services Supplemental Information 102126 10003 2.0 Develop and Manage Products and Services 102127 10003 2.0 Develop and Manage Products and Services 10003 2.0 Develop and Manage Products and Services 10003 2.0 Develop and Manage Products and Services 10003 2.0 Develop and Manage Products and Services Metric Category Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Metric ID 101999 10003 2.0 Develop and Manage Products and Services 10003 2.0 Market and Sell Products and Services Process Efficiency 101918 Copyright 2015 APQC and IBM 102000 102001 102002 102003 102125 102128 269 of 733 .

0 Market and Sell Products and Services Process Efficiency 104725 10004 3.Process Element Hierarchy ID ID Process element 10004 3.0 Market and Sell Products and Services Process Efficiency 104302 10004 3.0 Market and Sell Products and Services Process Efficiency 104210 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 10004 3.0 Market and Sell Products and Services Supplemental Information Supplemental Information 10004 3.0 Market and Sell Products and Services 104736 10004 3.0 Market and Sell Products and Services Supplemental Information Supplemental Information Supplemental Information 10004 3.0 Market and Sell Products and Services Metric Category Process Efficiency Metric ID 102289 10004 3.0 Market and Sell Products and Services Supplemental Information 104738 Copyright 2015 APQC and IBM 104734 104735 104737 270 of 733 .0 Market and Sell Products and Services 104733 10004 3.

0 Market and Sell Products and Services 10004 3.0 Market and Sell Products and Services 10004 3.0 Market and Sell Products and Services Metric Category Supplemental Information Supplemental Information Metric ID 104739 Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information 102343 Supplemental Information Supplemental Information Supplemental Information 102353 10004 3.Process Element Hierarchy ID ID Process element 10004 3.0 Market and Sell Products and Services 10004 3.0 Market and Sell Products and Services 10004 3.0 Market and Sell Products and Services 10004 3.0 Deliver Products and Services Supplemental 102288 Information Supplemental 101831 Information Cost Effectiveness 100433 10005 4.0 Market and Sell Products and Services 10004 3.0 Market and Sell Products and Services 10004 3.0 Market and Sell Products and Services 10004 3.0 Market and Sell Products and Services 10004 3.0 Market and Sell Products and Services 10004 3.0 Market and Sell Products and Services 10005 4.0 Deliver Products and Services Cost Effectiveness 100784 Copyright 2015 APQC and IBM 102341 102345 102347 102349 102351 102355 101926 271 of 733 .

0 Deliver Products and Services Process Efficiency 100468 10005 4.0 Deliver Products and Services Process Efficiency 100715 10005 4.Process Element Hierarchy ID ID Process element 10005 4.0 Deliver Products and Services Cost Effectiveness 104853 10005 4.0 Deliver Products and Services Deliver Products and Services Cycle Time Cycle Time 100651 100699 10005 4.0 Deliver Products and Services Deliver Products and Services Cycle Time Cycle Time 100395 100496 10005 10005 4.0 Deliver Products and Services Process Efficiency 100719 10005 4.0 4.0 4.0 Deliver Products and Services Cost Effectiveness 104774 10005 4.0 Deliver Products and Services Cost Effectiveness 104784 10005 4.0 Deliver Products and Services Process Efficiency 103482 Copyright 2015 APQC and IBM 272 of 733 .0 Deliver Products and Services Metric Category Metric ID Cost Effectiveness 104158 10005 4.0 Deliver Products and Services Cost Effectiveness 104161 10005 4.0 Deliver Products and Services Cycle Time 103189 10005 10005 4.

0 Deliver Products and Services Process Efficiency 100076 10005 4.0 Deliver Products and Services Metric Category Process Efficiency Metric ID 101741 10005 4.0 Manage Customer Service Cost Effectiveness 101585 Copyright 2015 APQC and IBM 273 of 733 .0 Deliver Products and Services 10006 5.0 Deliver Products and Services Staff Productivity 104775 10005 4.Process Element Hierarchy ID ID Process element 10005 4.0 Deliver Products and Services Process Efficiency 103148 10005 4.0 Deliver Products and Services Process Efficiency 100215 10005 4.0 Deliver Products and Services Process Efficiency 100207 10005 4.0 Deliver Products and Services 10005 4.0 Manage Customer Service Supplemental 100789 Information Supplemental 104252 Information Cost Effectiveness 101512 10006 5.0 Deliver Products and Services Process Efficiency 103178 10005 4.0 Deliver Products and Services Process Efficiency 100210 10005 4.

0 Manage Customer Service Metric Category Metric ID Cost Effectiveness 101715 10006 5.0 Manage Customer Service Cost Effectiveness 103911 10006 5.0 Manage Customer Service Cost Effectiveness 103363 10006 5.Process Element Hierarchy ID ID Process element 10006 5.0 Manage Customer Service Cost Effectiveness 103915 Copyright 2015 APQC and IBM 274 of 733 .0 Manage Customer Service Cost Effectiveness 103216 10006 5.0 Manage Customer Service Cost Effectiveness 103035 10006 5.0 Manage Customer Service Cost Effectiveness 103908 10006 5.

0 Manage Customer Service Cost Effectiveness 104548 10006 5.0 Manage Customer Service Cost Effectiveness 104550 Copyright 2015 APQC and IBM 275 of 733 .0 Manage Customer Service Cost Effectiveness 104549 10006 5.0 Manage Customer Service Metric Category Metric ID Cost Effectiveness 103919 10006 5.0 Manage Customer Service Cost Effectiveness 104547 10006 5.Process Element Hierarchy ID ID Process element 10006 5.

Process Element Hierarchy ID ID Process element 10006 5.0 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 103558 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103561 Copyright 2015 APQC and IBM 276 of 733 .0 Develop and Manage Human Capital Cost Effectiveness 103559 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103487 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103486 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103555 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103560 10007 6.0 Manage Customer Service Metric Category Process Efficiency Metric ID 101144 10007 6.

0 Develop and Manage Human Capital Cost Effectiveness 100195 10007 6.Process Element Hierarchy ID ID Process element 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100132 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100196 Copyright 2015 APQC and IBM 277 of 733 .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 103564 10007 6.0 Develop and Manage Human Capital Metric Category Metric ID Cost Effectiveness 103562 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104042 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103563 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104043 10007 6.

0 Develop and Manage Human Capital Cost Effectiveness 104721 Copyright 2015 APQC and IBM 278 of 733 .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 104132 10007 6.Process Element Hierarchy ID ID Process element 10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104133 10007 6.0 Develop and Manage Human Capital Metric Category Metric ID Cost Effectiveness 100197 10007 6.

0 Develop and Manage Human Capital Staff Productivity 100487 Copyright 2015 APQC and IBM 279 of 733 .0 Develop and Manage Human Capital Cost Effectiveness 104165 10007 6.0 Develop and Manage Human Capital Staff Productivity 101335 10007 6.0 Develop and Manage Human Capital Metric Category Metric ID Cost Effectiveness 104164 10007 6.0 Develop and Manage Human Capital Staff Productivity 101368 10007 6.Process Element Hierarchy ID ID Process element 10007 6.0 Develop and Manage Human Capital Staff Productivity 101416 10007 6.0 Develop and Manage Human Capital Process Efficiency 101272 10007 6.0 Develop and Manage Human Capital Process Efficiency 101031 10007 6.

0 Develop and Manage Human Capital Supplemental Information 100060 10007 6.0 Develop and Manage Human Capital Supplemental Information 100082 Copyright 2015 APQC and IBM 100045 280 of 733 .0 Develop and Manage Human Capital Metric Category Staff Productivity Metric ID 100943 10007 6.0 Develop and Manage Human Capital Supplemental Information Supplemental Information 10007 6.Process Element Hierarchy ID ID Process element 10007 6.0 Develop and Manage Human Capital 100043 10007 6.0 Develop and Manage Human Capital Supplemental Information 100028 10007 6.0 Develop and Manage Human Capital Supplemental Information 100861 10007 6.

0 Develop and Manage Human Capital Supplemental Information 101873 10007 6.0 Develop and Manage Human Capital Supplemental Information 101876 Copyright 2015 APQC and IBM 101435 281 of 733 .0 Develop and Manage Human Capital 10007 6.0 Develop and Manage Human Capital 10007 6.Process Element Hierarchy ID ID Process element 10007 6.0 Develop and Manage Human Capital Supplemental Information 101874 10007 6.0 Develop and Manage Human Capital Supplemental Information 101441 10007 6.0 Develop and Manage Human Capital Supplemental Information 101875 10007 6.0 Develop and Manage Human Capital Metric Category Supplemental Information Metric ID 104154 Supplemental Information Supplemental Information 104562 10007 6.

0 Develop and Manage Human Capital Supplemental Information 101970 10007 6.0 Develop and Manage Human Capital Supplemental Information 101968 10007 6.0 Develop and Manage Human Capital Supplemental Information 101964 10007 6.0 Develop and Manage Human Capital Supplemental Information Supplemental Information Copyright 2015 APQC and IBM 102081 282 of 733 .Process Element Hierarchy ID ID Process element 10007 6.0 Develop and Manage Human Capital 101971 10007 6.0 Develop and Manage Human Capital Supplemental Information 101963 10007 6.0 Develop and Manage Human Capital Supplemental Information 101969 10007 6.0 Develop and Manage Human Capital Supplemental Information 101965 10007 6.0 Develop and Manage Human Capital Supplemental Information 101966 10007 6.0 Develop and Manage Human Capital Metric Category Supplemental Information Metric ID 101877 10007 6.0 Develop and Manage Human Capital Supplemental Information 101967 10007 6.

0 Develop and Manage Human Capital Supplemental Information 103176 10007 6.0 Develop and Manage Human Capital Supplemental Information 104114 10007 6.0 Manage Information Technology Cost Effectiveness 100441 10008 7.0 Develop and Manage Human Capital Metric Category Supplemental Information Metric ID 102301 10007 6.0 Develop and Manage Human Capital Supplemental Information 102330 10007 6.0 Develop and Manage Human Capital Supplemental Information 104130 10008 7.0 Manage Information Technology Cost Effectiveness 100443 Copyright 2015 APQC and IBM 283 of 733 .0 Develop and Manage Human Capital Supplemental Information 102618 10007 6.Process Element Hierarchy ID ID Process element 10007 6.

0 Manage Information Technology Cost Effectiveness 104095 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 104641 Copyright 2015 APQC and IBM 284 of 733 .0 Manage Information Technology Metric Category Metric ID Cost Effectiveness 100445 10008 7.0 Manage Information Technology Cost Effectiveness 104494 10008 7.0 Manage Information Technology Cost Effectiveness 104103 10008 7.Process Element Hierarchy ID ID Process element 10008 7.0 Manage Information Technology Cost Effectiveness 100798 10008 7.0 Manage Information Technology Cost Effectiveness 104100 10008 7.

0 Manage Information Technology Cycle Time 103400 10008 7.0 Manage Information Technology Cost Effectiveness 104772 10008 7.0 Manage Information Technology Cycle Time 103407 Copyright 2015 APQC and IBM 285 of 733 .0 Manage Information Technology Cycle Time 103397 10008 7.0 Manage Information Technology Cost Effectiveness 104771 10008 7.Process Element Hierarchy ID ID Process element 10008 7.0 Manage Information Technology Cycle Time 103405 10008 7.0 Manage Information Technology Cycle Time 103395 10008 7.0 Manage Information Technology Cost Effectiveness 104773 10008 7.0 Manage Information Technology Metric Category Metric ID Cost Effectiveness 104661 10008 7.0 Manage Information Technology Cycle Time 103403 10008 7.

0 Manage Information Technology Cycle Time 103429 10008 7.0 Manage Information Technology Cycle Time 103424 10008 7.0 Manage Information Technology Metric Category Cycle Time Metric ID 103419 10008 7.0 Manage Information Technology Cycle Time 103431 10008 7.0 Manage Information Technology Cycle Time 103427 10008 7.0 Manage Information Technology Process Efficiency 100970 Copyright 2015 APQC and IBM 286 of 733 .Process Element Hierarchy ID ID Process element 10008 7.0 Manage Information Technology Cycle Time 103421 10008 7.

0 Manage Information Technology Process Efficiency 100974 10008 7.0 Manage Information Technology Metric Category Process Efficiency Metric ID 100972 10008 7.0 Manage Information Technology Process Efficiency 101241 Copyright 2015 APQC and IBM 287 of 733 .Process Element Hierarchy ID ID Process element 10008 7.

0 Manage Information Technology Metric Category Process Efficiency Metric ID 100940 10008 7.0 Manage Information Technology Staff Productivity 101295 10008 7.0 Manage Information Technology Supplemental Information 102723 10008 7.0 Manage Information Technology Supplemental Information 102725 10008 7.0 Manage Information Technology Supplemental Information 101770 10008 7.Process Element Hierarchy ID ID Process element 10008 7.0 Manage Information Technology Supplemental Information 102727 Copyright 2015 APQC and IBM 288 of 733 .

1 Assess the external environment 10064 2.3 Define product/service development requirements Cost Effectiveness 103284 10064 2.3 Define product/service development requirements Cost Effectiveness 101620 10064 2.3 Define product/service development requirements Cost Effectiveness 102926 10064 2.Process Element Hierarchy ID ID Process element 10008 7.1.0 Manage Information Technology Metric Category Supplemental Information Metric ID 100957 Supplemental Information Supplemental Information Supplemental Information 104625 10008 7.3 Define product/service development requirements Cost Effectiveness 103683 10064 2.3 Define product/service development requirements Cost Effectiveness 101692 10064 2.0 Manage Information Technology 10008 7.2.2.3 Define product/service development requirements Cost Effectiveness 101489 10064 2.0 Manage Information Technology 10017 1.2.2.3 Define product/service development requirements Cost Effectiveness 103691 Copyright 2015 APQC and IBM 104626 101747 289 of 733 .2.2.2.

Process
Element Hierarchy
ID
ID
Process element
Metric Category
10064 2.2.3
Define product/service development requirements Process Efficiency

Metric ID
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

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Process
Element Hierarchy
ID
ID
Process element
10080 2.3.1
Design and prototype aircraft

Metric Category Metric ID
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

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 101517

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 101519

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 101521

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 101589

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100996

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Process
Element Hierarchy
ID
ID
Process element
10081 2.3.3
Test market for new or revised products and
services

Metric Category Metric ID
Cost Effectiveness 101591

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 101631

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 101720

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 101722

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 101724

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 103040

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 103042

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 103044

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 103370

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 103372

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Process
Element Hierarchy
ID
ID
Process element
10081 2.3.3
Test market for new or revised products and
services

Metric Category Metric ID
Cost Effectiveness 103926

10081

2.3.3

Test market for new or revised products and
services

Cost Effectiveness 103929

10081

2.3.3

Test market for new or revised products and
services

Process Efficiency

101150

10101

3.1

Understand markets, customers, and capabilities

Supplemental
Information

104740

10101

3.1

Understand markets, customers, and capabilities

Supplemental
Information

104741

10101

3.1

Understand markets, customers, and capabilities

Supplemental
Information

104742

10101

3.1

Understand markets, customers, and capabilities

Supplemental
Information

104743

10101

3.1

Understand markets, customers, and capabilities

Supplemental
Information

104744

10105

3.6

Develop and manage sales plans

Process Efficiency

100213

10105

3.6

Develop and manage sales plans

Supplemental
Information

102530

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Process
Element Hierarchy
ID
ID
Process element
10107 3.1.2
Evaluate and prioritize market opportunities

Metric Category Metric ID
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

10150

3.2.3

Develop and manage media

10151

3.2.4

Develop and manage pricing

Supplemental
104635
Information
Cost Effectiveness 104639

10153

3.2.6

Track customer management measures

Copyright 2015 APQC and IBM

Supplemental
Information

104637

104631

294 of 733

Process
Element Hierarchy
ID
ID
Process element
10183 3.6.2
Manage customers and accounts
10184

3.6.4

Manage customer sales

Metric Category
Supplemental
Information
Cycle Time

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

10184

3.6.4

Manage customer sales

10185

3.6.6

Manage sales orders

Supplemental
104638
Information
Supplemental
104764
Information
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

Copyright 2015 APQC and IBM

Metric ID
104763
104636

295 of 733

Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

Copyright 2015 APQC and IBM

Metric Category Metric ID
Cost Effectiveness 100505

296 of 733

Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

Metric Category Metric ID
Cost Effectiveness 101460

10185

3.6.6

Manage sales orders

Cost Effectiveness 101485

10185

3.6.6

Manage sales orders

Cost Effectiveness 101495

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Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

Metric Category Metric ID
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

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Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

Metric Category Metric ID
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

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Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

Metric Category Metric ID
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

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Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

Metric Category Metric ID
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

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Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

Metric Category Metric ID
Cost Effectiveness 103520

10185

3.6.6

Manage sales orders

Cost Effectiveness 103523

10185

3.6.6

Manage sales orders

Cost Effectiveness 103527

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Process
Element Hierarchy
ID
ID
Process element
10185 3.6.6
Manage sales orders

Metric Category Metric ID
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

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100170

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Process Element Hierarchy ID ID Process element 10185 3.6.6 Manage sales orders Metric Category Process Efficiency Metric ID 101799 10185 3.6.6 Manage sales orders Process Efficiency 102560 10185 3.6.6 Manage sales orders Process Efficiency 102552 10185 3.6.6.6 Manage sales orders Process Efficiency 100976 10185 3.6 Manage sales orders Process Efficiency 101014 10185 3.6 Manage sales orders Process Efficiency 102563 Copyright 2015 APQC and IBM 304 of 733 .6.6.6 Manage sales orders Process Efficiency 101800 10185 3.6 Manage sales orders Process Efficiency 102101 10185 3.6.6 Manage sales orders Process Efficiency 102588 10185 3.6.

6 Manage sales orders Staff Productivity 101410 10185 3.6.6.6 Manage sales orders Supplemental Information 102008 10185 3.6.6 Manage sales orders Process Efficiency 104640 10185 3.6.6.6 Manage sales orders Metric Category Process Efficiency Metric ID 102566 10185 3.6 Manage sales orders Process Efficiency 100731 10185 3.6.6.6 Manage sales orders Process Efficiency 102827 10185 3.6.6 Manage sales orders Staff Productivity 102529 10185 3.6.6 Manage sales orders Supplemental Information 102531 Copyright 2015 APQC and IBM 305 of 733 .6 Manage sales orders Staff Productivity 101404 10185 3.Process Element Hierarchy ID ID Process element 10185 3.6 Manage sales orders Process Efficiency 102743 10185 3.6.6 Manage sales orders Process Efficiency 104195 10185 3.6.

6.6.6.6 Manage sales orders Supplemental Information 102543 Copyright 2015 APQC and IBM 306 of 733 .6 Manage sales orders Supplemental Information 102535 10185 3.6 Manage sales orders Metric Category Supplemental Information Metric ID 102533 10185 3.6 Manage sales orders Supplemental Information 102539 10185 3.6.Process Element Hierarchy ID ID Process element 10185 3.6 Manage sales orders Supplemental Information 102541 10185 3.6.6.6 Manage sales orders Supplemental Information 102537 10185 3.

6.6 Manage sales orders 10185 3.6 Manage sales orders 10185 3.6.6.6 Manage sales orders 10185 3.6 Manage sales orders 10185 3.6.6.6.6.6.6.6 Manage sales orders 10185 3.6 Manage sales orders 10185 3.6 Manage sales orders 10185 3.Process Element Hierarchy ID ID Process element 10185 3.6 Manage sales orders 10185 3.6.6.6.6 Manage sales orders Copyright 2015 APQC and IBM Metric Category Supplemental Information Metric ID 102545 Supplemental Information Supplemental Information Supplemental Information Supplemental Information 100772 Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information 102712 Supplemental Information Supplemental Information 104746 100773 102568 102708 100675 100676 100685 100686 104745 104747 307 of 733 .6.6 Manage sales orders 10185 3.6 Manage sales orders 10185 3.6 Manage sales orders 10185 3.6 Manage sales orders 10185 3.

6.6 Manage sales orders Metric Category Supplemental Information Metric ID 104748 10185 3.6.6.6.Process Element Hierarchy ID ID Process element 10185 3.6.6 Manage sales orders Supplemental Information 104749 10185 3.6 Manage sales orders Supplemental Information Supplemental Information Copyright 2015 APQC and IBM 104352 308 of 733 .6 Manage sales orders Supplemental Information 104804 10185 3.6 Manage sales orders 104805 10185 3.6 Manage sales orders Supplemental Information 104750 10185 3.6.6 Manage sales orders Supplemental Information 104803 10185 3.6.6 Manage sales orders Supplemental Information 104802 10185 3.6.

7 4.1 Plan for and align supply chain resources Cost Effectiveness 100654 10215 4.1 Plan for and align supply chain resources Cost Effectiveness 103477 10215 4.6 Manage sales orders Metric Category Supplemental Information Metric ID 104527 104632 10186 3.Process Element Hierarchy ID ID Process element 10185 3.1 Plan for and align supply chain resources Cost Effectiveness 103210 10215 4.6.7 Manage sales force Staff Productivity 10186 10215 3.6.6.1 Plan for and align supply chain resources Cost Effectiveness 104785 10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104779 10215 4.1 Manage sales force Plan for and align supply chain resources Staff Productivity 104634 Cost Effectiveness 100788 10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104788 Copyright 2015 APQC and IBM 309 of 733 .

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 310 of 733 .Process Element Hierarchy ID ID Process element 10215 4.1 Plan for and align supply chain resources Metric Category Metric ID Cost Effectiveness 104794 10215 4.

1 Plan for and align supply chain resources Process Efficiency Copyright 2015 APQC and IBM 100737 311 of 733 .1 Plan for and align supply chain resources Cost Effectiveness 104798 10215 4.Process Element Hierarchy ID ID Process element 10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104799 10215 4.1 Plan for and align supply chain resources Metric Category Metric ID Cost Effectiveness 104797 10215 4.

1 Plan for and align supply chain resources 10216 4.2 Procure materials and services Cost Effectiveness 103993 10216 4.2 Procure materials and services Cost Effectiveness 103994 Copyright 2015 APQC and IBM 312 of 733 .Process Element Hierarchy ID ID Process element 10215 4.1 Plan for and align supply chain resources Metric Category Process Efficiency Metric ID 104194 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 4.2 Procure materials and services Supplemental 100687 Information Cost Effectiveness 103387 10216 4.1 Plan for and align supply chain resources Process Efficiency 104175 10215 4.

Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category Metric ID
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

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103094

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services
10216 4.2
Procure materials and services

Metric Category
Cycle Time
Cycle Time

Metric ID
100642
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

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Process Efficiency

Metric ID
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

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Process Efficiency

Metric ID
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

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Staff Productivity

Metric ID
104139

Supplemental
Information
Supplemental
Information
Supplemental
Information

104199

10216

4.2

Procure materials and services

10216

4.2

Procure materials and services

10216

4.2

Procure materials and services

10216

4.2

Procure materials and services

Supplemental
Information

102746

10216

4.2

Procure materials and services

Supplemental
Information

102750

10216

4.2

Procure materials and services

Supplemental
Information

102754

10216

4.2

Procure materials and services

Supplemental
Information

102758

10216

4.2

Procure materials and services

Supplemental
Information

102762

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104724
102716

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Supplemental
Information

Metric ID
102766

10216

4.2

Procure materials and services

Supplemental
Information

102770

10216

4.2

Procure materials and services

Supplemental
Information

102774

10216

4.2

Procure materials and services

Supplemental
Information

102778

10216

4.2

Procure materials and services

102804

10216

4.2

Procure materials and services

Supplemental
Information
Supplemental
Information

10216

4.2

Procure materials and services

Supplemental
Information

102663

10216

4.2

Procure materials and services

Supplemental
Information

102665

10216

4.2

Procure materials and services

Supplemental
Information

102669

10216

4.2

Procure materials and services

Supplemental
Information

102671

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102659

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Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Supplemental
Information

Metric ID
102432

10216

4.2

Procure materials and services

Supplemental
Information

102435

10216

4.2

Procure materials and services

Supplemental
Information

102438

10216

4.2

Procure materials and services

Supplemental
Information

102441

10216

4.2

Procure materials and services

Supplemental
Information

102444

10216

4.2

Procure materials and services

Supplemental
Information

102447

10216

4.2

Procure materials and services

102424

10216

4.2

Procure materials and services

Supplemental
Information
Supplemental
Information

10216

4.2

Procure materials and services

102404

10216

4.2

Procure materials and services

Supplemental
Information
Supplemental
Information

Copyright 2015 APQC and IBM

101867

102405

319 of 733

Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services

Metric Category
Supplemental
Information

Metric ID
102406

10216

4.2

Procure materials and services

Supplemental
Information

100673

10216

4.2

Procure materials and services

Supplemental
Information

100774

10216

4.2

Procure materials and services

Supplemental
Information

104895

10216

4.2

Procure materials and services

Supplemental
Information

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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Process
Element Hierarchy
ID
ID
Process element
10217 4.3
Produce/Manufacture/Deliver product

Metric Category Metric ID
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
10217

4.3
4.3

Produce/Manufacture/Deliver product
Produce/Manufacture/Deliver product

Cycle Time
Process Efficiency

100697
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

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Process
Element Hierarchy
ID
ID
Process element
10217 4.3
Produce/Manufacture/Deliver product

Metric Category
Process Efficiency

Metric ID
104217
104202

10217

4.3

Produce/Manufacture/Deliver product

Staff Productivity

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

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Process
Element Hierarchy
ID
ID
Process element
10219 4.5
Manage logistics and warehousing

Metric Category Metric ID
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

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Process
Element Hierarchy
ID
ID
Process element
10219 4.5
Manage logistics and warehousing

Metric Category
Process Efficiency

Metric ID
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

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Process
Element Hierarchy
ID
ID
Process element
10219 4.5
Manage logistics and warehousing

Metric Category
Process Efficiency

Metric ID
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

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Process
Element Hierarchy
ID
ID
Process element
10219 4.5
Manage logistics and warehousing

Metric Category
Process Efficiency

Metric ID
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

Supplemental
Information

100744

10219

4.5

Manage logistics and warehousing

Supplemental
Information

100747

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2.5 Manage logistics and warehousing Metric Category Supplemental Information Metric ID 100750 100753 10219 4.2.2.1 Develop sourcing strategies Cost Effectiveness 102904 10277 4.1 Develop sourcing strategies Cost Effectiveness 102908 10277 4.Process Element Hierarchy ID ID Process element 10219 4.1 Develop sourcing strategies Cost Effectiveness 103271 10277 4.1 Develop sourcing strategies Cost Effectiveness 103266 10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103650 10277 4.5 Manage logistics and warehousing Supplemental Information 10277 4.1 Develop sourcing strategies Cost Effectiveness 103644 10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104471 Copyright 2015 APQC and IBM 327 of 733 .2.2.

2.1 Develop sourcing strategies Process Efficiency 101011 10278 4.1 Develop sourcing strategies Process Efficiency 100666 10277 4.2.2.2.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103353 10278 4.1 Develop sourcing strategies Cost Effectiveness 104473 10277 4.1 Develop sourcing strategies Metric Category Metric ID Cost Effectiveness 104472 10277 4.1 Develop sourcing strategies Process Efficiency 101008 10277 4.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103358 Copyright 2015 APQC and IBM 328 of 733 .2.2.Process Element Hierarchy ID ID Process element 10277 4.

3 Select suppliers and develop/maintain contracts Cost Effectiveness 104479 10278 4.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104477 10278 4.2.2.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104478 10278 4.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103025 10278 4.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103901 10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103029 Copyright 2015 APQC and IBM 329 of 733 .2.2.2.3 Select suppliers and develop/maintain contracts Metric Category Metric ID Cost Effectiveness 103895 10278 4.Process Element Hierarchy ID ID Process element 10278 4.

2.2.5 Order materials and services Cost Effectiveness 102979 10279 4.2.5 Order materials and services Cost Effectiveness 103790 Copyright 2015 APQC and IBM 330 of 733 .2.2.3 Select suppliers and develop/maintain contracts Process Efficiency 101138 10279 4.5 Order materials and services Cost Effectiveness 103321 10279 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 104250 10278 4.5 Order materials and services Cost Effectiveness 102978 10279 4.5 Order materials and services Cost Effectiveness 103323 10279 4.2.3 Select suppliers and develop/maintain contracts Metric Category Process Efficiency Metric ID 103171 10278 4.2.Process Element Hierarchy ID ID Process element 10278 4.

2.2.Process Element Hierarchy ID ID Process element 10279 4.2.5 Order materials and services Cycle Time 104915 10279 4.2.2.5 Order materials and services Cost Effectiveness 103799 10279 4.5 Order materials and services Cost Effectiveness 104476 10279 4.2.2.2.5 Order materials and services Cost Effectiveness 104474 10279 4.5 Order materials and services Cycle Time 100639 10279 4.5 Order materials and services Cost Effectiveness 104475 10279 4.5 Order materials and services Cycle Time 104916 Copyright 2015 APQC and IBM 331 of 733 .5 Order materials and services Cost Effectiveness 103797 10279 4.5 Order materials and services Metric Category Metric ID Cost Effectiveness 103791 10279 4.2.

Process Element Hierarchy ID ID Process element 10279 4.5 Order materials and services 104897 10279 4.2.2.2.5 Order materials and services Metric Category Process Efficiency Metric ID 101455 10279 4.5 Order materials and services 10279 4.5 Order materials and services Supplemental Information Supplemental Information Supplemental Information 10279 4.2.5 Order materials and services Staff Productivity 101393 10279 4.5 Order materials and services Supplemental Information 104900 Copyright 2015 APQC and IBM 104898 104899 332 of 733 .2.5 Order materials and services Process Efficiency 101074 10279 4.2.2.5 Order materials and services Process Efficiency 101071 10279 4.2.2.5 Order materials and services Staff Productivity 101391 10279 4.

5 Order materials and services 104912 10279 4.2.2.2.5 Order materials and services Supplemental Information 104908 10279 4.5 Order materials and services Supplemental Information 104902 10279 4.2.5 Order materials and services 10279 4.5 Order materials and services Supplemental Information 104903 10279 4.2.5 Order materials and services Supplemental Information 104911 10279 4.5 Order materials and services Supplemental Information 104909 10279 4.5 Order materials and services Metric Category Supplemental Information Metric ID 104901 10279 4.5 Order materials and services Supplemental Information Supplemental Information Copyright 2015 APQC and IBM 104906 104907 104913 333 of 733 .2.2.5 Order materials and services 104905 10279 4.2.2.5 Order materials and services Supplemental Information 104910 10279 4.2.2.5 Order materials and services Supplemental Information Supplemental Information Supplemental Information 10279 4.2.Process Element Hierarchy ID ID Process element 10279 4.

2.2.2.2.5 Order materials and services Supplemental Information 104917 10279 4.2.5 Order materials and services 10279 4.5 Order materials and services 10280 4.5 Order materials and services 104918 10279 4.2.7 Manage suppliers Cost Effectiveness 103224 10280 4.7 Manage suppliers Cost Effectiveness 102867 10280 4.2.2.7 Manage suppliers Cost Effectiveness 103568 10280 4.7 Manage suppliers Cost Effectiveness 103572 Copyright 2015 APQC and IBM 104919 104920 104921 102863 334 of 733 .5 Order materials and services 10279 4.5 Order materials and services Metric Category Supplemental Information Metric ID 104914 10279 4.2.2.7 Manage suppliers Cost Effectiveness 103229 10280 4.7 Manage suppliers Supplemental Information Supplemental Information Supplemental Information Supplemental Information Cost Effectiveness 10280 4.Process Element Hierarchy ID ID Process element 10279 4.2.2.

2.2.2.7 Manage suppliers Cost Effectiveness 104482 10280 4.7 Manage suppliers Process Efficiency 100988 10338 4.2.2.7 Manage suppliers Process Efficiency 104840 10280 4.2.2.1 Define logistics strategy Cost Effectiveness 101470 Copyright 2015 APQC and IBM 335 of 733 .7 Manage suppliers Metric Category Metric ID Cost Effectiveness 104480 10280 4.5.Process Element Hierarchy ID ID Process element 10280 4.7 Manage suppliers Process Efficiency 100102 10280 4.7 Manage suppliers Cost Effectiveness 104481 10280 4.7 Manage suppliers Process Efficiency 100985 10280 4.

5.1 Define logistics strategy Cost Effectiveness 103600 10338 4.Process Element Hierarchy ID ID Process element 10338 4.5.5.5.5.5.5.1 Define logistics strategy Cost Effectiveness 102880 10338 4.1 Define logistics strategy Cost Effectiveness 103241 10338 4.1 Define logistics strategy Process Efficiency 100648 10338 4.1 Define logistics strategy Cost Effectiveness 103606 10338 4.1 Define logistics strategy Process Efficiency 101224 Copyright 2015 APQC and IBM 336 of 733 .1 Define logistics strategy Cost Effectiveness 101673 10338 4.5.1 Define logistics strategy Metric Category Metric ID Cost Effectiveness 101542 10338 4.

2 Plan and manage inbound material flow Metric Category Metric ID Cost Effectiveness 101510 10339 4.5.2 Plan and manage inbound material flow Cost Effectiveness 101713 10339 4.2 Plan and manage inbound material flow Cost Effectiveness 103819 10339 4.5.5.2 Plan and manage inbound material flow Cost Effectiveness 103333 10339 4.2 Plan and manage inbound material flow Cost Effectiveness 102994 10339 4.Process Element Hierarchy ID ID Process element 10339 4.2 Plan and manage inbound material flow Process Efficiency Copyright 2015 APQC and IBM 103075 337 of 733 .2 Plan and manage inbound material flow Cost Effectiveness 101578 10339 4.5.5.2 Plan and manage inbound material flow Cost Effectiveness 103822 10339 4.5.5.5.

3 Operate warehousing Cost Effectiveness 103788 10340 4.5.5.5.3 Operate warehousing Cost Effectiveness 102975 10340 4.5.5.3 Operate warehousing Cost Effectiveness 103781 10340 4.5.5.5.5.3 Operate warehousing Cost Effectiveness 101710 10340 4.3 Operate warehousing Cost Effectiveness 103780 10340 4.2 Plan and manage inbound material flow Metric Category Process Efficiency Metric ID 101235 10340 4.5.3 Operate warehousing Cost Effectiveness 103784 10340 4.Process Element Hierarchy ID ID Process element 10339 4.5.3 Operate warehousing Cost Effectiveness 101507 10340 4.3 Operate warehousing Cost Effectiveness 101571 10340 4.3 Operate warehousing Cost Effectiveness 103319 10340 4.3 Operate warehousing Cycle Time Copyright 2015 APQC and IBM 103072 338 of 733 .

3 Operate warehousing Process Efficiency 100712 10340 4.3 Operate warehousing Process Efficiency 101445 10340 4.5.5.3 Operate warehousing Process Efficiency 103181 10340 4.3 Operate warehousing Metric Category Cycle Time Metric ID 100677 10340 4.5.5.3 Operate warehousing Process Efficiency 100792 10340 4.5.5.5.3 Operate warehousing Process Efficiency 100011 10340 4.5.3 Operate warehousing Process Efficiency 100781 10340 4.5.3 Operate warehousing Process Efficiency 101231 10340 4.3 Operate warehousing Process Efficiency 101439 10340 4.3 Operate warehousing Process Efficiency 102628 10340 4.5.3 Operate warehousing Process Efficiency 104172 Copyright 2015 APQC and IBM 339 of 733 .5.3 Operate warehousing Process Efficiency 101450 10340 4.Process Element Hierarchy ID ID Process element 10340 4.5.

4 Operate outbound transportation Cost Effectiveness 101708 10341 4.5.4 Operate outbound transportation Cost Effectiveness 102972 Copyright 2015 APQC and IBM 340 of 733 .5.3 Operate warehousing Metric Category Staff Productivity Metric ID 100882 100888 10340 4.3 Operate warehousing Staff Productivity 10340 4.5.4 Operate outbound transportation Supplemental 102067 Information Cost Effectiveness 100739 10341 4.5.5.4 Operate outbound transportation Cost Effectiveness 101569 10341 4.5.5.4 Operate outbound transportation Cost Effectiveness 101505 10341 4.Process Element Hierarchy ID ID Process element 10340 4.4 Operate outbound transportation Cost Effectiveness 100742 10341 4.5.3 Operate warehousing 10341 4.5.

5.4 Operate outbound transportation Cost Effectiveness 103317 10341 4.4 Operate outbound transportation Cost Effectiveness 103771 10341 4.4 Operate outbound transportation Cost Effectiveness 103770 10341 4.5.4 Operate outbound transportation Process Efficiency 102082 10341 4.4 Operate outbound transportation Metric Category Metric ID Cost Effectiveness 103083 10341 4.4 Operate outbound transportation Process Efficiency 102366 Copyright 2015 APQC and IBM 341 of 733 .5.5.4 Operate outbound transportation Process Efficiency 102832 10341 4.5.4 Operate outbound transportation Cycle Time 100520 10341 4.5.5.4 Operate outbound transportation Cost Effectiveness 103778 10341 4.4 Operate outbound transportation Process Efficiency 102600 10341 4.5.Process Element Hierarchy ID ID Process element 10341 4.4 Operate outbound transportation Cost Effectiveness 103774 10341 4.5.5.5.5.4 Operate outbound transportation Process Efficiency 102597 10341 4.5.4 Operate outbound transportation Process Efficiency 102357 10341 4.

5.5.4 Operate outbound transportation Supplemental Information Supplemental Information 10342 4. manage reverse logistics Cost Effectiveness 103306 Copyright 2015 APQC and IBM 103081 342 of 733 .4 Operate outbound transportation Process Efficiency 102573 10341 4.5.5.5.5.5.5.5.4 Operate outbound transportation Process Efficiency 100004 10341 4.4 Operate outbound transportation Process Efficiency 101227 10341 4. manage reverse logistics Cost Effectiveness 102959 10342 4.5 Manage returns.4 Operate outbound transportation Metric Category Process Efficiency Metric ID 102375 10341 4.4 Operate outbound transportation 102592 10341 4.4 Operate outbound transportation Process Efficiency 101437 10341 4.5 Manage returns.Process Element Hierarchy ID ID Process element 10341 4.

5.5.5 Manage returns. manage reverse logistics Manage returns.5 Manage returns.5.5.5 Manage returns.5 Manage returns. manage reverse logistics Cost Effectiveness 103755 10342 4.5 4. manage reverse logistics Cycle Time Process Efficiency 103155 102828 10342 4.5 Manage returns.5 Manage returns.5 Manage returns. manage reverse logistics Process Efficiency 104208 10342 4. manage reverse logistics Cost Effectiveness 101500 10342 4.5 Manage returns. manage reverse logistics Cost Effectiveness 103747 10342 4.5. manage reverse logistics Process Efficiency 101063 Copyright 2015 APQC and IBM 343 of 733 .5.5.5 Manage returns. manage reverse logistics Metric Category Metric ID Cost Effectiveness 103743 10342 4.Process Element Hierarchy ID ID Process element 10342 4.5. manage reverse logistics Cost Effectiveness 103751 10342 4.5.5. manage reverse logistics Cost Effectiveness 101564 10342 4.5. manage reverse logistics Cost Effectiveness 101702 10342 10342 4.5 Manage returns.

5 Manage returns.5.5.5 Manage returns.5. manage reverse logistics 10342 4.5.5.5.5.5.Process Element Hierarchy ID ID Process element 10342 4.5 Manage returns. manage reverse logistics Metric Category Process Efficiency Metric ID 101913 10342 4.5. manage reverse logistics Supplemental Information 102482 10342 4.5 Manage returns. manage reverse logistics Process Efficiency 102266 10342 4.5. manage reverse logistics 10342 4.5.5.5 Manage returns.5 Manage returns.5 Manage returns. manage reverse logistics 102467 10342 4. manage reverse logistics Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Copyright 2015 APQC and IBM 102470 102473 102476 102479 102488 102492 102496 102500 102503 102506 344 of 733 . manage reverse logistics 10342 4.5 Manage returns.5. manage reverse logistics 10342 4. manage reverse logistics 10342 4.5 Manage returns.5 Manage returns.5 Manage returns. manage reverse logistics 10342 4. manage reverse logistics 10342 4.5. manage reverse logistics 102485 10342 4. manage reverse logistics Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information 10342 4.5 Manage returns.5 Manage returns.5.5 Manage returns.5 Manage returns. manage reverse logistics 10342 4.

manage reverse 10342 4. manage reverse 10342 4.5.1 Develop customer care/customer service strategy Cost Effectiveness 101538 10378 5.5 Manage returns.5 Manage returns.5 Manage returns.1 Develop customer care/customer 10378 5.5.Process Element Hierarchy ID ID Process element 10342 4.5.1 Develop customer care/customer service strategy Cost Effectiveness 102873 10378 5. manage reverse 10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 103581 Copyright 2015 APQC and IBM 102513 102517 102521 101465 345 of 733 . manage reverse logistics Metric Category Supplemental Information logistics Supplemental Information logistics Supplemental Information logistics Supplemental Information service strategy Cost Effectiveness Metric ID 102509 10342 4.5 Manage returns.1 Develop customer care/customer service strategy Cost Effectiveness 103234 10378 5.5.1 Develop customer care/customer service strategy Cost Effectiveness 101668 10378 5.

Process Element Hierarchy ID ID Process element Metric Category Metric ID 10378 5.1 10379 5.2 Plan and manage customer service operations Copyright 2015 APQC and IBM 100992 Cost Effectiveness 100401 346 of 733 .1 Develop customer care/customer service strategy Cost Effectiveness 103593 10378 5.2 Develop customer care/customer service strategy Supplemental 104538 Information Plan and manage customer service operations Cost Effectiveness 100012 10379 5.1 Develop customer care/customer service strategy Process Efficiency 10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 103589 10378 5.1 Develop customer care/customer service strategy Cost Effectiveness 103585 10378 5.

2 Plan and manage customer service operations Cost Effectiveness 101523 Copyright 2015 APQC and IBM 347 of 733 .2 Plan and manage customer service operations Cost Effectiveness 100409 10379 5.Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations Cost Effectiveness 100411 10379 5.2 Plan and manage customer service operations Metric Category Metric ID Cost Effectiveness 100403 10379 5.2 Plan and manage customer service operations Cost Effectiveness 100410 10379 5.

2 Plan and manage customer service operations Cost Effectiveness 101527 10379 5.2 Plan and manage customer service operations Cost Effectiveness 101633 10379 5.2 Plan and manage customer service operations Cost Effectiveness 101609 10379 5.2 Plan and manage customer service operations Metric Category Metric ID Cost Effectiveness 101526 10379 5.2 Plan and manage customer service operations Cost Effectiveness 101634 Copyright 2015 APQC and IBM 348 of 733 .Process Element Hierarchy ID ID Process element 10379 5.

2 Plan and manage customer service operations Cost Effectiveness 101636 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 Metric Category Metric ID Cost Effectiveness 101635 10379 5.2 Plan and manage customer service operations Cost Effectiveness 101640 10379 5.2 Plan and manage customer service operations Cost Effectiveness 101729 Copyright 2015 APQC and IBM 349 of 733 .Process Element Hierarchy ID ID Process element 10379 5.

2 Plan and manage customer service operations Cost Effectiveness 103727 10379 5.Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations Cost Effectiveness 101757 10379 5.2 Plan and manage customer service operations Metric Category Metric ID Cost Effectiveness 101730 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 102932 Copyright 2015 APQC and IBM 350 of 733 .2 Plan and manage customer service operations Cost Effectiveness 101756 10379 5.2 Plan and manage customer service operations Cost Effectiveness 103931 10379 5.

Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations Cost Effectiveness 103049 Copyright 2015 APQC and IBM 351 of 733 .2 Plan and manage customer service operations Cost Effectiveness 103047 10379 5.2 Plan and manage customer service operations Cost Effectiveness 103046 10379 5.2 Plan and manage customer service operations Cost Effectiveness 103048 10379 5.2 Plan and manage customer service operations Metric Category Metric ID Cost Effectiveness 102946 10379 5.

2 Plan and manage customer service operations Cycle Time 103146 10379 5.2 Plan and manage customer service operations Cycle Time 103145 10379 5.2 Plan and manage customer service operations Process Efficiency 100320 10379 5.2 Plan and manage customer service operations Cycle Time 100321 10379 5.2 Plan and manage customer service operations Metric Category Metric ID Cost Effectiveness 103050 10379 5.2 Plan and manage customer service operations Cycle Time 104514 10379 5.2 Plan and manage customer service operations Process Efficiency 100394 10379 5.2 Plan and manage customer service operations Process Efficiency 100393 10379 5.2 Plan and manage customer service operations Cycle Time 103147 10379 5.2 Plan and manage customer service operations Process Efficiency 100389 10379 5.2 Plan and manage customer service operations Cycle Time 100124 10379 5.2 Plan and manage customer service operations Process Efficiency 100392 10379 5.Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations Cycle Time 103463 10379 5.2 Plan and manage customer service operations Process Efficiency 100020 Copyright 2015 APQC and IBM 352 of 733 .

2 Plan and manage customer service operations Process Efficiency 101852 10379 5.2 Plan and manage customer service operations Metric Category Process Efficiency Metric ID 100729 10379 5.2 Plan and manage customer service operations Process Efficiency 104513 Copyright 2015 APQC and IBM 353 of 733 .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 104512 10379 5.Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations Process Efficiency 101194 10379 5.

2 Plan and manage customer service operations Process Efficiency 102605 10379 5.Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations Process Efficiency 102721 10379 5.2 Plan and manage customer service operations Process Efficiency 102100 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 104561 10379 5.2 Plan and manage customer service operations Metric Category Process Efficiency Metric ID 104192 10379 5.2 Plan and manage customer service operations Process Efficiency 102603 10379 5.2 Plan and manage customer service operations Process Efficiency 102129 10379 5.2 Plan and manage customer service operations Process Efficiency 102604 10379 5.2 Plan and manage customer service operations Process Efficiency 102722 Copyright 2015 APQC and IBM 354 of 733 .

2 Plan and manage customer service operations Process Efficiency 101859 10379 5.2 Plan and manage customer service operations Metric Category Process Efficiency Metric ID 102792 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 Process Efficiency 101860 10379 5.Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations Process Efficiency 101910 10379 5.2 Plan and manage customer service operations Staff Productivity 104123 Copyright 2015 APQC and IBM 355 of 733 .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 Supplemental Information 104523 Copyright 2015 APQC and IBM 356 of 733 .2 Plan and manage customer service operations Metric Category Supplemental Information Metric ID 104520 10379 5.Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations Supplemental Information 104521 10379 5.2 Plan and manage customer service operations Supplemental Information 104522 10379 5.

2 Plan and manage customer service operations Supplemental Information Supplemental Information Supplemental Information Supplemental Information Copyright 2015 APQC and IBM 104533 104534 104535 357 of 733 .2 Plan and manage customer service operations Metric Category Supplemental Information Metric ID 104524 10379 5.2 Plan and manage customer service operations Supplemental Information 104526 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations Supplemental Information 104525 10379 5.2 Plan and manage customer service operations 104532 10379 5.Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations 10379 5.

2 Plan and manage customer service operations Supplemental Information 104537 10379 5.2 Plan and manage customer service operations Supplemental Information 104543 Copyright 2015 APQC and IBM 358 of 733 .Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations Supplemental Information 104542 10379 5.2 Plan and manage customer service operations Metric Category Supplemental Information Metric ID 104536 10379 5.

2 Plan and manage customer service operations Supplemental Information 104546 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations Supplemental Information Supplemental Information Supplemental Information Supplemental Information Copyright 2015 APQC and IBM 102106 102107 102108 359 of 733 .2 Plan and manage customer service operations Metric Category Supplemental Information Metric ID 104544 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 102105 10379 5.2 Plan and manage customer service operations Supplemental Information 104545 10379 5.Process Element Hierarchy ID ID Process element 10379 5.

Process Element Hierarchy ID ID Process element 10379 5.2 Plan and manage customer service operations Copyright 2015 APQC and IBM Metric Category Supplemental Information Metric ID 102109 Supplemental Information Supplemental Information 102110 Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information 102091 Supplemental Information 102099 102111 102092 102093 102094 102095 102096 102097 102098 360 of 733 .2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 10379 5.2 Plan and manage customer service operations 10379 5.

2 10380 Metric Category Supplemental Information Plan and manage customer service operations Metric ID 102102 101858 5.2 10379 5.3 Supplemental Information Plan and manage customer service operations Supplemental Information Plan and manage customer service operations Supplemental Information Plan and manage customer service operations Supplemental Information Plan and manage customer service operations Supplemental Information Measure and evaluate customer service operations Process Efficiency 10383 5. and select employees Cost Effectiveness 103958 Copyright 2015 APQC and IBM 101853 101854 101855 101856 100495 361 of 733 .Process Element Hierarchy ID ID Process element 10379 5.1 Plan and manage customer service work force Process Efficiency 100735 10387 5. source.2 10379 5.2 10379 5.2 Recruit.2 Recruit.2.2 Plan and manage customer service operations 10379 5. and select employees Cost Effectiveness 103877 10410 6.2. and select employees Cost Effectiveness 103956 10410 6. source.2 Recruit.2 10379 5.1.3 Establish service levels for customers Process Efficiency 103177 10387 5.1 Plan and manage customer service work force Process Efficiency 100736 10410 6. source.

2 Recruit. source. and select employees Cost Effectiveness 104071 10410 6.2 Recruit.2 Recruit. source.Process Element Hierarchy ID ID Process element 10410 6. source. and select employees Cost Effectiveness 104093 Copyright 2015 APQC and IBM 362 of 733 . and select employees Cost Effectiveness 104067 10410 6.2 Recruit. source. and select employees Metric Category Metric ID Cost Effectiveness 104060 10410 6.

2 Recruit. source. source. and select employees Cycle Time 100306 10410 6.2 Recruit.2 Recruit. and select employees Process Efficiency 104497 10410 6. source. source. source.2 Recruit. and select employees Cycle Time 100565 10410 6.2 Recruit.2 Recruit. and select employees Process Efficiency 104495 10410 6.2 Recruit. source. and select employees Metric Category Cycle Time Metric ID 100304 10410 6. and select employees Staff Productivity 101348 Copyright 2015 APQC and IBM 363 of 733 . and select employees Process Efficiency 104496 10410 6. and select employees Process Efficiency 101123 10410 6. source. source.Process Element Hierarchy ID ID Process element 10410 6.2 Recruit.2 Recruit.2 Recruit. source. source. source.2 Recruit. and select employees Cycle Time 100569 10410 6. and select employees Process Efficiency 100869 10410 6. and select employees Process Efficiency 102613 10410 6.

source. and select employees 10410 6. source.2 Recruit. source. and select employees 10410 6. source.Process Element Hierarchy ID ID Process element 10410 6.2 Recruit. source. and select employees Metric Category Staff Productivity Metric ID 100493 Supplemental Information Supplemental Information Supplemental Information Supplemental Information 101342 10410 6. and select employees Supplemental Information 101802 10410 6. and select employees 10410 6.2 Recruit.2 Recruit. and select employees 10410 6. and select employees Supplemental Information 101804 Copyright 2015 APQC and IBM 101344 101346 101801 364 of 733 . source. source. source.2 Recruit.2 Recruit. and select employees Supplemental Information 101803 10410 6.2 Recruit.2 Recruit.

2 Recruit. and select employees Supplemental Information 100029 Copyright 2015 APQC and IBM 102297 365 of 733 . source. source. and select employees Supplemental Information 101809 10410 6.2 Recruit. source. source.2 Recruit.2 Recruit.2 Recruit. source. source. and select employees 101837 10410 6. and select employees Metric Category Supplemental Information Metric ID 101805 10410 6. source. and select employees Supplemental Information Supplemental Information 10410 6. and select employees Supplemental Information 101806 10410 6.2 Recruit. and select employees Supplemental Information 101821 10410 6.2 Recruit. and select employees Supplemental Information 101824 10410 6.Process Element Hierarchy ID ID Process element 10410 6. source. and select employees Supplemental Information 101808 10410 6.2 Recruit. source.2 Recruit.

Process Element Hierarchy ID ID Process element 10410 6.2 Recruit. and select employees Supplemental Information 100083 10410 6. source. and select employees Supplemental Information Supplemental Information Copyright 2015 APQC and IBM 104499 366 of 733 .2 Recruit. source. and select employees Supplemental Information 100062 10410 6. and select employees 104498 10410 6.2 Recruit. source.2 Recruit. and select employees Supplemental Information 101365 10410 6.2 Recruit. source. and select employees Supplemental Information 101637 10410 6.2 Recruit.2 Recruit.2 Recruit. source. source. and select employees Supplemental Information 101401 10410 6. source. and select employees Metric Category Supplemental Information Metric ID 100046 10410 6. source.

2 Recruit. source. and select employees Supplemental Information 10411 6.Process Element Hierarchy ID ID Process element 10410 6.2 Recruit. and select employees Metric Category Supplemental Information Supplemental Information Metric ID 104500 104770 10410 6.3 Develop and counsel employees Cost Effectiveness 100111 10411 6. source.3 Develop and counsel employees Cost Effectiveness 100110 10411 6.2 Recruit.3 Develop and counsel employees Cost Effectiveness 100112 Copyright 2015 APQC and IBM 104565 367 of 733 . source. and select employees 10410 6.

3 Develop and counsel employees Cost Effectiveness 101434 10411 6.3 Develop and counsel employees Cost Effectiveness 100133 10411 6.3 Develop and counsel employees Cost Effectiveness 103484 10411 6.Process Element Hierarchy ID ID Process element 10411 6.3 Develop and counsel employees Metric Category Metric ID Cost Effectiveness 100113 10411 6.3 Develop and counsel employees Cost Effectiveness 103623 Copyright 2015 APQC and IBM 368 of 733 .3 Develop and counsel employees Cost Effectiveness 100125 10411 6.

3 Develop and counsel employees Cost Effectiveness 103628 10411 6.Process Element Hierarchy ID ID Process element 10411 6.3 Develop and counsel employees Cost Effectiveness 103634 10411 6.3 Develop and counsel employees Cost Effectiveness 104049 10411 6.3 Develop and counsel employees Cost Effectiveness 103935 10411 6.3 Develop and counsel employees Cost Effectiveness 104052 Copyright 2015 APQC and IBM 369 of 733 .3 Develop and counsel employees Metric Category Metric ID Cost Effectiveness 103624 10411 6.3 Develop and counsel employees Cost Effectiveness 103630 10411 6.

3 Develop and counsel employees Cycle Time Copyright 2015 APQC and IBM 100293 370 of 733 .3 Develop and counsel employees Cost Effectiveness 104581 10411 6.3 Develop and counsel employees Cost Effectiveness 104582 10411 6.Process Element Hierarchy ID ID Process element 10411 6.3 Develop and counsel employees Metric Category Metric ID Cost Effectiveness 104054 10411 6.3 Develop and counsel employees Cost Effectiveness 104057 10411 6.

3 Develop and counsel employees Staff Productivity 100486 10411 6.3 Develop and counsel employees Staff Productivity 100484 10411 6.3 Develop and counsel employees Process Efficiency 100999 10411 6.3 Develop and counsel employees Process Efficiency 101004 10411 6.3 Develop and counsel employees Supplemental Information 101644 Copyright 2015 APQC and IBM 371 of 733 .3 Develop and counsel employees Metric Category Cycle Time Metric ID 100295 10411 6.3 Develop and counsel employees Process Efficiency 101000 10411 6.3 Develop and counsel employees Staff Productivity 100485 10411 6.Process Element Hierarchy ID ID Process element 10411 6.

3 Develop and counsel employees Supplemental Information 101777 10411 6.3 Develop and counsel employees Metric Category Supplemental Information Metric ID 101646 10411 6.Process Element Hierarchy ID ID Process element 10411 6.3 Develop and counsel employees Supplemental Information 101783 Copyright 2015 APQC and IBM 101781 372 of 733 .3 Develop and counsel employees 101780 10411 6.3 Develop and counsel employees Supplemental Information 101779 10411 6.3 Develop and counsel employees Supplemental Information 101778 10411 6.3 Develop and counsel employees Supplemental Information Supplemental Information 10411 6.3 Develop and counsel employees Supplemental Information 101782 10411 6.

3 Develop and counsel employees Supplemental Information 104587 10411 6.3 Develop and counsel employees Supplemental Information 104590 Copyright 2015 APQC and IBM 373 of 733 .Process Element Hierarchy ID ID Process element 10411 6.3 Develop and counsel employees Metric Category Supplemental Information Metric ID 101784 10411 6.3 Develop and counsel employees Supplemental Information 104588 10411 6.3 Develop and counsel employees Supplemental Information 104589 10411 6.

3 Develop and counsel employees Supplemental Information 100037 10411 6.Process Element Hierarchy ID ID Process element 10411 6.3 Develop and counsel employees Metric Category Supplemental Information Metric ID 100031 10411 6.3 Develop and counsel employees Supplemental Information 100048 10411 6.3 Develop and counsel employees Supplemental Information 100050 Copyright 2015 APQC and IBM 374 of 733 .

3 Develop and counsel employees Supplemental Information 100087 Copyright 2015 APQC and IBM 375 of 733 .3 Develop and counsel employees Supplemental Information 100068 10411 6.Process Element Hierarchy ID ID Process element 10411 6.3 Develop and counsel employees Supplemental Information 100085 10411 6.3 Develop and counsel employees Metric Category Supplemental Information Metric ID 100064 10411 6.

5 Reward and retain employees Cost Effectiveness 103894 10412 6.3 Develop and counsel employees Metric Category Supplemental Information Metric ID 101363 101399 10411 6.5 Reward and retain employees Cost Effectiveness 100311 Copyright 2015 APQC and IBM 376 of 733 .5 Reward and retain employees Cost Effectiveness 104062 10412 6.3 Develop and counsel employees Supplemental Information 10412 6.5 Reward and retain employees Cost Effectiveness 103966 10412 6.5 Reward and retain employees Cost Effectiveness 104077 10412 6.Process Element Hierarchy ID ID Process element 10411 6.

5 Reward and retain employees Supplemental Information 100909 Copyright 2015 APQC and IBM 377 of 733 .5 Reward and retain employees Process Efficiency 100324 10412 6.5 Reward and retain employees Staff Productivity 100492 10412 6.Process Element Hierarchy ID ID Process element 10412 6.5 Reward and retain employees Cost Effectiveness 100317 10412 6.5 Reward and retain employees Supplemental Information 100907 10412 6.5 Reward and retain employees Cycle Time 100299 10412 6.5 Reward and retain employees Metric Category Metric ID Cost Effectiveness 100314 10412 6.5 Reward and retain employees Process Efficiency 101137 10412 6.5 Reward and retain employees Cycle Time 100302 10412 6.

5 Reward and retain employees Supplemental Information 101819 Copyright 2015 APQC and IBM 378 of 733 .5 Reward and retain employees Supplemental Information 101648 10412 6.5 Reward and retain employees Supplemental Information 101817 10412 6.5 Reward and retain employees Supplemental Information 101815 10412 6.5 Reward and retain employees Metric Category Supplemental Information Metric ID 101367 10412 6.5 Reward and retain employees Supplemental Information 101403 10412 6.5 Reward and retain employees Supplemental Information 101818 10412 6.Process Element Hierarchy ID ID Process element 10412 6.

5 Reward and retain employees Supplemental Information 104629 10412 6.5 Reward and retain employees Supplemental Information 100033 Copyright 2015 APQC and IBM 379 of 733 .5 Reward and retain employees Supplemental Information 104630 10412 6.5 Reward and retain employees Supplemental Information 101825 10412 6.5 Reward and retain employees Supplemental Information 104603 10412 6.5 Reward and retain employees Supplemental Information 104628 10412 6.Process Element Hierarchy ID ID Process element 10412 6.5 Reward and retain employees Metric Category Supplemental Information Metric ID 101822 10412 6.

5 Reward and retain employees 10413 6.6 Re-deploy and retire employees Supplemental 100233 Information Cost Effectiveness 103878 Copyright 2015 APQC and IBM 380 of 733 .5 Reward and retain employees Supplemental Information 100074 10412 6.5 Reward and retain employees Supplemental Information 100115 10412 6.Process Element Hierarchy ID ID Process element 10412 6.5 Reward and retain employees Supplemental Information 100089 10412 6.5 Reward and retain employees Supplemental Information 100121 10412 6.5 Reward and retain employees Metric Category Supplemental Information Metric ID 100052 10412 6.5 Reward and retain employees Supplemental Information 100118 10412 6.

6 Re-deploy and retire employees Metric Category Metric ID Cost Effectiveness 103962 10413 6.6 Re-deploy and retire employees Cost Effectiveness 104075 10413 6.6 Re-deploy and retire employees Cost Effectiveness 104061 10413 6.6 Re-deploy and retire employees Cycle Time 100301 10413 6.6 Re-deploy and retire employees Process Efficiency 101124 10413 6.Process Element Hierarchy ID ID Process element 10413 6.6 Re-deploy and retire employees Cycle Time 100298 10413 6.6 Re-deploy and retire employees Staff Productivity 100491 Copyright 2015 APQC and IBM 381 of 733 .6 Re-deploy and retire employees Staff Productivity 101276 10413 6.

6 Re-deploy and retire employees Supplemental Information 100041 10413 6.Process Element Hierarchy ID ID Process element 10413 6.6 Re-deploy and retire employees Supplemental Information 100072 10413 6.6 Re-deploy and retire employees Metric Category Supplemental Information Metric ID 104714 10413 6.6 Re-deploy and retire employees Supplemental Information 100095 Copyright 2015 APQC and IBM 382 of 733 .6 Re-deploy and retire employees Supplemental Information 100058 10413 6.

6 Re-deploy and retire employees Supplemental Information 101402 10413 6.6 Re-deploy and retire employees Supplemental Information 101812 10413 6.6 Re-deploy and retire employees Supplemental Information 101811 10413 6.6 Re-deploy and retire employees Supplemental Information 101654 10413 6.Process Element Hierarchy ID ID Process element 10413 6.6 Re-deploy and retire employees Metric Category Supplemental Information Metric ID 101366 10413 6.6 Re-deploy and retire employees Supplemental Information 101813 Copyright 2015 APQC and IBM 383 of 733 .

6 Re-deploy and retire employees Supplemental Information 102074 10413 6.4 Manage new hire/re-hire Cycle Time 100571 10443 6.2.4 Manage new hire/re-hire Process Efficiency 100804 Copyright 2015 APQC and IBM 102078 104723 384 of 733 .6 Re-deploy and retire employees 10443 6.6 Re-deploy and retire employees Metric Category Supplemental Information Metric ID 101814 10413 6.4 Manage new hire/re-hire Supplemental Information Supplemental Information Cycle Time 10443 6.2.2.2.6 Re-deploy and retire employees 102076 10413 6.4 Manage new hire/re-hire Process Efficiency 100801 10443 6.Process Element Hierarchy ID ID Process element 10413 6.6 Re-deploy and retire employees Supplemental Information 102072 10413 6.

4 Manage new hire/re-hire Process Efficiency 102606 10443 6.2.2.4 Manage new hire/re-hire Process Efficiency 104564 10443 6.2.3.1 Manage employee orientation and deployment Supplemental 101340 Information Cost Effectiveness 104566 Copyright 2015 APQC and IBM 385 of 733 .2.4 Manage new hire/re-hire Process Efficiency 102290 10443 6.4 Manage new hire/re-hire Supplemental Information 102326 10443 6.4 Manage new hire/re-hire 10469 6.4 Manage new hire/re-hire Metric Category Process Efficiency Metric ID 100807 10443 6.4 Manage new hire/re-hire Process Efficiency 104563 10443 6.4 Manage new hire/re-hire Process Efficiency 102319 10443 6.2.Process Element Hierarchy ID ID Process element 10443 6.2.2.2.

3.2 Manage employee performance Cost Effectiveness 104567 10470 6.1 Manage employee orientation and deployment Supplemental Information 10470 6.Process Element Hierarchy ID ID Process element 10469 6.3.3.3.1 Manage employee orientation and deployment Metric Category Metric ID Cost Effectiveness 104571 10469 6.3.2 Manage employee performance Cost Effectiveness 104572 10470 6.2 Manage employee performance Cycle Time 104029 10470 6.3.2 Manage employee performance Cycle Time 104031 Copyright 2015 APQC and IBM 104576 386 of 733 .

2 Manage employee performance Process Efficiency 102619 10470 6.2 Manage employee performance Process Efficiency 102302 10470 6.3.3 Manage employee development Cost Effectiveness 104574 Copyright 2015 APQC and IBM 387 of 733 .3.2 Manage employee performance Supplemental Information 104577 10472 6.3 Manage employee development Cost Effectiveness 104569 10472 6.Process Element Hierarchy ID ID Process element 10470 6.3.3.2 Manage employee performance Process Efficiency 102331 10470 6.2 Manage employee performance Metric Category Cycle Time Metric ID 104033 10470 6.3.3.3.

4 Develop and train employees Cost Effectiveness 104575 10473 6.3.4 Develop and train employees Cost Effectiveness 104045 10473 6.4 Develop and train employees Cost Effectiveness 104583 10473 6.3 Manage employee development Metric Category Supplemental Information Metric ID 104579 10473 6.4 Develop and train employees Cost Effectiveness 104584 Copyright 2015 APQC and IBM 388 of 733 .4 Develop and train employees Cost Effectiveness 100823 10473 6.3.3.3.4 Develop and train employees Cost Effectiveness 104044 10473 6.Process Element Hierarchy ID ID Process element 10472 6.3.3.3.3.4 Develop and train employees Cost Effectiveness 104570 10473 6.

4 Develop and train employees Metric Category Cycle Time Metric ID 104595 10473 6.4 Develop and train employees Cycle Time 100330 10473 6.3.3.3.3.4 Develop and train employees Process Efficiency 101904 10473 6.4 Develop and train employees Process Efficiency 102304 10473 6.4 Develop and train employees Process Efficiency 103480 Copyright 2015 APQC and IBM 389 of 733 .3.4 Develop and train employees Process Efficiency 103478 10473 6.3.Process Element Hierarchy ID ID Process element 10473 6.3.3.4 Develop and train employees Process Efficiency 102315 10473 6.3.4 Develop and train employees Cycle Time 100326 10473 6.4 Develop and train employees Process Efficiency 101040 10473 6.3.3.4 Develop and train employees Process Efficiency 102621 10473 6.4 Develop and train employees Cycle Time 100328 10473 6.

3.4 Develop and train employees Metric Category Process Efficiency Metric ID 104586 10473 6.3.4 Develop and train employees 100218 10473 6.4 Develop and train employees 10473 6.4 Develop and train employees Supplemental Information 104591 10473 6.4 Develop and train employees Supplemental Information 104580 10473 6.4 Develop and train employees Staff Productivity 104585 10473 6.4 Develop and train employees Staff Productivity 100488 10473 6.3.3.3.4 Develop and train employees 10473 6.3.4 Develop and train employees Supplemental Information Supplemental Information Supplemental Information Supplemental Information 10473 6.3.3.3.Process Element Hierarchy ID ID Process element 10473 6.4 Develop and train employees Supplemental Information 104592 Copyright 2015 APQC and IBM 100224 100226 100228 390 of 733 .3.

3. and manage employee management training programs Develop. and manage employee management training programs Develop. conduct. conduct.3.4 10493 6.4. and manage employee management training programs Develop.4 10493 6.4 Develop and train employees Supplemental Information 104594 10493 6. conduct.4 10493 6.4.3.4.3.4. conduct.4 6. and manage employee management training programs Develop.4. and manage employee and/or management training programs Supplemental Information 102245 10493 6.3.4.3.Process Element Hierarchy ID ID Process element 10473 6.4.3. conduct.3. conduct. conduct. and manage employee management training programs Develop.4 Develop and train employees Metric Category Supplemental Information Metric ID 104593 10473 6.4. conduct.4 10493 6. and manage employee and/or management training programs Supplemental Information 102247 10493 6. and manage employee and/or management training programs Supplemental Information 102246 10493 6.4 Develop.3. conduct. conduct. and manage employee management training programs Copyright 2015 APQC and IBM and/or and/or and/or and/or and/or and/or and/or 102249 102250 102251 102252 102253 102254 391 of 733 . and manage employee management training programs Develop.4 Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information 102248 10493 Develop.3.4.3.4 Develop.4 Develop.4.3.4 10493 6.

4 Supplemental Information Supplemental Information Supplemental Information 104600 10493 Develop. conduct.3. and manage employee management training programs and/or and/or and/or and/or and/or and/or Metric Category Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Supplemental Information Metric ID 102780 102783 102786 102789 104597 104598 10493 6.4 Develop.3.4. conduct.4.5.4.3.4.3. and manage employee and/or management training programs Develop.4.4.4 Administer Payroll Cost Effectiveness 104046 10497 6.4 Develop.4 Administer Payroll Cost Effectiveness 104047 Copyright 2015 APQC and IBM 104601 104602 392 of 733 .Process Element Hierarchy ID ID Process element 10493 6.4. and manage employee management training programs 10493 6.4 Develop.3.3.4 Develop.4 10493 6. and manage employee management training programs 10493 6.4. conduct.3. and manage employee and/or management training programs Supplemental Information 104599 10493 6. conduct.4 6. and manage employee and/or management training programs 10497 6. and manage employee management training programs 10493 6. conduct.3. and manage employee management training programs 10493 6.4.3. conduct.5.4 Develop. conduct.4. conduct.4 Develop. conduct. conduct. and manage employee and/or management training programs Develop.4 Develop. and manage employee management training programs 10493 6.3.

5.6.2 Manage separation Process Efficiency 101293 10513 6.6.6.2 Manage separation Cycle Time 100527 10513 6.6.6.2 Manage separation Cost Effectiveness 104147 10513 6.2 Manage separation Cycle Time 100579 10513 6.2 Manage separation Cycle Time 100525 10513 6.2 Manage separation Cycle Time 100577 10513 6.6.2 Manage separation Cycle Time 100523 10513 6.2 Manage separation Process Efficiency 101431 Copyright 2015 APQC and IBM 393 of 733 .6.2 Manage separation Cost Effectiveness 104149 10513 6.2 Manage separation Cost Effectiveness 104036 10513 6.6.6.4 Administer Payroll Metric Category Process Efficiency Metric ID 101082 100490 10497 6.4 Administer Payroll Staff Productivity 10513 6.Process Element Hierarchy ID ID Process element 10497 6.5.6.

6.6.2 Manage separation Process Efficiency 102170 10513 6.6.2 Manage separation Process Efficiency 100021 10513 6.2 Manage separation Process Efficiency 102168 10513 6.2 Manage separation Supplemental Information 104125 10513 6.6.2 Manage separation Metric Category Process Efficiency Metric ID 101961 10513 6.2 Manage separation Supplemental Information 102300 Copyright 2015 APQC and IBM 394 of 733 .6.2 Manage separation Process Efficiency 103116 10513 6.6.2 Manage separation Process Efficiency 102166 10513 6.6.Process Element Hierarchy ID ID Process element 10513 6.6.2 Manage separation Process Efficiency 100019 10513 6.6.

6.2 Manage separation 10523 6.2 Manage employee inquiry process Supplemental Information Supplemental Information Cycle Time 10523 6.2 Manage separation Metric Category Supplemental Information Metric ID 102616 10513 6.7.Process Element Hierarchy ID ID Process element 10513 6.2 Manage separation Supplemental Information 102802 10513 6.6.2 Manage separation Supplemental Information 102814 10513 6.2 Manage separation Supplemental Information 102800 10513 6.6.6.6.2 Manage employee inquiry process Cycle Time 100305 10523 6.7.2 Manage employee inquiry process Cycle Time 100325 Copyright 2015 APQC and IBM 104718 100303 395 of 733 .2 Manage separation 102818 10513 6.2 Manage separation Supplemental Information 102798 10513 6.6.6.7.

7.2 Manage employee inquiry process Metric Category Supplemental Information Metric ID 101364 10523 6.2 Manage employee inquiry process Supplemental Information 101788 10523 6.7.7.Process Element Hierarchy ID ID Process element 10523 6.7.7.2 Manage employee inquiry process Supplemental Information 101789 10523 6.7.2 Manage employee inquiry process Supplemental Information 101400 10523 6.2 Manage employee inquiry process Supplemental Information 101791 Copyright 2015 APQC and IBM 396 of 733 .2 Manage employee inquiry process Supplemental Information 101787 10523 6.

2 Manage employee inquiry process Metric Category Supplemental Information Metric ID 101792 10523 6.7.1 Manage the business of information technology Cost Effectiveness 101706 10563 7.1 Manage the business of information technology Cost Effectiveness 103759 Copyright 2015 APQC and IBM 397 of 733 .1 Manage the business of information technology Cost Effectiveness 101503 10563 7.1 Manage the business of information technology Cost Effectiveness 102963 10563 7.1 Manage the business of information technology Cost Effectiveness 101627 10563 7.2 Manage employee inquiry process Supplemental Information 101794 10523 6.7.7.1 Manage the business of information technology Cost Effectiveness 103310 10563 7.2 Manage employee inquiry process Supplemental Information 101797 10563 7.Process Element Hierarchy ID ID Process element 10523 6.7.2 Manage employee inquiry process Supplemental Information 101796 10523 6.

1 Manage the business of information technology 10563 7.1 Manage the business of information technology Process Efficiency 104681 10563 7.1 Manage the business of information technology Process Efficiency 101324 10563 7.1 Manage the business of information technology Supplemental Information 104551 Copyright 2015 APQC and IBM 102222 102223 102736 398 of 733 .1 Manage the business of information technology Supplemental Information Supplemental Information Supplemental Information Supplemental Information 10563 7.1 Manage the business of information technology 102221 10563 7.1 Manage the business of information technology Metric Category Cycle Time Metric ID 103433 10563 7.1 Manage the business of information technology Cycle Time 103437 10563 7.1 Manage the business of information technology Supplemental Information 102207 10563 7.1 Manage the business of information technology 10563 7.1 Manage the business of information technology Process Efficiency 100834 10563 7.Process Element Hierarchy ID ID Process element 10563 7.

2 Develop and manage IT customer relationships Cost Effectiveness 103260 10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 101618 10564 7.2 Develop and manage IT customer relationships Process Efficiency Copyright 2015 APQC and IBM 100830 399 of 733 .2 Develop and manage IT customer relationships Cost Effectiveness 103639 10564 7.2 Develop and manage IT customer relationships Metric Category Metric ID Cost Effectiveness 101483 10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 102898 10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 101686 10564 7.Process Element Hierarchy ID ID Process element 10564 7.

4 Manage enterprise information Cost Effectiveness 103942 10565 7.4 Manage enterprise information Cycle Time 100338 10565 7.2 Develop and manage IT customer relationships Metric Category Process Efficiency Metric ID 101310 10564 7.2 Develop and manage IT customer relationships Supplemental Information 102187 10564 7.2 Develop and manage IT customer relationships Supplemental Information 102732 10564 7.4 Manage enterprise information Cycle Time 100371 Copyright 2015 APQC and IBM 400 of 733 .2 Develop and manage IT customer relationships Supplemental Information 104552 10565 7.4 Manage enterprise information Cycle Time 103459 10565 7.4 Manage enterprise information Cycle Time 100367 10565 7.Process Element Hierarchy ID ID Process element 10564 7.

4 Manage enterprise information Process Efficiency 103485 10565 7.4 Manage enterprise information Process Efficiency 101930 10565 7.4 Manage enterprise information Supplemental Information 104553 Copyright 2015 APQC and IBM 401 of 733 .4 Manage enterprise information Metric Category Cycle Time Metric ID 100375 10565 7.4 Manage enterprise information Process Efficiency 101932 10565 7.4 Manage enterprise information Process Efficiency 100832 10565 7.4 Manage enterprise information Process Efficiency 101934 10565 7.4 Manage enterprise information Process Efficiency 100245 10565 7.4 Manage enterprise information Process Efficiency 100825 10565 7.Process Element Hierarchy ID ID Process element 10565 7.4 Manage enterprise information Process Efficiency 102118 10565 7.4 Manage enterprise information Process Efficiency 101320 10565 7.4 Manage enterprise information Process Efficiency 101906 10565 7.

4 Manage enterprise information 10565 7.Process Element Hierarchy ID ID Process element 10565 7.4 Manage enterprise information 10566 7.5 Develop and maintain information technology solutions Cost Effectiveness 101685 10566 7.5 Develop and maintain information technology solutions Cycle Time Copyright 2015 APQC and IBM 102197 Supplemental 102734 Information Cost Effectiveness 101482 103409 402 of 733 .5 Develop and maintain information technology solutions 10566 7.5 Develop and maintain information technology solutions Cost Effectiveness 104353 10566 7.5 Develop and maintain information technology solutions Cost Effectiveness 103636 10566 7.5 Develop and maintain information technology solutions Cost Effectiveness 103257 10566 7.5 Develop and maintain information technology solutions Cost Effectiveness 101617 10566 7.4 Manage enterprise information Metric Category Supplemental Information Supplemental Information Metric ID 100967 10565 7.

5 maintain information technology Cycle Time 100357 10566 7.5 maintain information technology Cycle Time 100335 10566 7.Process Element Hierarchy ID ID Process element 10566 7.5 Develop and maintain information technology solutions Process Efficiency 100891 Copyright 2015 APQC and IBM 403 of 733 .5 maintain information technology Cycle Time 100336 10566 7.5 Develop and maintain information technology solutions Cycle Time 103412 10566 7.5 Develop and maintain information technology solutions Cycle Time 103417 10566 7.5 maintain information technology Cycle Time 100353 10566 7.5 Develop and maintain information technology solutions Cycle Time 103416 10566 7.5 maintain information technology Cycle Time 100348 10566 7.5 Develop and maintain information technology solutions Metric Category Cycle Time Metric ID 103410 10566 7.5 Develop and solutions Develop and solutions Develop and solutions Develop and solutions Develop and solutions Develop and solutions maintain information technology Process Efficiency 100829 10566 7.5 Develop and maintain information technology solutions Cycle Time 103414 10566 7.

5 Develop and maintain information technology solutions Process Efficiency 102412 10566 7.5 Supplemental Information Supplemental Information 102631 10566 Develop and maintain information technology solutions Develop and maintain information technology solutions Copyright 2015 APQC and IBM 102731 404 of 733 .Process Element Hierarchy ID ID Process element 10566 7.5 Develop and maintain information technology solutions Metric Category Process Efficiency Metric ID 101307 Develop and maintain information technology solutions Develop and maintain information technology solutions Process Efficiency 101418 Process Efficiency 102122 Develop and maintain information technology solutions Develop and maintain information technology solutions Process Efficiency 102212 Process Efficiency 102409 10566 7.5 10566 7.5 10566 7.5 Develop and maintain information technology solutions Supplemental Information 104554 10566 7.5 Develop and maintain information technology solutions Process Efficiency 100249 10566 7.5 10566 7.5 7.5 10566 7.

5 10566 7.5 10566 7.6 Develop and maintain information technology solutions Deploy information technology solutions Supplemental 100114 Information Cost Effectiveness 101476 10567 7.5 10567 7.5 Develop and maintain information technology solutions Supplemental Information 100912 10566 7.Process Element Hierarchy ID ID Process element 10566 7.5 Develop and maintain information technology solutions Metric Category Supplemental Information Metric ID 102182 Develop and maintain information technology solutions Develop and maintain information technology solutions Supplemental Information Supplemental Information 104351 10566 7.5 Develop and maintain information technology solutions Supplemental Information 100915 10566 7.5 Develop and maintain information technology solutions Supplemental Information 100913 10566 7.5 Develop and maintain information technology solutions Supplemental Information 100916 10566 7.5 Develop and maintain information technology solutions Supplemental Information 100914 10566 7.6 Deploy information technology solutions Cost Effectiveness 101614 Copyright 2015 APQC and IBM 100911 405 of 733 .

Process Element Hierarchy ID ID Process element 10567 7.6 Deploy information technology solutions Process Efficiency 101302 10567 7.6 Deploy information technology solutions Cycle Time 100342 10567 7.6 Deploy information technology solutions Process Efficiency 100828 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 Metric Category Metric ID Cost Effectiveness 101679 10567 7.6 Deploy information technology solutions Supplemental Information 102177 Copyright 2015 APQC and IBM 406 of 733 .6 Deploy information technology solutions Cycle Time 100362 10567 7.6 Deploy information technology solutions Cost Effectiveness 103249 10567 7.6 Deploy information technology solutions Cost Effectiveness 102888 10567 7.6 Deploy information technology solutions Cost Effectiveness 103614 10567 7.

6 Deploy information technology solutions 10568 7.7 Deliver and support information technology services Cost Effectiveness 101475 10568 7.7 Cost Effectiveness 104682 10568 7.7 Deliver and support information technology services Cost Effectiveness 103612 Copyright 2015 APQC and IBM 104555 Cost Effectiveness 104683 Cost Effectiveness 102885 407 of 733 .7 Deliver and support information technology services Cost Effectiveness 101613 10568 7.7 Deliver and support information technology services Deliver and support information technology services Deliver and support information technology services 10568 7.7 Deliver and support information technology services Cost Effectiveness 104670 10568 7.7 Deliver and support information technology services Cost Effectiveness 101678 10568 7.6 Deploy information technology solutions Metric Category Supplemental Information Supplemental Information Metric ID 102730 10567 7.7 10568 7.7 Deliver and support information technology services Cost Effectiveness 103246 10568 7.Process Element Hierarchy ID ID Process element 10567 7.

7 Deliver and support information technology services Process Efficiency 102675 10568 7.Process Element Hierarchy ID ID Process element 10568 7.7 Deliver and support information technology services Process Efficiency 102674 10568 7.7 Deliver and support information technology services Process Efficiency 102679 10568 7.7 Deliver and support information technology services Process Efficiency 101300 10568 7.7 Deliver and support information technology services Process Efficiency 102677 10568 7.7 Deliver and support information technology services Process Efficiency 102676 10568 7.7 Deliver and support information technology services Process Efficiency 102678 Copyright 2015 APQC and IBM 408 of 733 .7 Deliver and support information technology services Metric Category Cycle Time Metric ID 100333 Process Efficiency 100827 10568 7.7 Deliver and support information technology services 10568 7.

5 Evaluate and communicate IT business value and performance Cost Effectiveness 104653 10575 7.1.1.1.7 Deliver and support information technology services Supplemental Information 104556 10568 7.1.Process Element Hierarchy ID ID Process element 10568 7.5 Evaluate and communicate IT business value and performance Cost Effectiveness 104671 10575 7.5 Evaluate and communicate IT business value and performance Evaluate and communicate IT business value and performance Evaluate and communicate IT business value and performance Staff Productivity 104677 Copyright 2015 APQC and IBM 409 of 733 .1.1 Develop the enterprise IT strategy Process Efficiency 104655 10575 7.7 Deliver and support information technology services Supplemental Information 102172 10570 7.1.1.7 Deliver and support information technology services Metric Category Supplemental Information Metric ID 102729 10568 7.5 Evaluate and communicate IT business value and performance Cost Effectiveness 104654 10575 7.5 Process Efficiency 104648 10575 7.5 Process Efficiency 104647 10575 7.

2.2.4 Manage IT customer satisfaction Cost Effectiveness 104673 10581 7.1 Develop IT services and solutions strategy Metric Category Metric ID Cost Effectiveness 104672 10578 7.2.2.2.1 Develop IT services and solutions strategy Staff Productivity 104678 10581 7.1 Develop IT services and solutions strategy Process Efficiency 104652 10578 7.1 Develop IT services and solutions strategy Process Efficiency 104659 10578 7.1 Develop IT services and solutions strategy Cycle Time 104643 10578 7.4 Manage IT customer satisfaction Process Efficiency 104649 10581 7.1 Develop IT services and solutions strategy Cycle Time 104644 10578 7.1 Develop IT services and solutions strategy Process Efficiency 104651 10578 7.2.Process Element Hierarchy ID ID Process element 10578 7.2.2.1 Develop IT services and solutions strategy Process Efficiency 104658 10578 7.2.2.4 Manage IT customer satisfaction Process Efficiency 104650 Copyright 2015 APQC and IBM 410 of 733 .2.

Process Element Hierarchy ID ID Process element 10581 7.4.1 Develop information and content management strategies Cost Effectiveness 101687 10583 7.1 Develop information and content management strategies Cost Effectiveness 103641 Copyright 2015 APQC and IBM 411 of 733 .4.1 Develop information and content management strategies Cost Effectiveness 103263 10583 7.2.4 Manage IT customer satisfaction Staff Productivity 10583 7.4.4.4.1 Develop information and content management strategies Cost Effectiveness 102901 10583 7.1 Develop information and content management strategies Cost Effectiveness 101484 10583 7.2.1 Develop information and content management strategies Cost Effectiveness 101619 10583 7.4 Manage IT customer satisfaction Metric Category Process Efficiency Metric ID 104660 104676 10581 7.4.

2 Define the enterprise information architecture Cost Effectiveness 103597 Copyright 2015 APQC and IBM 412 of 733 .1 Develop information and content management strategies Metric Category Process Efficiency Metric ID 101304 101846 10583 7.4.2 Define the enterprise information architecture Cost Effectiveness 101672 10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 103238 10584 7.4.4.4.4.4.Process Element Hierarchy ID ID Process element 10583 7.2 Define the enterprise information architecture Cost Effectiveness 101469 10584 7.2 Define the enterprise information architecture Cost Effectiveness 101612 10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 102877 10584 7.1 Develop information and content management strategies Supplemental Information 10584 7.

Process Element Hierarchy ID ID Process element 10584 7.4.4.2 Define the enterprise information architecture Supplemental Information 10585 7.3 Manage information resources Cost Effectiveness 103731 Copyright 2015 APQC and IBM 413 of 733 .3 Manage information resources Cost Effectiveness 101497 10585 7.3 Manage information resources Cost Effectiveness 101625 10585 7.4.3 Manage information resources Cost Effectiveness 102950 10585 7.2 Define the enterprise information architecture Metric Category Process Efficiency Metric ID 101297 101840 10584 7.4.4.4.4.3 Manage information resources Cost Effectiveness 103298 10585 7.3 Manage information resources Cost Effectiveness 101700 10585 7.4.

3 Manage information resources Metric Category Process Efficiency Metric ID 101315 Supplemental Information 101848 10585 7.4.4.4.4.4 Perform enterprise data and content management Cost Effectiveness 103326 10586 7.4 Perform enterprise data and content management Cost Effectiveness 101712 Copyright 2015 APQC and IBM 414 of 733 .Process Element Hierarchy ID ID Process element 10585 7.4.4.4 Perform enterprise data and content management Cost Effectiveness 102983 10586 7.4 Perform enterprise data and content management Cost Effectiveness 103806 10586 7.4 Perform enterprise data and content management Cost Effectiveness 101629 10586 7.4 Perform enterprise data and content management Cost Effectiveness 101509 10586 7.3 Manage information resources 10586 7.4.4.

1 Develop the IT development strategy Cost Effectiveness 104657 10590 7.5.4.4.5.1 Develop the IT development strategy Cost Effectiveness 104656 10587 7.4 Create IT services and solutions Cost Effectiveness 104662 10590 7.4 Perform enterprise data and content management Process Efficiency Metric ID 101326 10586 7.5.4 Perform enterprise data and content management Supplemental Information 10587 7.5.5.4 Create IT services and solutions Cost Effectiveness 104664 Copyright 2015 APQC and IBM 101850 415 of 733 .Process Element Hierarchy ID ID Process element Metric Category 10586 7.4 Create IT services and solutions Cost Effectiveness 104663 10590 7.

5 Maintain IT services and solutions Process Efficiency 104667 10591 7.5 Support IT services and solutions Cost Effectiveness 104675 10599 7.5.5.7.5 Support IT services and solutions Staff Productivity 104680 Copyright 2015 APQC and IBM 416 of 733 .5.4 Create IT services and solutions Staff Productivity 104679 10591 7.5.5.Process Element Hierarchy ID ID Process element 10590 7.5.7.5 Maintain IT services and solutions Process Efficiency 104666 10591 7.4 Create IT services and solutions Cycle Time 104645 10590 7.5 Maintain IT services and solutions Process Efficiency 104668 10599 7.7.4 Create IT services and solutions Metric Category Metric ID Cost Effectiveness 104674 10590 7.5 Support IT services and solutions Process Efficiency 104665 10599 7.4 Create IT services and solutions Cycle Time 104646 10590 7.5.4 Create IT services and solutions Process Efficiency 104642 10590 7.5 Support IT services and solutions Process Efficiency 104669 10599 7.7.5.

2 Perform revenue accounting Cost Effectiveness 103514 10729 8.Process Element Hierarchy ID ID Process element 10728 8.2 Perform revenue accounting Process Efficiency Copyright 2015 APQC and IBM 101042 417 of 733 .1 Perform planning and management accounting Supplemental Information 102050 10729 8.1 Perform planning and management accounting Metric Category Metric ID Cost Effectiveness 101606 10728 8.1 Perform planning and management accounting Process Efficiency 101172 10728 8.

2 Perform revenue accounting Metric Category Supplemental Information Metric ID 102017 10730 8.3 Perform general accounting and reporting Cost Effectiveness 103551 10730 8.3 Perform general accounting and reporting Cost Effectiveness 103550 10730 8.Process Element Hierarchy ID ID Process element 10729 8.3 Perform general accounting and reporting Cost Effectiveness 103552 Copyright 2015 APQC and IBM 418 of 733 .

3 Perform general accounting and reporting Copyright 2015 APQC and IBM Metric Category Metric ID Cost Effectiveness 103554 419 of 733 .Process Element Hierarchy ID ID Process element 10730 8.

3 Perform general accounting and reporting Copyright 2015 APQC and IBM Metric Category Metric ID Cost Effectiveness 104841 420 of 733 .Process Element Hierarchy ID ID Process element 10730 8.

3 Perform general accounting and reporting Metric Category Metric ID Cost Effectiveness 104842 10730 8.3 Perform general accounting and reporting Process Efficiency 100981 Copyright 2015 APQC and IBM 421 of 733 .Process Element Hierarchy ID ID Process element 10730 8.3 Perform general accounting and reporting Cycle Time 100613 10730 8.

Process Element Hierarchy ID ID Process element 10730 8.4 Manage fixed asset project accounting Supplemental Information 102039 Copyright 2015 APQC and IBM 422 of 733 .3 Perform general accounting and reporting Supplemental Information 102048 10731 8.3 Perform general accounting and reporting Metric Category Process Efficiency Metric ID 104843 10730 8.4 Manage fixed asset project accounting Process Efficiency 101161 10731 8.

5 Process payroll Cost Effectiveness 102720 10732 8.5 Process payroll Cost Effectiveness 103950 Copyright 2015 APQC and IBM 423 of 733 .5 Process payroll Process element Metric Category Metric ID Cost Effectiveness 100464 10732 8.5 Process payroll Cost Effectiveness 103945 10732 8.Process Element Hierarchy ID ID 10732 8.5 Process payroll Cost Effectiveness 103948 10732 8.5 Process payroll Cost Effectiveness 102848 10732 8.

5 Process payroll Cost Effectiveness 103953 10732 8.5 Process payroll Process element Metric Category Metric ID Cost Effectiveness 103951 10732 8.5 Process payroll Cost Effectiveness 104501 10732 8.Process Element Hierarchy ID ID 10732 8.5 Process payroll Cost Effectiveness 103952 10732 8.5 Process payroll Cycle Time Copyright 2015 APQC and IBM 100152 424 of 733 .

5 Process payroll Staff Productivity 100920 10732 8.5 Process payroll Supplemental Information 102057 Copyright 2015 APQC and IBM 425 of 733 .5 Process payroll Process element Metric Category Process Efficiency Metric ID 101106 10732 8.Process Element Hierarchy ID ID 10732 8.5 Process payroll Process Efficiency 101184 10732 8.5 Process payroll Staff Productivity 101372 10732 8.

Process Element Hierarchy ID ID 10732 8.5 Process payroll Copyright 2015 APQC and IBM Process element Metric Category Supplemental Information Metric ID 103053 426 of 733 .

5 Process payroll Copyright 2015 APQC and IBM Process element Metric Category Supplemental Information Metric ID 103379 427 of 733 .Process Element Hierarchy ID ID 10732 8.

Process Element Hierarchy ID ID Process element 10733 8.6 Process accounts payable and expense reimbursements 10733 8.6 Process accounts payable and expense reimbursements Copyright 2015 APQC and IBM Metric Category Metric ID Cost Effectiveness 104829 Cost Effectiveness 104830 428 of 733 .

6 Process accounts payable and expense reimbursements Cost Effectiveness 104833 Copyright 2015 APQC and IBM 429 of 733 .Process Element Hierarchy ID ID Process element 10733 8.6 Process accounts payable and expense reimbursements Cost Effectiveness 104828 10733 8.6 Process accounts payable and expense reimbursements Cost Effectiveness 104825 10733 8.6 Process accounts payable and expense reimbursements Metric Category Metric ID Cost Effectiveness 103971 10733 8.

6 Process accounts payable and expense reimbursements Cost Effectiveness 104835 10733 8.Process Element Hierarchy ID ID Process element 10733 8.6 Process accounts payable and expense reimbursements Process Efficiency 101095 10733 8.6 Process accounts payable and expense reimbursements Metric Category Metric ID Cost Effectiveness 104834 10733 8.6 Process accounts payable and expense reimbursements Process Efficiency 104822 10733 8.6 Process accounts payable and expense reimbursements Supplemental Information 102018 Copyright 2015 APQC and IBM 430 of 733 .

6 Process accounts payable and expense reimbursements Copyright 2015 APQC and IBM Metric Category Supplemental Information Metric ID 104823 Supplemental Information 104826 431 of 733 .6 Process accounts payable and expense reimbursements 10733 8.Process Element Hierarchy ID ID Process element 10733 8.

6 Process accounts payable and expense reimbursements Copyright 2015 APQC and IBM Metric Category Supplemental Information Metric ID 104827 Supplemental Information 104831 432 of 733 .Process Element Hierarchy ID ID Process element 10733 8.6 Process accounts payable and expense reimbursements 10733 8.

7 Manage treasury operations Process Efficiency 101167 10734 8.7 Manage treasury operations Cost Effectiveness 104893 10734 8.Process Element Hierarchy ID ID Process element 10734 8.7 Manage treasury operations Staff Productivity 104617 10734 8.7 Manage treasury operations Process Efficiency 103152 10734 8.7 Manage treasury operations Staff Productivity 104812 10734 8.7 Manage treasury operations Cost Effectiveness 104816 10734 8.7 Manage treasury operations Staff Productivity 104820 10734 8.7 Manage treasury operations Metric Category Metric ID Cost Effectiveness 104806 10734 8.7 Manage treasury operations 104776 10734 8.7 Manage treasury operations Supplemental Information Supplemental Information Copyright 2015 APQC and IBM 102045 433 of 733 .

8 Manage internal controls Cost Effectiveness 104014 Copyright 2015 APQC and IBM 434 of 733 .Process Element Hierarchy ID ID Process element 10735 8.8 Manage internal controls Cost Effectiveness 103378 10735 8.8 Manage internal controls Metric Category Metric ID Cost Effectiveness 103051 10735 8.

8 Manage internal controls Cost Effectiveness 104019 Copyright 2015 APQC and IBM 435 of 733 .8 Manage internal controls Metric Category Metric ID Cost Effectiveness 104015 10735 8.Process Element Hierarchy ID ID Process element 10735 8.8 Manage internal controls Cost Effectiveness 104016 10735 8.

9 Manage taxes Process Efficiency 101165 10736 8.9 Manage taxes Cost Effectiveness 104894 10736 8.Process Element Hierarchy ID ID Process element 10735 8.9 Manage taxes Cost Effectiveness 104807 10736 8.9 Manage taxes Supplemental Information 102043 Copyright 2015 APQC and IBM 436 of 733 .8 Manage internal controls Supplemental Information 10736 8.8 Manage internal controls Metric Category Process Efficiency Metric ID 101163 102041 10735 8.

1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102990 10738 8.1 Perform planning/budgeting/forecasting Metric Category Metric ID Cost Effectiveness 101574 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 437 of 733 .Process Element Hierarchy ID ID Process element 10738 8.1 Perform planning/budgeting/forecasting Cost Effectiveness 102988 10738 8.1.1.

1 Perform planning/budgeting/forecasting Process Efficiency 101760 10738 8.1 Perform planning/budgeting/forecasting Cycle Time 100635 10738 8.1 Perform planning/budgeting/forecasting Process Efficiency 101761 10738 8.1 Perform planning/budgeting/forecasting Process Efficiency 101098 10738 8.1.Process Element Hierarchy ID ID Process element 10738 8.1 Perform planning/budgeting/forecasting Metric Category Metric ID Cost Effectiveness 103812 10738 8.1 Perform planning/budgeting/forecasting Process Efficiency 100892 10738 8.1.1 Perform planning/budgeting/forecasting Cycle Time 100604 10738 8.1 Perform planning/budgeting/forecasting Cycle Time 100160 10738 8.1.1.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103813 10738 8.1.1.1.1 Perform planning/budgeting/forecasting Process Efficiency 101762 10738 8.1 Perform planning/budgeting/forecasting Supplemental Information 102027 Copyright 2015 APQC and IBM 438 of 733 .1.1.1.

1.1.2 Perform cost accounting and control Cost Effectiveness 103802 10739 8.1.2 Perform cost accounting and control Metric Category Metric ID Cost Effectiveness 103065 10739 8.2 Perform cost accounting and control Cost Effectiveness 103067 10739 8.2 Perform cost accounting and control Cost Effectiveness 103989 Copyright 2015 APQC and IBM 439 of 733 .Process Element Hierarchy ID ID Process element 10739 8.1.

4 Evaluate and manage financial performance Cost Effectiveness 101555 10741 8.1.1.1.3 Perform cost management Cost Effectiveness 103385 10741 8.Process Element Hierarchy ID ID Process element 10739 8.4 Evaluate and manage financial performance Cost Effectiveness 103282 Copyright 2015 APQC and IBM 440 of 733 .2 Perform cost accounting and control Supplemental Information 10740 8.1.1.2 Perform cost accounting and control Metric Category Process Efficiency Metric ID 101089 102059 10739 8.

1.Process Element Hierarchy ID ID Process element 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 8.4 Evaluate and manage financial performance Cycle Time 100616 10741 8.4 Evaluate and manage financial performance Cycle Time 100617 Copyright 2015 APQC and IBM 441 of 733 .4 Evaluate and manage financial performance Metric Category Metric ID Cost Effectiveness 103677 10741 8.4 Evaluate and manage financial performance Cost Effectiveness 102923 10741 8.1.1.1.1.4 Evaluate and manage financial performance Cost Effectiveness 102921 10741 8.

1.4 Evaluate and manage financial performance Supplemental Information 101973 10741 8.4 Evaluate and manage financial performance Process Efficiency 101019 10741 8.4 Evaluate and manage financial performance Metric Category Cycle Time Metric ID 100618 10741 8.1.1.4 Evaluate and manage financial performance Supplemental Information 100405 10741 8.Process Element Hierarchy ID ID Process element 10741 8.4 Evaluate and manage financial performance Supplemental Information 100407 10741 8.4 Evaluate and manage financial performance Supplemental Information 100684 10741 8.4 Evaluate and manage financial performance Staff Productivity 103159 10741 8.4 Evaluate and manage financial performance Supplemental Information 101976 Copyright 2015 APQC and IBM 442 of 733 .1.1.1.4 Evaluate and manage financial performance Supplemental Information 101763 10741 8.1.1.1.

1 Process customer credit Cost Effectiveness 101582 10742 8.2.4 Evaluate and manage financial performance Supplemental Information 10742 8.2.1 Process customer credit Cost Effectiveness 103857 10742 8.1.Process Element Hierarchy ID ID Process element 10741 8.2.1 Process customer credit Cost Effectiveness 103010 10742 8.1 Process customer credit Cost Effectiveness 103855 10742 8.2.2.1 Process customer credit Cost Effectiveness 103859 10742 8.1.1 Process customer credit Cycle Time Copyright 2015 APQC and IBM 100561 443 of 733 .2.1 Process customer credit Cost Effectiveness 103853 10742 8.2.4 Evaluate and manage financial performance Metric Category Supplemental Information Metric ID 102009 102831 10741 8.

2.2.2.1 Process customer credit Process Efficiency 101114 10742 8.2 Invoice customer Cost Effectiveness 102933 10743 8.2.1 Process customer credit Staff Productivity 100878 10742 8.2.2 Invoice customer Cost Effectiveness 103289 Copyright 2015 APQC and IBM 444 of 733 .2.Process Element Hierarchy ID ID Process element 10742 8.2.1 Process customer credit Staff Productivity 100902 10742 8.1 Process customer credit Supplemental Information 102034 10743 8.1 Process customer credit Metric Category Process Efficiency Metric ID 101078 10742 8.

2.2.2 Invoice customer Cycle Time 100164 Copyright 2015 APQC and IBM 445 of 733 .2.2.2 Invoice customer Cycle Time 100558 10743 8.2 Invoice customer Cost Effectiveness 101561 10743 8.2 Invoice customer Metric Category Metric ID Cost Effectiveness 103343 10743 8.2 Invoice customer Cost Effectiveness 103706 10743 8.2 Invoice customer Cost Effectiveness 103697 10743 8.2 Invoice customer Cost Effectiveness 103699 10743 8.2.2.2.2.Process Element Hierarchy ID ID Process element 10743 8.2 Invoice customer Cost Effectiveness 103694 10743 8.2 Invoice customer Cost Effectiveness 103709 10743 8.2.2.2 Invoice customer Cost Effectiveness 103702 10743 8.

2.2 Invoice customer Process Efficiency 102161 10743 8.2 Invoice customer Process Efficiency 102134 10743 8.3 Process accounts receivable (AR) Supplemental 100230 Information Supplemental 100387 Information Cost Effectiveness 101581 Copyright 2015 APQC and IBM 446 of 733 .2.2.2.2.2 Invoice customer Staff Productivity 101287 10743 8.2.2.2.2.2.Process Element Hierarchy ID ID Process element 10743 8.2 Invoice customer Staff Productivity 101280 10743 8.2 Invoice customer 10743 8.2.2 Invoice customer Supplemental Information 102157 10743 8.2 Invoice customer Metric Category Process Efficiency Metric ID 101035 10743 8.2.2 Invoice customer Supplemental Information 101870 10743 8.2 Invoice customer Supplemental Information 102010 10743 8.2 Invoice customer Process Efficiency 102142 10743 8.2 Invoice customer 10744 8.

3 Process accounts receivable (AR) Metric Category Metric ID Cost Effectiveness 103005 10744 8.3 Process accounts receivable (AR) Cost Effectiveness 103007 10744 8.3 Process accounts receivable (AR) Cost Effectiveness 103843 10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103844 Copyright 2015 APQC and IBM 447 of 733 .2.2.2.Process Element Hierarchy ID ID Process element 10744 8.3 Process accounts receivable (AR) Cost Effectiveness 103341 10744 8.2.

3 Process accounts receivable (AR) Metric Category Metric ID Cost Effectiveness 103845 10744 8.3 Process accounts receivable (AR) Process Efficiency 101656 10744 8.2.2.2.3 Process accounts receivable (AR) Cycle Time 100581 10744 8.2.3 Process accounts receivable (AR) Process Efficiency 102463 Copyright 2015 APQC and IBM 448 of 733 .3 Process accounts receivable (AR) Process Efficiency 101950 10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101758 10744 8.3 Process accounts receivable (AR) Process Efficiency 102264 10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103846 10744 8.3 Process accounts receivable (AR) Process Efficiency 102152 10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103850 10744 8.3 Process accounts receivable (AR) Process Efficiency 102286 10744 8.3 Process accounts receivable (AR) Cycle Time 100178 10744 8.2.2.Process Element Hierarchy ID ID Process element 10744 8.2.2.2.

3 Process accounts receivable (AR) Process Efficiency 103167 10744 8.3 Process accounts receivable (AR) Staff Productivity 100904 10744 8.2.2.2.3 Process accounts receivable (AR) 101278 10744 8.2.3 Process accounts receivable (AR) Staff Productivity 100797 10744 8.3 Process accounts receivable (AR) Supplemental Information Supplemental Information 10744 8.2.Process Element Hierarchy ID ID Process element 10744 8.2.2.2.3 Process accounts receivable (AR) Supplemental Information 102033 Copyright 2015 APQC and IBM 103004 449 of 733 .3 Process accounts receivable (AR) Staff Productivity 101395 10744 8.3 Process accounts receivable (AR) Supplemental Information 102011 10744 8.3 Process accounts receivable (AR) Metric Category Process Efficiency Metric ID 101109 10744 8.2.

4 Manage and process collections Cost Effectiveness 103718 Copyright 2015 APQC and IBM 450 of 733 .2.2.4 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 103717 10745 8.2.4 Manage and process collections Cost Effectiveness 103716 10745 8.Process Element Hierarchy ID ID Process element 10744 8.2.3 Process accounts receivable (AR) Metric Category Supplemental Information Metric ID 103340 10745 8.

4 Manage and process collections Supplemental Information 102013 Copyright 2015 APQC and IBM 451 of 733 .Process Element Hierarchy ID ID Process element 10745 8.4 Manage and process collections Process Efficiency 102155 10745 8.2.4 Manage and process collections Staff Productivity 104115 10745 8.2.4 Manage and process collections Process Efficiency 101048 10745 8.4 Manage and process collections Process Efficiency 104166 10745 8.2.2.2.2.2.4 Manage and process collections Cost Effectiveness 104467 10745 8.2.2.2.4 Manage and process collections Staff Productivity 100796 10745 8.4 Manage and process collections Cost Effectiveness 103724 10745 8.4 Manage and process collections Cost Effectiveness 101563 10745 8.4 Manage and process collections Metric Category Metric ID Cost Effectiveness 103723 10745 8.

2.5 Manage and process adjustments/deductions Cost Effectiveness 102937 10746 8.5 Manage and process adjustments/deductions Metric Category Metric ID Cost Effectiveness 101562 10746 8.2.2.5 Manage and process adjustments/deductions Staff Productivity 100880 Copyright 2015 APQC and IBM 452 of 733 .5 Manage and process adjustments/deductions Cycle Time 100628 10746 8.Process Element Hierarchy ID ID Process element 10746 8.5 Manage and process adjustments/deductions Process Efficiency 101043 10746 8.5 Manage and process adjustments/deductions Cost Effectiveness 103712 10746 8.2.2.2.5 Manage and process adjustments/deductions Cost Effectiveness 103291 10746 8.2.

3.1 Manage policies and procedures Cost Effectiveness 101593 10747 8.3.1 Manage policies and procedures Cost Effectiveness 103055 10747 8.3.3.3.5 Manage and process adjustments/deductions Metric Category Supplemental Information Metric ID 102012 10747 8.1 Manage policies and procedures Cost Effectiveness 103380 10747 8.1 Manage policies and procedures Cost Effectiveness 103973 10747 8.Process Element Hierarchy ID ID Process element 10746 8.2.1 Manage policies and procedures Cost Effectiveness 104844 Copyright 2015 APQC and IBM 453 of 733 .

3.3.1 Manage policies and procedures Supplemental Information 102015 Copyright 2015 APQC and IBM 454 of 733 .1 Manage policies and procedures Metric Category Metric ID Cost Effectiveness 104845 10747 8.1 Manage policies and procedures Supplemental Information 104846 10747 8.1 Manage policies and procedures Process Efficiency 101054 10747 8.3.3.Process Element Hierarchy ID ID Process element 10747 8.

3.2 Perform general accounting Cost Effectiveness 103980 10748 8.Process Element Hierarchy ID ID Process element 10748 8.3.2 Perform general accounting Metric Category Metric ID Cost Effectiveness 101596 10748 8.2 Perform general accounting Cost Effectiveness 103983 Copyright 2015 APQC and IBM 455 of 733 .2 Perform general accounting Cost Effectiveness 103059 10748 8.2 Perform general accounting Cost Effectiveness 103381 10748 8.2 Perform general accounting Cost Effectiveness 103976 10748 8.3.3.3.3.

3.2 Perform general accounting Process Efficiency 101096 10748 8.3.2 Perform general accounting Cycle Time 104615 10748 8.2 Perform general accounting Cycle Time 100625 10748 8.3.2 Perform general accounting Staff Productivity 100875 Copyright 2015 APQC and IBM 456 of 733 .2 Perform general accounting Process Efficiency 100848 10748 8.2 Perform general accounting Staff Productivity 101330 10748 8.2 Perform general accounting Process Efficiency 101753 10748 8.2 Perform general accounting Metric Category Metric ID Cost Effectiveness 103056 10748 8.3.3.3.2 Perform general accounting Process Efficiency 101765 10748 8.3.Process Element Hierarchy ID ID Process element 10748 8.3.3.

3.2 Perform general accounting Supplemental Information 104847 10748 8.2 Perform general accounting 10749 8.Process Element Hierarchy ID ID Process element 10748 8.3 Perform fixed asset accounting Cost Effectiveness 102986 Copyright 2015 APQC and IBM 457 of 733 .3.3.2 Perform general accounting Metric Category Supplemental Information Metric ID 101827 10748 8.3.3 Perform fixed asset accounting Supplemental 100874 Information Cost Effectiveness 100456 10749 8.3 Perform fixed asset accounting Cost Effectiveness 101573 10749 8.3.3.3.2 Perform general accounting Supplemental Information 102025 10748 8.

Process Element Hierarchy ID ID Process element 10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103535 10749 8.3 Perform fixed asset accounting Cost Effectiveness 103329 10749 8.3 Perform fixed asset accounting Cost Effectiveness 103546 10749 8.3 Perform fixed asset accounting Metric Category Metric ID Cost Effectiveness 102987 10749 8.3.3.3 Perform fixed asset accounting Cost Effectiveness 103518 10749 8.3.3.3 Perform fixed asset accounting Cost Effectiveness 103223 10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103547 Copyright 2015 APQC and IBM 458 of 733 .3.

Process Element Hierarchy ID ID Process element 10749 8.3.3.3 Perform fixed asset accounting Cost Effectiveness 104468 10749 8.3.3 Perform fixed asset accounting Metric Category Metric ID Cost Effectiveness 103549 10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103810 10749 8.3.3 Perform fixed asset accounting Cost Effectiveness 103809 10749 8.3 Perform fixed asset accounting Cost Effectiveness 104848 Copyright 2015 APQC and IBM 459 of 733 .

3 Perform fixed asset accounting Process Efficiency 101902 10749 8.3.3 Perform fixed asset accounting Process Efficiency 101869 10749 8.3 Perform fixed asset accounting Perform fixed asset accounting Cycle Time Cycle Time 100592 100593 10749 8.3 Perform fixed asset accounting Process Efficiency 101091 10749 8.3 Perform fixed asset accounting Process Efficiency 100307 10749 8.3 Perform fixed asset accounting Metric Category Cycle Time Metric ID 100591 10749 10749 8.3.3.3.3.3.Process Element Hierarchy ID ID Process element 10749 8.3.3.3 Perform fixed asset accounting Process Efficiency 101162 10749 8.3 Perform fixed asset accounting Process Efficiency 100734 10749 8.3 Perform fixed asset accounting Process Efficiency 101903 10749 8.3 8.3.3.3.3 Perform fixed asset accounting Staff Productivity 101329 Copyright 2015 APQC and IBM 460 of 733 .

3.3 Perform fixed asset accounting Staff Productivity 100965 10749 8.Process Element Hierarchy ID ID Process element 10749 8.3 Perform fixed asset accounting Supplemental Information 102040 10749 8.3.3 Perform fixed asset accounting 100868 10749 8.3.3.3.3 Perform fixed asset accounting Supplemental Information Supplemental Information Copyright 2015 APQC and IBM 100733 461 of 733 .3 Perform fixed asset accounting Metric Category Staff Productivity Metric ID 100964 10749 8.3.3 Perform fixed asset accounting Supplemental Information 102022 10749 8.

3 Perform fixed asset accounting Metric Category Supplemental Information Metric ID 104849 10750 8.3.4 Perform financial reporting Cost Effectiveness 103984 Copyright 2015 APQC and IBM 462 of 733 .4 Perform financial reporting Cost Effectiveness 103061 10750 8.3.3.3.4 Perform financial reporting Cost Effectiveness 101599 10750 8.Process Element Hierarchy ID ID Process element 10749 8.3.4 Perform financial reporting Cost Effectiveness 103383 10750 8.

3.3.4 Perform financial reporting Cycle Time 100597 10750 8.3.3.4 Perform financial reporting Process Efficiency 101090 Copyright 2015 APQC and IBM 463 of 733 .3.3.3.4 Perform financial reporting Cycle Time 100162 10750 8.Process Element Hierarchy ID ID Process element 10750 8.4 Perform financial reporting Cost Effectiveness 104851 10750 8.4 Perform financial reporting Cycle Time 100552 10750 8.3.4 Perform financial reporting Cycle Time 100555 10750 8.4 Perform financial reporting Metric Category Metric ID Cost Effectiveness 104469 10750 8.4 Perform financial reporting Cycle Time 100594 10750 8.

1 Perform capital planning and project approval Cost Effectiveness 103801 Copyright 2015 APQC and IBM 464 of 733 .1 Perform capital planning and project approval Cost Effectiveness 101603 10751 8.1 Perform capital planning and project approval Cost Effectiveness 100010 10751 8.4 Perform financial reporting Supplemental Information 10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 103325 10751 8.4.4.3.4 Perform financial reporting Metric Category Supplemental Information Metric ID 102021 104852 10750 8.1 Perform capital planning and project approval Cost Effectiveness 103064 10751 8.1 Perform capital planning and project approval Cost Effectiveness 100008 10751 8.4.3.4.4.Process Element Hierarchy ID ID Process element 10750 8.

4.4.2 Perform capital project accounting Cost Effectiveness 103332 10752 8.1 Perform capital planning and project approval Process Efficiency 100009 10751 8.4.2 Perform capital project accounting Process Efficiency Copyright 2015 APQC and IBM 100896 465 of 733 .2 Perform capital project accounting Cost Effectiveness 103817 10752 8.4.4.4.2 Perform capital project accounting Cost Effectiveness 101577 10752 8.1 Perform capital planning and project approval 10751 8.4.1 Perform capital planning and project approval Supplemental Information 102019 10752 8.1 Perform capital planning and project approval Metric Category Cycle Time Process Efficiency Metric ID 100586 101086 10751 8.2 Perform capital project accounting Cost Effectiveness 102993 10752 8.4.2 Perform capital project accounting Cost Effectiveness 103818 10752 8.2 Perform capital project accounting Cost Effectiveness 104470 10752 8.4.Process Element Hierarchy ID ID Process element 10751 8.4.4.

5.1 Report time Cost Effectiveness 103022 10753 8.2 Perform capital project accounting Metric Category Process Efficiency Metric ID 101088 102020 10752 8.1 Report time Cost Effectiveness 103023 10753 8.2 Perform capital project accounting Supplemental Information 10753 8.5.Process Element Hierarchy ID ID Process element 10752 8.5.1 Report time Cost Effectiveness 103890 10753 8.1 Report time Cost Effectiveness 103351 10753 8.1 Report time Cost Effectiveness 101604 10753 8.5.5.5.4.1 Report time Cycle Time Copyright 2015 APQC and IBM 100540 466 of 733 .1 Report time Cost Effectiveness 103887 10753 8.5.1 Report time Cost Effectiveness 103892 10753 8.4.5.

5.5.5.5.1 Report time Process Efficiency 104487 10753 8.5.1 Report time Staff Productivity 101422 10753 8.1 Report time Process Efficiency 102696 10753 8.2 Manage pay Cost Effectiveness 102956 Copyright 2015 APQC and IBM 467 of 733 .1 Report time Process Efficiency 102698 10753 8.5.1 Report time Process element Metric Category Process Efficiency Metric ID 101130 10753 8.1 Report time Process Efficiency 101134 10753 8.1 Report time Supplemental Information 102037 10753 8.5.5.Process Element Hierarchy ID ID 10753 8.1 Report time Supplemental Information 102389 10754 8.5.5.5.2 Manage pay Cost Effectiveness 101602 10754 8.1 Report time Process Efficiency 104488 10753 8.

5.5.5.2 Manage pay Cycle Time 100532 10754 8.2 Manage pay Cost Effectiveness 103736 10754 8.2 Manage pay Cycle Time 100536 10754 8.2 Manage pay Cycle Time 100546 Copyright 2015 APQC and IBM 468 of 733 .5.5.Process Element Hierarchy ID ID 10754 8.5.5.5.2 Manage pay Cycle Time 100543 10754 8.2 Manage pay Cost Effectiveness 103741 10754 8.2 Manage pay Cost Effectiveness 103304 10754 8.2 Manage pay Process element Metric Category Metric ID Cost Effectiveness 102957 10754 8.2 Manage pay Cost Effectiveness 103739 10754 8.2 Manage pay Cycle Time 100529 10754 8.5.5.

5.5.5.2 Manage pay Process Efficiency 101958 10754 8.2 Manage pay Process Efficiency 101061 10754 8.2 Manage pay Process element Metric Category Cycle Time Metric ID 100549 10754 8.2 Manage pay Process Efficiency 101373 10754 8.5.5.5.2 Manage pay Process Efficiency 102383 10754 8.2 Manage pay Staff Productivity 101370 Copyright 2015 APQC and IBM 469 of 733 .5.5.5.5.5.2 Manage pay Staff Productivity 101334 10754 8.2 Manage pay Process Efficiency 101057 10754 8.Process Element Hierarchy ID ID 10754 8.2 Manage pay Process Efficiency 101429 10754 8.2 Manage pay Process Efficiency 102380 10754 8.2 Manage pay Process Efficiency 101739 10754 8.

5.3 Process payroll taxes Cost Effectiveness 103883 Copyright 2015 APQC and IBM 470 of 733 .5.2 Manage pay Supplemental Information 100390 10754 8.3 Process payroll taxes Cost Effectiveness 103020 10755 8.5.2 Manage pay Process element Metric Category Supplemental Information Metric ID 102014 10754 8.3 Process payroll taxes Cost Effectiveness 103019 10755 8.3 Process payroll taxes Cost Effectiveness 103349 10755 8.2 Manage pay Supplemental Information 102385 10755 8.5.Process Element Hierarchy ID ID 10754 8.5.5.5.

3 Process payroll taxes Cycle Time 100534 10755 8.3 Process payroll taxes Metric Category Metric ID Cost Effectiveness 103885 10755 8.5.1 Process accounts payable (AP) Cost Effectiveness 101580 Copyright 2015 APQC and IBM 471 of 733 .5.3 Process payroll taxes Process Efficiency 101128 10755 8.Process Element Hierarchy ID ID Process element 10755 8.5.3 Process payroll taxes Supplemental Information 102387 10756 8.5.3 Process payroll taxes Process Efficiency 101120 10755 8.5.5.1 Process accounts payable (AP) Cost Effectiveness 100451 10756 8.6.3 Process payroll taxes Cost Effectiveness 101605 10755 8.6.3 Process payroll taxes Supplemental Information 102007 10755 8.5.

6.6.6.6.1 Process accounts payable (AP) Cost Effectiveness 103831 Copyright 2015 APQC and IBM 472 of 733 .6.6.1 Process accounts payable (AP) Metric Category Metric ID Cost Effectiveness 103336 10756 8.6.Process Element Hierarchy ID ID Process element 10756 8.1 Process accounts payable (AP) Cost Effectiveness 103828 10756 8.1 Process accounts payable (AP) Cost Effectiveness 103827 10756 8.1 Process accounts payable (AP) Cost Effectiveness 103826 10756 8.1 Process accounts payable (AP) Cost Effectiveness 103825 10756 8.1 Process accounts payable (AP) Cost Effectiveness 103338 10756 8.

6.6.1 Process accounts payable (AP) Cost Effectiveness 103838 10756 8.6.6.1 Process accounts payable (AP) Cost Effectiveness 104204 10756 8.1 Process accounts payable (AP) Cost Effectiveness 102999 10756 8.1 Process accounts payable (AP) Cost Effectiveness 103001 Copyright 2015 APQC and IBM 473 of 733 .6.1 Process accounts payable (AP) Metric Category Metric ID Cost Effectiveness 103835 10756 8.Process Element Hierarchy ID ID Process element 10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 102997 10756 8.

1 Process accounts payable (AP) Cycle Time 100636 10756 8.1 Process accounts payable (AP) Metric Category Cycle Time Metric ID 104923 10756 8.1 Process accounts payable (AP) Process Efficiency 102136 10756 8.1 Process accounts payable (AP) Process Efficiency 101944 10756 8.6.6.6.1 Process accounts payable (AP) Process Efficiency 101947 Copyright 2015 APQC and IBM 474 of 733 .6.1 Process accounts payable (AP) Process Efficiency 102146 10756 8.6.1 Process accounts payable (AP) Process Efficiency 101108 10756 8.6.1 Process accounts payable (AP) Process Efficiency 102149 10756 8.6.6.1 Process accounts payable (AP) Cycle Time 100632 10756 8.6.6.1 Process accounts payable (AP) Process Efficiency 102139 10756 8.6.6.6.1 Process accounts payable (AP) Cycle Time 100154 10756 8.1 Process accounts payable (AP) Process Efficiency 101738 10756 8.Process Element Hierarchy ID ID Process element 10756 8.1 Process accounts payable (AP) Cycle Time 100575 10756 8.

1 Process accounts payable (AP) Staff Productivity 101290 10756 8.1 Process accounts payable (AP) Staff Productivity 100917 10756 8.1 Process accounts payable (AP) Process Efficiency 102164 10756 8.6.6.6.1 Process accounts payable (AP) 101285 10756 8.1 Process accounts payable (AP) Metric Category Process Efficiency Metric ID 102163 10756 8.Process Element Hierarchy ID ID Process element 10756 8.1 Process accounts payable (AP) Supplemental Information 102032 10756 8.6.6.6.1 Process accounts payable (AP) Supplemental Information Supplemental Information 10756 8.6.6.1 Process accounts payable (AP) Staff Productivity 101283 10756 8.1 Process accounts payable (AP) Supplemental Information 104605 Copyright 2015 APQC and IBM 102996 475 of 733 .6.6.1 Process accounts payable (AP) Process Efficiency 104301 10756 8.

1 Process accounts payable (AP) 10756 8.1 Process accounts payable (AP) Supplemental Information 103335 Copyright 2015 APQC and IBM 104924 104925 476 of 733 .1 Process accounts payable (AP) Supplemental Information 104927 10756 8.1 Process accounts payable (AP) Supplemental Information 104928 10756 8.6.6.6.1 Process accounts payable (AP) Supplemental Information 104929 10756 8.Process Element Hierarchy ID ID Process element 10756 8.1 Process accounts payable (AP) 10756 8.6.1 Process accounts payable (AP) 10756 8.6.6.6.6.1 Process accounts payable (AP) Metric Category Supplemental Information Metric ID 104612 Supplemental Information Supplemental Information Supplemental Information 104922 10756 8.1 Process accounts payable (AP) Supplemental Information 104926 10756 8.6.

2 Process expense reimbursements Cost Effectiveness 103863 10757 8.6.6.6.Process Element Hierarchy ID ID Process element 10757 8.2 Process expense reimbursements Cost Effectiveness 103013 10757 8.2 Process expense reimbursements Cost Effectiveness 103864 Copyright 2015 APQC and IBM 477 of 733 .6.6.2 Process expense reimbursements Metric Category Metric ID Cost Effectiveness 102850 10757 8.2 Process expense reimbursements Cost Effectiveness 103345 10757 8.

6.6.2 Process expense reimbursements Metric Category Metric ID Cost Effectiveness 103865 10757 8.2 Process expense reimbursements Cost Effectiveness 101583 Copyright 2015 APQC and IBM 478 of 733 .2 Process expense reimbursements Cost Effectiveness 103869 10757 8.6.6.2 Process expense reimbursements Cost Effectiveness 103866 10757 8.2 Process expense reimbursements Cost Effectiveness 104606 10757 8.6.6.2 Process expense reimbursements Cost Effectiveness 104607 10757 8.6.2 Process expense reimbursements Cost Effectiveness 103873 10757 8.Process Element Hierarchy ID ID Process element 10757 8.

2 Process expense reimbursements Process Efficiency 101995 10757 8.2 Process expense reimbursements Process Efficiency 101119 10757 8.6.6.6.6.6.2 Process expense reimbursements Supplemental Information 104609 Copyright 2015 APQC and IBM 104608 479 of 733 .2 Process expense reimbursements Staff Productivity 100952 10757 8.6.2 Process expense reimbursements Process Efficiency 102650 10757 8.2 Process expense reimbursements Metric Category Cycle Time Metric ID 100587 10757 8.6.6.2 Process expense reimbursements Process Efficiency 101262 10757 8.2 Process expense reimbursements 100955 10757 8.6.6.Process Element Hierarchy ID ID Process element 10757 8.2 Process expense reimbursements Staff Productivity 101419 10757 8.2 Process expense reimbursements Supplemental Information Supplemental Information 10757 8.

2 Manage cash Cycle Time 104809 10759 8.6.2 Process expense reimbursements Metric Category Supplemental Information Metric ID 104610 10757 8.6.2 Manage cash Cycle Time 100171 10759 8.7.7.2 Manage cash Cost Effectiveness 104814 10759 8.2 Process expense reimbursements Supplemental Information 104611 10757 8.7.7.7.2 Process expense reimbursements Supplemental Information 102035 10759 8.6.2 Manage cash Cost Effectiveness 104815 10759 8.7.2 Manage cash Cycle Time 100175 10759 8.2 Manage cash Staff Productivity 104810 Copyright 2015 APQC and IBM 480 of 733 .Process Element Hierarchy ID ID Process element 10757 8.

7.8.8.8.8.1 Establish internal controls policies and procedures Cost Effectiveness 101554 10762 8.2 Manage cash Staff Productivity 104819 10762 8.1 Establish internal controls policies and procedures Cost Effectiveness 103673 10762 8.1 Establish internal controls policies and procedures Process Efficiency Copyright 2015 APQC and IBM 101018 481 of 733 .7.1 Establish internal controls policies and procedures Cost Effectiveness 103161 10762 8.8.8.Process Element Hierarchy ID ID 10759 8.2 Manage cash Process element Metric Category Staff Productivity Metric ID 104811 10759 8.1 Establish internal controls policies and procedures Cost Effectiveness 103280 10762 8.2 Manage cash Staff Productivity 104818 10759 8.7.1 Establish internal controls policies and procedures Cost Effectiveness 102918 10762 8.

8.8.Process Element Hierarchy ID ID Process element Metric Category 10762 8.8.1 Establish internal controls policies and procedures Supplemental Information 102312 Copyright 2015 APQC and IBM 482 of 733 .8.1 Establish internal controls policies and procedures Supplemental Information 102113 10762 8.1 Establish internal controls policies and procedures Supplemental Information 102115 10762 8.1 Establish internal controls policies and procedures Supplemental Information Metric ID 102006 10762 8.1 Establish internal controls policies and procedures Supplemental Information 102112 10762 8.8.1 Establish internal controls policies and procedures Supplemental Information 102114 10762 8.8.

1 Establish internal controls policies and procedures Supplemental Information 102372 10762 8.Process Element Hierarchy ID ID Process element Metric Category 10762 8.8.1 Establish internal controls policies and procedures Supplemental Information 102373 Copyright 2015 APQC and IBM 483 of 733 .8.8.1 Establish internal controls policies and procedures Supplemental Information Metric ID 102313 10762 8.1 Establish internal controls policies and procedures Supplemental Information 102314 10762 8.8.

2 Operate controls and monitor compliance with internal controls policies and procedures Cost Effectiveness 103315 10763 8.2 Operate controls and monitor compliance with internal controls policies and procedures Cycle Time Copyright 2015 APQC and IBM 100140 484 of 733 .8.2 Operate controls and monitor compliance with internal controls policies and procedures Cost Effectiveness 101568 10763 8.8.1 Establish internal controls policies and procedures Supplemental Information Metric ID 102374 10763 8.8.8.Process Element Hierarchy ID ID Process element Metric Category 10762 8.8.2 Operate controls and monitor compliance with internal controls policies and procedures Cost Effectiveness 103766 10763 8.2 Operate controls and monitor compliance with internal controls policies and procedures Cost Effectiveness 102969 10763 8.8.

2 Process Efficiency 101375 10763 8.8.8.2 Supplemental Information Supplemental Information 102398 10763 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 102401 485 of 733 .8.8.2 Cycle Time 100608 10763 8.2 Operate controls and monitor compliance with internal controls policies and procedures Operate controls and monitor compliance with internal controls policies and procedures Process Efficiency 100899 10763 8.8.2 Process Efficiency 102392 10763 8.2 Operate controls and monitor compliance with internal controls policies and procedures Operate controls and monitor compliance with internal controls policies and procedures Process Efficiency 101424 10763 8.8.8.8.Process Element Hierarchy ID ID Process element 10763 8.2 Operate controls and monitor compliance with internal controls policies and procedures Process Efficiency 101070 10763 8.2 8.2 Operate controls and monitor compliance with internal controls policies and procedures Metric Category Cycle Time Metric ID 100144 10763 8.8.2 Operate controls and monitor compliance with internal controls policies and procedures Cycle Time 100148 10763 8.8.

3 Report on internal controls compliance Cost Effectiveness 103016 10764 8.2 Operate controls and monitor compliance with internal controls policies and procedures 10763 8.3 Report on internal controls compliance Cost Effectiveness 103879 10764 8.3 Report on internal controls compliance Cost Effectiveness 101584 10764 8.8.8.Process Element Hierarchy ID ID Process element 10763 8.8.8.2 Operate controls and monitor compliance with internal controls policies and procedures Supplemental Information 10764 8.8.8.3 Report on internal controls compliance Process Efficiency 101125 Copyright 2015 APQC and IBM 486 of 733 .2 Operate controls and monitor compliance with internal controls policies and procedures Metric Category Supplemental Information Supplemental Information Metric ID 103173 102016 101912 10763 8.3 Report on internal controls compliance Cost Effectiveness 103347 10764 8.8.8.8.3 Report on internal controls compliance Process Efficiency 102391 10764 8.

6 Monitor and execute risk and hedging transactions Staff Productivity 104813 11216 10.8.6.3 Report on internal controls compliance Metric Category Supplemental Information Metric ID 101459 Supplemental Information Supplemental Information Supplemental Information 101533 Process Efficiency 104604 10764 8.6 Monitor and execute risk and hedging transactions Staff Productivity 104821 11208 8.7.8.9.6 Monitor and execute risk and hedging transactions Cost Effectiveness 104817 11208 8.1.3 Report on internal controls compliance 10764 8.7.7.Process Element Hierarchy ID ID Process element 10764 8.3 Report on internal controls compliance 10876 8.7 Process payments 11208 8.8.4 Manage business resiliency Cost Effectiveness 101494 11216 10.4 Manage business resiliency Cost Effectiveness 101622 Copyright 2015 APQC and IBM 100770 102036 487 of 733 .3 Report on internal controls compliance 10764 8.8.

4 Manage business resiliency Cost Effectiveness 102943 11216 10.4 Manage business resiliency Cycle Time 103451 11216 10.4 Manage business resiliency Cycle Time 103455 Copyright 2015 APQC and IBM 488 of 733 .4 Manage business resiliency Cost Effectiveness 103725 11216 10.4 Manage business resiliency Cycle Time 103439 11216 10.4 Manage business resiliency Cycle Time 103447 11216 10.4 Manage business resiliency Cost Effectiveness 103295 11216 10.4 Manage business resiliency Cycle Time 103443 11216 10.4 Manage business resiliency Metric Category Metric ID Cost Effectiveness 101697 11216 10.Process Element Hierarchy ID ID Process element 11216 10.

10 Manage warranties Process Efficiency 104858 12658 4.4.10 Manage warranties Process Efficiency 104860 Copyright 2015 APQC and IBM 104558 489 of 733 .10 Manage warranties Cycle Time 104855 12658 4.Process Element Hierarchy ID ID Process element 11216 10.10 Manage warranties Process Efficiency 104856 12658 4.10 Manage warranties Cost Effectiveness 104854 12658 4.4 Manage business resiliency 102733 11216 10.4 Manage business resiliency Process Efficiency 101318 11216 10.4.4.10 Manage warranties Process Efficiency 104857 12658 4.4 Manage business resiliency Supplemental Information Supplemental Information 12658 4.10 Manage warranties Process Efficiency 104859 12658 4.4.4.4 Manage business resiliency Metric Category Process Efficiency Metric ID 100831 11216 10.4 Manage business resiliency Supplemental Information 102192 11216 10.4.4.

2 Process warranty claims Cost Effectiveness 104863 12669 4.10.2 Process warranty claims Supplemental 104889 Information Cost Effectiveness 104861 12669 4.2 Process warranty claims Cost Effectiveness 104864 12669 4.4.10 Manage warranties Metric Category Process Efficiency Metric ID 104887 12658 4.10.4.10.4.4.Process Element Hierarchy ID ID Process element 12658 4.2 Process warranty claims Cost Effectiveness 104862 12669 4.10 Manage warranties 12669 4.10.4.4.10.2 Process warranty claims Cost Effectiveness 104865 Copyright 2015 APQC and IBM 490 of 733 .4.

4.10.4.4.10.4.2 Process warranty claims Cycle Time Copyright 2015 APQC and IBM 104870 491 of 733 .2 Process warranty claims Cost Effectiveness 104891 12669 4.10.2 Process warranty claims Cost Effectiveness 104890 12669 4.2 Process warranty claims Metric Category Metric ID Cost Effectiveness 104866 12669 4.2 Process warranty claims Cost Effectiveness 104869 12669 4.4.10.2 Process warranty claims Cost Effectiveness 104867 12669 4.10.4.2 Process warranty claims Cost Effectiveness 104892 12669 4.4.10.2 Process warranty claims Cost Effectiveness 104868 12669 4.4.10.Process Element Hierarchy ID ID Process element 12669 4.10.

4.2 Process warranty claims Process Efficiency 104874 12669 4.10.10.10.10.2 Process warranty claims Process Efficiency 104873 12669 4.4.10.2 Process warranty claims Metric Category Process Efficiency Metric ID 104871 12669 4.10.10.4.2 Process warranty claims Process Efficiency 104872 12669 4.4.4.2 Process warranty claims Process Efficiency 104875 12669 4.4.2 Process warranty claims Process Efficiency 104876 12669 4.Process Element Hierarchy ID ID Process element 12669 4.2 Process warranty claims Process Efficiency 104878 Copyright 2015 APQC and IBM 492 of 733 .10.4.4.2 Process warranty claims Process Efficiency 104877 12669 4.

2 Process warranty claims Process Efficiency 104886 Copyright 2015 APQC and IBM 493 of 733 .10.10.4.4.2 Process warranty claims Process Efficiency 104881 12669 4.10.2 Process warranty claims Process Efficiency 104883 12669 4.4.2 Process warranty claims Process Efficiency 104880 12669 4.2 Process warranty claims Process Efficiency 104885 12669 4.2 Process warranty claims Process Efficiency 104884 12669 4.10.4.4.4.4.10.2 Process warranty claims Metric Category Process Efficiency Metric ID 104879 12669 4.10.2 Process warranty claims Process Efficiency 104882 12669 4.4.10.10.Process Element Hierarchy ID ID Process element 12669 4.

Metric name Formula Units Number of new businesses launched over the past Number of new businesses/services launched over new businesses three reporting periods per $1 billion revenue the past three years / (Total business entity revenue * 0.0010) dollars 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 dollars Cost of new product/service development opportunities per $1.3333) .0010) dollars 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 dollars 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 * 0.0 percent Cost of existing product/service extension opportunities per $1.000 revenue Cost of new product/service opportunities from new product/service developments / (Total business entity revenue * 0.000 revenue Cost of new product/service opportunities from existing product/service extensions / (Total business entity revenue * 0.000000010) Engineering change order (ECO) costs as a Engineering change-order costs as a percentage of percent percentage of the total new product development total new product development costs cost Compound annual growth rate of R&D costs over the past three reporting periods (((Costs of research and development (R&D) / Research and development (R&D) costs over the past three reporting periods) ^ 0.000000001) Number of new businesses launched over the past Number of new businesses/services launched over new businesses three reporting periods per $100 million R&D the past three years / (Research and development spend (R&D) costs over the past three reporting periods * 0.1) * 100.0010) dollars Copyright 2015 APQC and IBM 494 of 733 .

0010) Average project cost of existing product/service improvements and extensions from start of design and develop product/service process through support product manufacturing or service delivery process Average project cost from the start of the design dollars and develop products/services process through the support product manufacturing or service delivery process for existing product/service improvement projects Average project cost from the start of the design Average project cost from the start of the design dollars and develop products/services process through the and develop products/services process through the support product manufacturing or service delivery support product manufacturing or service delivery process for existing product/service improvement process for existing product/service improvement projects per $1.0010) Copyright 2015 APQC and IBM 495 of 733 .000 revenue projects / (Total business entity revenue * 0.000 revenue projects / (Total business entity revenue * 0.0 Average project cost from the start of the design Average project cost from the start of the design dollars and develop products/services process through the and develop products/services process through the support product manufacturing or service delivery support product manufacturing or service delivery process for existing product/service extension process for existing product/service extension projects projects Average project cost from the start of the design Average project cost from the start of the design dollars and develop products/services process through the and develop products/services process through the support product manufacturing or service delivery support product manufacturing or service delivery process for existing product/service extension process for existing product/service extension projects per $1.Metric name Formula Cost of new product/service development Cost of new product/service opportunities from opportunities per new product/service opportunity new product/service developments / Number of product/service opportunities that are new product/service developments Units dollars Budget for research and development (R&D) as a (Budget for research and development (R&D) / percent percentage of revenue Total business entity revenue) * 100.

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 dollars 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 ((Costs of research and development (R&D) reporting periods Research and development (R&D) costs over the past three reporting periods) / Research and development (R&D) costs over the past three reporting periods) * 100. systems. systems. and outsourced to generate new product/service ideas / Total number of product/service opportunities dollars Other cost of the process "support product manufacturing or service delivery" per $1. dollars and outsourced to support product manufacturing or service delivery / (Total business entity revenue * 0.0 percent Other cost to generate new product/service ideas per new product/service opportunity Costs other than personnel. overhead.000 revenue Costs other than personnel.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 projects / (Total business entity revenue * 0.000 revenue Outsourced cost to support product manufacturing dollars or service delivery / (Total business entity revenue * 0.Metric name Formula Units Average project cost from the start of the design Average project cost from the start of the design dollars and develop products/services process through the and develop products/services process through the support product manufacturing or service delivery support product manufacturing or service delivery process for new product/service development process for new product/service development projects per $1.0010) 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 dollars dollars 496 of 733 . overhead.

010) * Costs of research and development (R&D)) / (Total business entity revenue * 0.000 cost related to new product development projects revenue * -0.01 + 1) * Costs of research and development (R&D)) / (Total business entity revenue * 0.Metric name Overhead cost of the process "support product manufacturing or service delivery" per $1.0010) Research and development (R&D) budget per R&D Budget for research and development (R&D) / FTE Number of FTEs who perform research and development (R&D) Research and development (R&D) cost per $1.0010) ((Percentage of research and development (R&D) dollars cost related to new product development projects * 0.000 revenue Formula Units Overhead cost to support product manufacturing dollars or service delivery / (Total business entity revenue * 0.001) Research and development (R&D) cost related to ((Percentage of research and development (R&D) dollars product improvements and extensions per $1.0010) Systems cost to generate new product/service ideas per new product/service opportunity Copyright 2015 APQC and IBM Systems cost to generate new product/service ideas / Total number of product/service opportunities dollars 497 of 733 .000 revenue Research and development (R&D) cost related to new product development projects per $1.000 revenue Personnel cost to support product manufacturing dollars or service delivery / (Total business entity revenue * 0.000 revenue dollars Costs of research and development (R&D) / (Total dollars business entity revenue * 0.Percentage of research and development (R&D) cost related to new product development projects) percent 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 dollars Personnel cost of the process "support product manufacturing or service delivery" per $1.0010) Percentage of R&D cost related to new product development projects Percentage of research and development (R&D) percent cost related to new product development projects Percentage of R&D cost related to product improvements and extensions (100 .

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 * 0.000 revenue Total cost to support product manufacturing or service delivery / (Total business entity revenue * 0.Metric name Systems cost of the process "support product manufacturing or service delivery" per $100.0010) dollars Copyright 2015 APQC and IBM percent 498 of 733 .0 percent Total R&D cost per $1.000 revenue Formula Units Systems cost to support product manufacturing or dollars service delivery / (Total business entity revenue * 0.000010) Systems cost to support product manufacturing or Systems cost to support product manufacturing or dollars service delivery per project that exits or completes service delivery / Number of projects that exit or the test market products/services phase complete the test market products/services phase Total cost to generate new product/service ideas Total cost to generate new product/service ideas / dollars per concept in the pre-design phase that is an Number of concepts in the pre-design phase that existing product/service improvement or extension are existing product/service improvements and extensions Total cost to generate new product/service ideas concept in the pre-design phase that is a new product/service development Total cost to generate new product/service ideas / dollars 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 $1.0 (Research and development (R&D) costs over the past three reporting periods / Total revenue over the past three reporting periods) * 100.0010) dollars Total cost of the product development function per (Total cost to generate new product/service ideas $1.000 revenue + Total cost to design and develop products/services + Total cost to test market products/services + Total cost to support product manufacturing or service delivery) / (Total business entity revenue * 0.0010) dollars Total R&D cost as a percentage of revenue for the current reporting period Total R&D cost as a percentage of revenue over the past three reporting periods (Costs of research and development (R&D) / Total business entity revenue) * 100.

Metric name Total R&D cost per business entity employee for the current reporting period Average time-to-market in days for existing product/service extension projects Formula Units Costs of research and development (R&D) / dollars Number of business entity employees Average time-to-market in days from the start of days the design and develop products/services process until the existing product/service extension project is ready for sale Time-to-market in days for existing product/service Average time-to-market in days from the start of days improvement and extension projects 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 Time-to-market in days for new product/service development projects Average time-to-profitability in months for existing months product/service extension projects Average time-to-market in days from the start of days the design and develop products/services process until the new product/service development project ready for sale Average design cycle time in days for all products Average design cycle time in days for all products days Cycle time in days from the start of the design and develop products/services process through the completion of the test market for products/services for existing product/service extension projects Cycle time in days from the start of the design and days 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 days 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 days 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 499 of 733 .

0010) months 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 hours 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 hours 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 hours 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 new product/service development projects Average design and develop hours 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 new product/service development projects Average number of hours to design and develop products/services for existing product/service extension projects percent 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 hours Copyright 2015 APQC and IBM concepts percent percent hours 500 of 733 .Metric name Formula Average time-to-market in days for all products Average time-to-market in days for all products (including product improvements and extensions) Units days Average time-to-profitability in months for existing Average time-to-profitability in months for existing months product/service improvement and extension product/service improvement projects projects Average time-to-profitability in months for new product/service development projects Number of concepts in the pre-design phase that are existing product/service improvements and extensions per $1.000 revenue 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 / (Total business entity revenue * 0.

000000001) 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 existing FTEs product/service improvement projects Average team size in FTEs for new product/service FTEs development projects / (Total business entity revenue * 0.000000001) Average team size in FTEs for new product/service development projects Ratio of the number of projects to concepts in the pre-design phase for existing product/service extensions and improvements Average team size in FTEs for new product/service FTEs development projects Number of projects that are existing projects product/service improvements and extensions / Number of concepts in the pre-design phase that are existing product/service improvements and extensions hours FTEs FTEs Ratio of the number of projects to concepts in the Number of projects that are new product/service pre-design phase for new product/service developments / Number of concepts in the predevelopments design phase that are new product/service developments projects Ratio of the total numbers of projects to predesign concepts Research and development (R&D) FTEs as a percentage of total business entity FTEs projects Copyright 2015 APQC and IBM Total number of projects / Total number of concepts in the pre-design phase (Number of FTEs who perform research and development (R&D) / Number of business entity FTEs) * 100.000000001) 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 extension projects Average team size in FTEs for existing product/service improvement projects / (Total business entity revenue * 0.0 percent 501 of 733 .Metric name Average design and develop hours for new product/service development projects Formula Average number of hours to design and develop products/services for new product/service development projects Units Average team size in FTEs for existing product/service extension projects per $1 billion revenue Average team size in FTEs for existing FTEs product/service extension projects / (Total business entity revenue * 0.

000000001) Copyright 2015 APQC and IBM FTEs 502 of 733 .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 * 0.000 revenue Formula Percentage of revenue from products/services launched in the last 12-month reporting period Percentage of new ideas from internal sources Units percent Number of product/service opportunities that are existing product/service extensions / (Total business entity revenue * 0.000000001) projects Number of FTEs for the process "support product manufacturing or service delivery" per $1 billion revenue Number of FTEs who support product FTEs manufacturing or service delivery / (Total business entity revenue * 0.0010) extensions percent Percentage of new product/service development Percentage of new product/service development projects launched on budget projects launched on budget Percentage of new product/service development Percentage of new product/service development projects launched on time projects launched on time Percentage of product/service development Percentage of new product/service development projects launched as commercial products/services projects that are commercially launched annually percent 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 improvement and extension projects launched on budget percent 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 improvement projects launched on budget percent percent percent percent Percentage of existing product/service Percentage of existing product/service improvement and extension projects launched on improvement projects launched on time time percent Number of existing product/service improvement and extension projects per $1 billion revenue Number of projects that are existing product/service improvements and extensions / (Total business entity revenue * 0.Metric name Percentage of revenue from product/services launched in the past year Percentage of new idea development from internal sources Number of product/service extensions generated per $1.

000010) Units concepts Number of new product/service development projects per $1 billion revenue Number of projects that are new product/service developments / (Total business entity revenue * 0.000 revenue Number of product/service opportunities that are existing product/service improvements / (Total business entity revenue * 0.Metric name Number of concepts in the pre-design phase that are new product/service developments per $100.0010) improvements 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 extensions 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 projects developments / (((Percentage of FTEs who develop and manage products and services who design and develop products/services + Percentage of FTEs who develop and manage products and services who test market products/services + Percentage of FTEs who develop and manage products and services who support product manufacturing or service delivery)*Number of 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 concepts 503 of 733 .000000001) projects Number of new product/service opportunities generated per $1.0010) opportunities Number of product/service improvements generated per $1.000 revenue Number of product/service opportunities that are new product/service developments / (Total business entity revenue * 0.000 revenue Formula Number of concepts in the pre-design phase that are new product/service developments / (Total business entity revenue * 0.

010) Number of research and development (R&D) FTEs Number of FTEs who perform research and per $1 billion revenue development (R&D) / (Total business entity revenue * .Metric name Formula Number of product/service improvements Number of product/service opportunities that are generated per generate new product/service ideas existing product/service improvements / Number FTE of FTEs who generate new product/service ideas Units improvements 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 Percentage of employees tasked with at least one percent innovation goal Number of projects that are existing projects 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 concepts 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) * 0.000000001) FTEs Percentage of new ideas from external sources Percentage of new ideas from external sources percent Percentage of external ideas from clients/customers Percentage of external ideas from clients/customers percent Copyright 2015 APQC and IBM 504 of 733 .

extensions.Metric name Percentage of external ideas from competitors Formula Percentage of external ideas from competitors Units percent Percentage of external ideas from consultants Percentage of external ideas from consultants percent Percentage of external ideas from other sources Percentage of external ideas from other sources percent Percentage of external ideas from partners Percentage of external ideas from partners percent Percentage of external ideas from suppliers Percentage of external ideas from suppliers percent Percentage of total innovation spend allocated to enhancements to existing products/processes/business models Percentage of total innovation spend allocated to enhancements to existing products/processes/business models percent 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 percent Percentage of total innovation spend allocated to new or white space opportunities Percentage of total innovation spend allocated to categories other than enhancements.0 Copyright 2015 APQC and IBM percent 505 of 733 . and new or white space opportunities Percentage of total innovation spend allocated to new or white space opportunities Percentage of total innovation spend allocated to other categories percent Customer retention rate Customer retention rate for all customers percent Percentage of active customers who transact via an electronic marketplace Percentage of customer accounts set up for electronic data interchange (EDI) Percentage of active customers who transact via percent an electronic marketplace (Customer accounts set up for EDI to submit sales percent orders / Number of customers in the customer master file) * 100.

0000010) dollars Customer retention rate for all customers over the Customer retention rate over the past three years percent past three reporting periods Number of marketing FTEs per $1 billion in Number of FTEs who perform the marketing FTEs revenue function / (Total business entity revenue * 0.000000001) FTEs Net Promoter Score Net Promoter Score percent 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 search engine marketing 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 search engine marketing channel percent 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 social media channel Percentage of customers targeted through campaigns using the traditional face-to-face contact channel percent Percentage of customers targeted through campaigns using the direct mail channel Percentage of customers targeted through campaigns using the direct mail channel percent Copyright 2015 APQC and IBM percent percent percent 506 of 733 . and R&D FTEs as a percentage of ((Number of FTEs who perform the marketing percent total business entity FTEs function + Number of FTEs who perform the sales function + Number of FTEs who perform research and development (R&D)) / Number of business entity FTEs) * 100.Metric name Formula Units Marketing. sales.000000001) Number of sales FTEs per $1 billion in revenue Number of FTEs who perform the sales function / (Total business entity revenue * 0.0 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.

Metric name 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 Formula Percentage of customers targeted through campaigns using the indirect marketing channel (Revenue received from orders through a direct connection to the system / Total business entity revenue) * 100.0 Units percent Revenue received from EDI orders as a percentage of total business entity revenue Revenue received from email orders as a percentage of total business entity revenue Revenue received from fax and mail orders as a percentage of total business entity revenue Revenue received from internet orders as a percentage of total business entity revenue Revenue received from orders through other methods as a percentage of total business entity revenue (Revenue received from EDI orders / Total business entity revenue) * 100.0 ((Revenue received from internet orders + percent 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. WAP orders.0 (Revenue received from orders through other methods / Total business entity revenue) * 100.0 percent percent percent percent percent Marketing FTEs as a percentage of total business (Number of FTEs who perform the marketing percent entity FTEs function/Number of business entity FTEs)*100 Percentage of active customers that are profitable Percentage of active customers that are profitable percent Cost of goods sold as a percentage of revenue Inventory carrying cost as a percentage of inventory value Copyright 2015 APQC and IBM (Cost of goods sold (COGS) /Total business entity percent revenue) * 100 Inventory carrying cost as a percentage of average percent inventory value 507 of 733 .0 (Revenue received from WAP orders / Total percent business entity revenue) * 100.0 (Revenue received from email orders / Total business entity revenue) * 100.0 (Revenue received from fax and mail orders / Total business entity revenue) * 100. and orders from a direct connection to the system as a percentage of total business entity revenue (Revenue received from telephone orders / Total percent business entity revenue) * 100.0 percent Revenue received from telephone orders as a percentage of total business entity revenue Revenue received from WAP orders as a percentage of total business entity revenue Revenue received from internet orders.0 (Revenue received from internet orders / Total business entity revenue) * 100. EDI orders.

and negotiate with suppliers and order materials for customized configuration of nonstandard items (capability model engineer-to-order only) + Primary product manufacturing cycle time in hours) Finished goods inventory days of supply Finished goods inventory turns (Finished goods inventory days of supply + Field finished goods inventory days of supply) Finished goods inventory turn rate days turns 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 percent percentage of total material costs Total inventory turns Total inventory turns rate Copyright 2015 APQC and IBM turns 508 of 733 .000000001) Total cost of the supply chain function "Deliver Total cost of the supply chain function / (Total dollars products and services" per $1.Metric name Supply chain management cost per sales order Formula Units Supply chain management costs / Number of sales dollars orders placed Total supply chain management cost per sales Supply chain management costs / Number of sales dollars order line item order line items Total cost of the supply chain function "Deliver Total cost of the supply chain function / (Total dollars products and services" per $1 billion revenue business entity revenue * .001) Total cost to perform the supply chain function per Total cost of the supply chain function / Number of dollars sales order sales orders placed Primary product standard customer lead time in Primary product standard customer lead time in days days days Cash-to-cash cycle time in days Cash-to-cash cycle time in days days Customer order cycle time in days Cycle time in days from a customer's placing a days primary product/service order to the product/service's delivery Delivery retail cycle time in days Delivery retail cycle time in days days Engineer-to-order manufacture cycle time in hours (Maximum elapsed time it takes to engineer. hours select.000 revenue business entity revenue * .

$1.000 revenue days Supply chain revenue / (Total business entity revenue * 0.0010) Other cost of the process "service customers" per Costs other than personnel.Metric name Perfect order performance Formula Perfect order performance Units percent Return on assets (Net income / Total asset value) * 100. systems.0010) dollars 509 of 733 . MAPE) Average monthly product family logistics forecast error percent Average monthly shipping location forecast error Average monthly shipping location forecast error percent measured by the mean absolute percentage error measured by the mean absolute percentage error (MAPE) (MAPE) Number of products (SKUs) per FTE performing the Products (SKUs) supported/managed / Number of products (SKUs) process group "Plan for and align supply chain FTEs who perform the process group "plan for and resources" acquire necessary resources (supply chain planning)" Inventory days of supply Inventory days of supply Supply chain revenue per $1.0010) dollars Outsourced cost of the process "service customers" per $1. overhead.000 revenue dollars Copyright 2015 APQC and IBM Outsourced cost to perform the process "service customers" / (Total business entity revenue * 0.0 percent Shrinkage as a percentage of revenue (Value of your business entity's shrinkage / Total business entity revenue) * 100 Raw material inventory turn rate percent Raw material inventory turns turns Average monthly national forecast error measured Average monthly national forecast error measured percent by the mean absolute percentage error (MAPE) by the mean absolute percentage error (MAPE) Average monthly product family logistics forecast error (mean absolute percentage error.000 revenue and outsourced to perform the process "service customers" / (Total business entity revenue * 0.

000010) dollars 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" dollars Total cost of the process "service customers" per $1. and allocation of relevant personnel and IT /(Total business entity revenue*.0010) Units dollars Personnel cost of the process "service customers" Personnel cost to perform the process "service per $1.000 revenue customers" / (Total business entity revenue * 0.0 percent Systems cost of the process "service customers" per $100.0010) dollars Systems cost of the customer order management ((Systems cost to perform the process "develop function as a percentage of the total cost of the customer care/customer service strategy" + function 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. warranty costs. manage reverse logistics")) * 100.000 revenue customers" / (Total business entity revenue * 0.000 revenue Total annual cost to serve customers. including dollars customer support. 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.000 revenue Systems cost to perform the process "service customers" / (Total business entity revenue * 0.Metric name Formula Overhead cost of the process "service customers" Overhead cost to perform the process "service per $1.0010) 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 dollars 510 of 733 .

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".Metric name Total cost of the process "service customers" per sales order line item Other cost of the processes "manage sales orders". and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / (Total business entity revenue * 0. "manage customer requests/inquiries". and "manage customer complaints" per active customer (Total annual cost for the process "manage sales dollars orders" for the category "Other cost" + Costs other than personnel. systems. overhead. systems.000 revenue Formula Units Total cost to perform the process "service dollars customers" / Number of sales order line items (Total annual cost for the process "manage sales dollars orders" for the category "Other cost" + Costs other than personnel. and "manage customer complaints" per $1. and "manage customer complaints" per active customer (Total annual cost for the process "manage sales dollars 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 511 of 733 .000 revenue (Total annual cost for the process "manage sales dollars 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. "manage customer requests/inquiries". "manage customer requests/inquiries". and "manage customer complaints" per $1.0010) Overhead cost of the processes "manage sales orders".0010) Other cost of the processes "manage sales orders". overhead.

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*.Metric name Formula Number of FTEs that perform the process "service Number of FTEs who perform the process "service FTEs customers" per $1 billion revenue customers" / (Total business entity revenue * 0. and select employees" dollars Total cost to perform the HR function per "redeploy Total cost to perform the function "develop and and retire employees" FTE manage human capital" / Number of FTEs who perform the process group "redeploy and retire employees" dollars Copyright 2015 APQC and IBM Units 512 of 733 .001) Total cost to perform the HR function per "develop Total cost to perform the function "develop and and counsel employees" FTE manage human capital" / Number of FTEs who perform the process group "develop and counsel employees" dollars Total cost to perform the HR function per "manage Total cost to perform the function "develop and employee information" FTE manage human capital" / Number of FTEs who perform the process group "manage employee information" dollars Total cost to perform the HR function per "recruit.001) Total cost to perform the function "develop and dollars manage human capital" / (Total business entity revenue*.000 revenue Total cost to perform the HR function per $1. 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.001) dollars 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 dollars Budget for the HR function per business entity employee Budget to perform the function "develop and manage human capital" / Number of business entity employees dollars Total business entity personnel cost per $1.000 revenue Personnel cost for all employees / (Total business dollars entity revenue * .

policies.0010) Internal cost for HR administration / Number of dollars business entity employees Personnel cost of temporary staff/contractors / dollars Number of temporary staff/contractors Personnel cost for all middle dollars management/specialist employees / Number of middle management/specialist employees Average fully loaded salary for operational workers Personnel cost for all operational worker/office or office staff staff employees / Number of operational worker/office staff employees Copyright 2015 APQC and IBM dollars 513 of 733 . and strategies" manage human capital" / Number of FTEs who FTE perform the process group "develop and manage human resources (HR) planning. policies.Metric name Total cost to perform the HR function per "reward and retain employees" FTE Formula 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 Total cost to perform the function "develop and and manage HR planning. and strategies" Total cost to perform the HR function per HR function FTE Units dollars dollars Total cost to perform the function "develop and dollars manage human capital" / Number of FTEs who perform the function "develop and manage human capital" Total cost to perform the HR function per business Total cost to perform the function "develop and entity employee manage human capital" / Number of business entity employees dollars Total cost to perform the HR function per business Total cost to perform the function "develop and entity FTE manage human capital" / Number of business entity FTEs dollars Internal cost to perform HR administration activities per $1.000 revenue Internal cost to perform HR administration activities per business entity employee Personnel cost of temporary staff/contractor per temporary staff/contractor Average fully loaded salary for middle management or specialists Internal cost for HR administration / (Total business dollars entity revenue * 0.

001) Personnel cost to perform the HR function per business entity FTE (Total cost to perform the function "develop and dollars manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * . 0001) / Total cost to perform the function "develop and manage human capital") * 100 Copyright 2015 APQC and IBM 514 of 733 .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 dollars manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * .0001) / Number of business entity employees dollars Annual overhead and other cost of the HR function ((Total cost to perform the function "develop and percent as a percentage of total HR function cost 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 * .Metric name Average fully loaded salary for senior management or executives Formula Personnel cost for all senior management/executive employees / Number of senior management/executive employees Units Personnel cost for the business entity per business entity employee Personnel cost to perform the HR function per $1.0001) / (Total business entity revenue*.000 revenue Personnel cost for all employees / Number of dollars business entity employees (Total cost to perform the function "develop and dollars manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to personnel costs * .

0001) / Number of business entity employees Number of FTEs that perform HR administration activities per $1 billion revenue Number of FTEs who perform HR administrative FTEs activities (exclude the activities for processing and distributing payments) / (Total business entity revenue*.0001) / (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*.Metric name Systems cost to perform the HR function per $1.001) Systems cost to perform the HR function per business entity employee (Total cost to perform the function "develop and dollars manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to systems costs * .000000001) FTEs Number of middle management/specialists employees per HR function FTE Number of middle management/specialist employees / Number of FTEs who perform the function "develop and manage human capital" employees Number of operational workers/office staff employees per HR function FTE Number of operational worker/office staff employees / Number of FTEs who perform the function "develop and manage human capital" employees 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" employees Number of business entity employees per FTE in HR administration Number of business entity employees / Number of employees FTEs who perform HR administrative activities (exclude the activities for processing and distributing payments) Copyright 2015 APQC and IBM 515 of 733 .000 revenue Formula Units (Total cost to perform the function "develop and dollars manage human capital" * Percentage of cost to perform the HR function allocated to internal costs * Percentage of internal cost to perform the HR function allocated to systems costs * .

0 Personnel cost to perform the HR function as a percentage of total HR function cost ((Total cost to perform the function "develop and percent 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 * . systems.0001) / Total cost to perform the function "develop and manage human capital") * 100 Copyright 2015 APQC and IBM 516 of 733 .0 Outsourced cost to perform the HR function as a percentage of total HR function cost Overhead cost to perform the HR function as a percentage of the total cost to perform the function Percentage of cost to perform the HR function percent allocated to external costs (Overhead cost to perform the function "develop percent and manage human capital" / Total cost to perform the function "develop and manage human capital") * 100. percent and outsourced to perform the function "develop and manage human capital" / Total cost to perform the function "develop and manage human capital") * 100.0001) / 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 percent 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 * . overhead.Metric name Number of business entity employees per HR function FTE Formula Units Number of business entity employees / Number of employees FTEs who perform the function "develop and manage human capital" Middle management/specialists as a percentage of (Number of middle management/specialist total business entity employees employees / Number of business entity employees) * 100 percent Other cost to perform the HR function as a percentage of the total cost to perform the function (Costs other than personnel.

0 Percentage of business entity employees with 25 years or more of tenure (Number of employees employed greater than 25 percent years / Number of business entity employees) * 100.0 Percentage of business entity employees with 20 years of tenure or more ((Number of employees employed between 20 and percent 25 years + Number of employees employed greater than 25 years) / Number of business entity employees) * 100.Metric name Personnel cost for senior management or executive employees as a percentage of total business entity personnel cost Formula (Personnel cost for all senior management/executive employees / Personnel cost for all employees) * 100.0 Copyright 2015 APQC and IBM percent 517 of 733 .0 Percentage of total employees who are remote employees Total cost for the learning management system as a percentage of the total cost to perform the HR function Percentage of total employees who are remote percent employees ((Hardware costs associated with ownership for percent your LMS + Software costs associated with ownership for your LMS + Upgrade and maintenance costs associated with ownership for your LMS + Consultancy/third-party costs associated with ownership for your LMS) / Total cost to perform the function "develop and manage human capital") * 100.0 Percentage of business entity employees with less (Number of employees employed less than 1 than 1 year of tenure year / Number of business entity employees) * 100.0 Operational workers/office staff as a percentage of (Number of operational worker/office staff total business entity employees employees / Number of business entity employees) * 100 Units percent percent Percentage of business entity employees with 15 years of tenure or more ((Number of employees employed between 15 and percent 20 years + Number of employees employed between 20 and 25 years + Number of employees employed greater than 25 years) / Number of business entity employees) * 100.

0 percent Percentage of business entity employees who are (Number of employees between 40 and 45 years at least 40 but less than 45 years old old / Number of business entity employees) * 100.0 percent Percentage of business entity employees who are (Number of employees between 45 and 50 years at least 45 but less than 50 years old old / Number of business entity employees) * 100.Metric name Formula Units Percentage of business entity employees with less ((Number of employees employed less than 1 year percent than 5 years of tenure + Number of employees employed between 1 and 5 years) / Number of business entity employees) * 100.0 Percentage of business entity employees who are (Number of employees greater than 60 years old / percent 60 years old or greater Number of business entity employees) * 100.0 percent Percentage of business entity employees who are (Number of employees between 30 and 35 years at least 30 but less than 35 years old old / Number of business entity employees) * 100.0 percent Percentage of business entity employees who are (Number of employees between 55 and 60 years at least 55 but less than 60 years old old / Number of business entity employees) * 100.0 Percentage of FTEs who perform the function "develop and manage human capital" that do not directly report to the HR organization percent 518 of 733 .0 percent Percentage of business entity employees who are (Number of employees between 35 and 40 years at least 35 but less than 40 years old old / Number of business entity employees) * 100.0 percent Percentage of business entity employees who are (Number of employees between 50 and 55 years at least 50 but less than 55 years old old / Number of business entity employees) * 100.0 Percentage of business entity employees who are (Number of employees between 25 and 30 years at least 25 but less than 30 years old old / Number of business entity employees) * 100.0 percent Percentage of business entity employees who are less than 25 years old Percentage of FTEs who perform the HR function that do not directly report to the HR organization percent Copyright 2015 APQC and IBM (Number of employees less than 25 years old / Number of business entity employees) * 100.

000 revenue 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 * 0.0 Senior management/executives as a percentage of (Number of senior management/executive total business entity employees employees / Number of business entity employees) * 100 percent 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 percent Personnel cost for operational workers or office staff as a percentage of total business entity personnel cost (Personnel cost for all operational worker/office percent staff employees / Personnel cost for all employees) * 100.001) dollars Total cost of IT operations per $1.Metric name Formula Units Percentage of middle management/specialists that (Number of female middle management/specialist percent are female employees / Number of middle management/specialist employees) * 100.0 Total cost of IT development and maintenance per (((Percentage of IT cost allocated to the process $1.0 Percentage of operational workers/office staff that (Number of female operational worker/office staff are female employees / Number of operational worker/office staff employees) * 100 percent Percentage of senior management/executives that (Number of female senior management/executive percent are female employees / Number of senior management/executive employees) * 100.000 revenue dollars Copyright 2015 APQC and IBM (((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) 519 of 733 .

000 revenue Copyright 2015 APQC and IBM percent dollars dollars dollars dollars dollars 520 of 733 .0010) IT costs during the past year / Number of business entity FTEs IT costs during the past year/Number of FTEs who perform the function "manage information technology" dollars (IT costs during the past year * (Percentage of IT cost allocated to internal personnel cost + Percentage of IT cost allocated to external personnel cost) * 0.0010) dollars Total IT budget as a percentage of revenue Total IT budget per employee Total IT budget per FTE Total IT cost per $1.01) / (Total business entity revenue * 0.000 revenue Total IT cost per business entity FTE Total IT costs per IT function FTE Personnel cost to perform the function "Manage Information Technology" per $1.001) IT expense per employee IT costs during the past year / Number of business entity employees (IT budget for the past year / Total business entity revenue) * 100.Metric name Total cost of IT planning and management per $1.0 IT budget for the past year / Number of business entity employees IT budget for the past year / Number of business entity FTEs IT costs during the past year / (Total business entity revenue * 0.000 revenue Formula Units (((Percentage of IT cost allocated to the process dollars 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.

01) / (Total business entity revenue * .000 months Time in months to break even for new or enhanced IT services for investments between $250.000 revenue (IT costs during the past year * (Percentage of IT dollars cost allocated to hardware + Percentage of IT cost allocated to software + Percentage of IT cost allocated to data and voice networks) * .000 and $250.000 and $1 million Time in months to break even for new or enhanced IT services for investments between $500.0010) dollars Time in months to break even for new or enhanced IT services for investments less than $100.000 and $250.000 Time in months to break even for new or enhanced IT services for investments between $250. systems.0010) dollars Other cost to perform the function "Manage Information Technology" per $1. overhead.000 Time in months to break even for new or enhanced IT services for investments between $100.000 and $500.000 months dollars Time in months to break even for new or Time to break even for new or enhanced IT months enhanced IT services for investments greater than services with an investment level more than $100 $100 million million Time in months to break even for new or Time in months to break even for new or months enhanced IT services for investments between $1 enhanced IT services for investments between $ 1 million and $100 million million and $100 million Time in months to break even for new or enhanced IT services for investments between $100.000 revenue (IT costs during the past year * Percentage of IT cost allocated to cost other than personnel.000 months Time in months to break even for new or enhanced IT services for investments between $500.000 and $1 million months Copyright 2015 APQC and IBM 521 of 733 .Metric name Total Cost per IT FTE to support product development Formula IT budget dedicated to supporting product development / IT FTEs supporting product development Units 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 facilities and overhead * .01) / (Total business entity revenue * . and outsourced * .01) / (Total business entity revenue * .000 and $500.0010) Overhead cost to perform the function "Manage Information Technology" per $1.000 Time in months to break even for new or enhanced IT services for investments less than $100.

000 and $1 million $1 million Number of FTEs that perform IT development and (((Percentage of FTEs who perform the function FTEs maintenance per $1 billion revenue "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") * 0.000 and services for investments between $100.Metric name 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 months services with an investment level more than $100 million Time-to-market in months for new or enhanced IT Time-to-market in months for new or enhanced IT months services for investments between $1 million and services for investments between $1 million and $100 million $100 million Time-to-market in months for new or enhanced IT Time-to-market in months for new or enhanced IT months services for investments between $100.01) * Number of FTEs who perform the function "manage information technology") / (Total business entity revenue * 0.000 Time-to-market in months for new or enhanced IT Time-to-market in months for new or enhanced IT months services for investments between $250.000 $250.000000001) Copyright 2015 APQC and IBM 522 of 733 .000 Time-to-market in months for new or enhanced IT services for investments greater than $100 million Formula Units Time-to-market in months for new or enhanced IT months services for investments less than $100.000 and services for investments between $500.000 and services for investments between $250.000 $500.000 and $250.000 Time-to-market in months for new or enhanced IT Time-to-market in months for new or enhanced IT months services for investments between $500.000 and $500.

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.Metric name Formula Number of FTEs that perform IT operations per $1 (((Percentage of FTEs who perform the function FTEs billion revenue "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 processes per $1 billion revenue Number of FTEs who perform the function FTEs "manage information technology" / (Total business entity revenue * 0.000000001) Copyright 2015 APQC and IBM Units FTEs 523 of 733 .

000000001) Number of IT customers serviced per IT FTE Number of customers serviced by the function "manage information technology" / Number of FTEs who perform the function "manage information technology" customers serviced 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 percent 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") percent Percentage of total IT cost allocated for IT planning (Percentage of IT cost allocated to the process percent and management 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 Copyright 2015 APQC and IBM (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") percent 524 of 733 .Metric name Formula Units Number of employees performing IT processes per Number of employees who perform the function employees $1 billion revenue "manage information technology" / (Total business entity revenue * 0.

0010) Personnel cost to generate new product/service dollars ideas / (Total business entity revenue * 0.0010) dollars Outsourced cost of the process "generate new product/service ideas" per $1.000 revenue Overhead cost to generate new product/service dollars ideas / (Total business entity revenue * 0.000 revenue Costs other than personnel.0010) Systems cost to generate new product/service dollars ideas / (Total business entity revenue * 0.Metric name Number of external service provider FTEs per $1 billion revenue Formula ((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 * 0.0010) dollars Overhead cost of the process "generate new product/service ideas" per $1.000 revenue Systems cost of the process "generate new product/service ideas" per $100.0010) Total cost to generate new product/service ideas / dollars Total number of concepts in the pre-design phase Copyright 2015 APQC and IBM Units FTEs 525 of 733 .000 revenue Total cost of the process "generate new product/service ideas" per concept (pre-design phase) Total cost to generate new product/service ideas / dollars (Total business entity revenue * 0. overhead.000010) Total 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. and outsourced to generate new product/service ideas / (Total business entity revenue * 0.000000001) Percentage of total IT cost allocated for operating/maintaining the business Percentage of total IT cost allocated for growth/transformation of the business Percentage of your organization's revenue growth over the past three years due to acquisitions Percentage of IT cost allocated to operating the percent business Percentage of IT cost allocated to growing and percent transforming the business Percentage of your organization's revenue growth percent over the past three years due to acquisitions Other cost of the process "generate new product/service ideas" per $1. systems.000 revenue Personnel cost of the process "generate new product/service ideas" per $1.

000 revenue Outsourced cost to design and develop dollars products/services / (Total business entity revenue * 0.0010) Systems cost of the process "design and develop product/service" per $100.Metric name Number of FTEs for the process "generate new product/service ideas" per $1 billion revenue Formula Number of FTEs who generate new product/service FTEs ideas / (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 $1.000010) 526 of 733 .0010) Units dollars dollars Overhead cost of the process "design and develop Overhead cost to design and develop dollars product/service" per $1. dollars and outsourced to design and develop products/services / (Total business entity revenue * 0.000 revenue Copyright 2015 APQC and IBM Systems cost to design and develop dollars products/services / (Total business entity revenue * 0. systems.0010) Overhead cost to design and develop Overhead cost to design and develop products/services per projects that enters the test products/services / Number of projects that enter market products/services phase the test market products/services phase dollars Personnel cost to design and develop products/services per project that enters the test market products/services phase dollars 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 Personnel cost to design and develop dollars product/service" per $1.000 revenue products/services / (Total business entity revenue * 0.000 revenue products/services / (Total business entity revenue * 0.000 revenue Costs other than personnel. 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. overhead.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.

Metric name Systems cost to design and develop products/services per project that enters the test market products/services phase Formula 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 $1.0010) Total cost to design and develop products/services Total cost to design and develop per project that enters the test market products/services / Number of projects that enter products/services phase the test market products/services phase Number of FTEs for the process "design and develop product/service" per $1 billion revenue Units dollars dollars Number of FTEs who design and develop FTEs products/services / (Total business entity revenue * 0. dollars service delivery per project that exits or completes and outsourced to support product manufacturing the test market products/services phase 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 Costs other than personnel. dollars 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 dollars or service delivery / Number of projects that exit or complete the test market products/services phase Copyright 2015 APQC and IBM 527 of 733 . systems. systems.000 revenue and outsourced to test market products/services / (Total business entity revenue * 0. systems. overhead.0010) Other cost to test market products/services per project that exits or completes the test market products/services phase Costs other than personnel. overhead.000 revenue Total cost to design and develop dollars products/services / (Total business entity revenue * 0. overhead.000000001) Other cost to support product manufacturing or Costs other than personnel. dollars revised products and services" per $1.

000010) Systems cost to test market products/services per Systems cost to test market products/services / projects that exits or completes the test market Number of projects that exit or complete the test products/services phase market products/services phase Copyright 2015 APQC and IBM dollars 528 of 733 .Metric name Formula Units Outsourced cost to test market products/services Outsourced cost to test market products/services / dollars per project that exits or completes the test market Number of projects that exit or complete the test products/services phase market products/services phase Outsourced cost of the process "test market for Outsourced cost to test market products/services / dollars new or revised products and services" per $1.0010) revenue 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 dollars Overhead cost of the process "test market for new Overhead cost to test market products/services / or revised products and services" per $1.000 (Total business entity revenue * 0.000 (Total business entity revenue * 0.000 revenue dollars Systems cost to test market products/services / (Total business entity revenue * 0.000 (Total business entity revenue * 0.0010) revenue dollars Overhead cost to test market products/services Overhead cost to test market products/services / per project that exits or completes the test market Number of projects that exit or complete the test products/services phase market products/services phase dollars Personnel cost to support product manufacturing Personnel cost to support product manufacturing or service delivery project that exits or completes or service delivery / Number of projects that exit the test market products/services phase or complete the test market products/services phase dollars Personnel cost of the process "test market for new Personnel cost to test market products/services / or revised products and services" per $1.0010) revenue dollars Personnel cost to test market products/services Personnel cost to test market products/services / per project that exits or completes the test market Number of projects that exit or complete the test products/services phase market products/services phase dollars Systems cost of the process "test market for new or revised products and services" per $100.

000 revenue business entity revenue * 0.com) for information business entity's products/services gathering or research on your products/services percent Percentage of customers using social media for information gathering on your business entity's products/services percent Percentage of your customers uses social media (interactions via social platforms external to your company website) for information gathering or research on your products/services Percentage of customers using mobile applications Percentage of your customers uses mobile percent for information gathering on your business entity's applications for information gathering or research products/services on your products/services Percentage of customers using traditional face-to. print.Percentage of your customers uses traditional face contact for information gathering on your face-to-face contact for information gathering or business entity's products/services research on your products/services percent Percentage of customers using indirect marketing Percentage of your customers uses indirect percent for information gathering on your business entity's marketing such as billboards.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 dollars 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 FTEs / (Total business entity revenue * 0.000000001) Percentage of customers using your business Percentage of your customers uses your website entity's website for information gathering on your (your company name. broadcasting products/services (radio/TV) for information gathering or research on your products/services Average monthly sales forecast error within a product family Sales FTEs as a percentage of total business entity FTEs Copyright 2015 APQC and IBM Average monthly product family sales forecast error (Number of FTEs who perform the sales function/Number of business entity FTEs)*100 percent percent 529 of 733 .Metric name Formula Units Total cost of the process "test market for new or Total cost to test market products/services / (Total dollars revised products and services" per $1.

Metric name Formula Units Average return on investment on website channel Average return on investment for marketing/sales percent marketing/sales campaigns campaigns for the website channel Average return on investment on mobile application channel marketing/sales campaigns Average return on investment for marketing/sales percent campaigns for the mobile application channel Average return on investment on search engine marketing channel marketing/sales campaigns Average return on investment for marketing/sales percent 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 percent campaigns for the social media channel Average return on investment on traditional faceto-face channel marketing/sales campaigns Average return on investment for marketing/sales percent 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 percent campaigns for the indirect marketing channel Budget for marketing as a percentage of revenue (Budget for marketing / Total business entity revenue) * 100 Budget for marketing / Number of FTEs who perform the marketing function Cycle time in days to develop a direct marketing campaign Number of direct marketing campaigns executed Marketing budget per marketing FTE percent dollars Average cycle time to develop a direct marketing campaign Total number of direct marketing campaigns executed Total annual cost incurred to execute direct (Total cost from direct marketing marketing campaigns as a percentage of revenue campaigns/Revenue from direct marketing generated by direct marketing campaigns campaigns)*100 days Percentage of business entity's growth in revenues Percentage of revenue growth for the top 20 from the top twenty percent of customers percent of customers percent Copyright 2015 APQC and IBM campaigns percent 530 of 733 .

Metric name 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 Formula Percentage of active customers who are repeat customers Cycle time in days from when a sales lead/opportunity is identified to when IT is closed Percentage of order inquiry contacts received through new (such as digital/electric) channels Percentage of qualified leads where the sale is closed Number of active customers per sales FTE Units percent days Percentage of order inquiry contacts received through new (such as digital/electric) channels Percentage of qualified leads where the sale is closed Total number of active customers/Number of FTEs who perform the sales function Percentage of active customers who are profitable Percentage of active customers that are profitable percent Percentage of annual net sales revenue attributable to repeat customers Average cost per sales order for orders received through new channels Average cost per sales order for orders received through traditional channels Average cost to resolve a service-after-sales request for contact centers or similar remote assistance channel Percentage of net sales revenue attributable to repeat customers Average cost per sales order received through new (such as digital/electric) channels Average cost per sales order received through traditional channels Average cost to resolve a service-after-sales request for contact centers or similar remote assistance channel percent 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 the customer self-service channel Average cost to resolve a service-after-sales request for on-site visits dollars Copyright 2015 APQC and IBM percent customers percent dollars dollars dollars dollars 531 of 733 .

manage reverse logistics" + Systems cost to perform the process "manage returns.0 532 of 733 . 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.Metric name Combined personnel and systems costs of the customer order management function as a percentage of the total cost the function Copyright 2015 APQC and IBM Formula Units ((Personnel cost to perform the process "develop percent 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")) * 100.

0 Copyright 2015 APQC and IBM dollars 533 of 733 . and outsourced to perform the process "manage returns.000 revenue Total annual cost for the process "manage sales orders" for the category "Other cost" / (Total business entity revenue * 0. overhead. systems. systems. overhead.Metric name Other cost of the customer order management function as a percentage of the total cost of the function Formula Units ((Costs other than personnel. and outsourced to perform the process "service customers" + Costs other than personnel. systems.0 Other cost of the process "manage sales orders" per $1. overhead. and outsourced to perform the process "manage sales orders" + Costs other than personnel. manage reverse logistics")) * 100.0010) 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 percent orders" for the category "Other cost" / Total annual cost for the process "manage sales orders" for the category "Total cost") * 100. percent and outsourced to perform the process "develop customer care/customer service strategy" + Costs other than personnel. 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. systems. overhead.

Metric name Formula Units Outsourced cost of the customer order ((Outsourced cost to perform the process "develop percent management function as a percentage of the total customer care/customer service strategy" + cost of the function Outsourced cost to perform the process "manage sales orders" + Outsourced cost to perform the process "service customers" + Outsourced cost to perform the process "manage returns.0 Outsourced cost of the process "manage sales orders" per $1. 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.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 percent orders" for the category "Outsourced cost" / Total annual cost for the process "manage sales orders" for the category "Total cost") * 100.000 revenue Total annual cost for the process "manage sales dollars orders" for the category "Outsourced cost" / (Total business entity revenue * 0.0 Outsourced cost to perform the process "manage sales orders". and "manage customer complaints" per call contact (Total annual cost for the process "manage sales dollars 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 534 of 733 . manage reverse logistics")) * 100. "manage customer requests/inquiries".

Metric name Formula Overhead cost of the customer order management ((Overhead cost to perform the process "develop function as a percentage of the total cost of the customer care/customer service strategy" + function Overhead cost to perform the process "manage sales orders" + Overhead cost to perform the process "service customers" + Overhead cost to perform the process "manage returns.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. and "manage customer complaints" per inbound contact (Total annual cost for the process "manage sales dollars 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 535 of 733 .0 Units percent Overhead cost of the process "manage sales orders" per $1. "manage customer service requests/inquiries". manage reverse logistics")) * 100.0 Overhead cost to perform the processes "manage sales orders".0010) dollars 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 percent 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. 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.

0001) / (Total business entity revenue * . 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.000 revenue (Percentage of total cost of the process "Manage dollars sales orders" allocated to external cost * Total cost to perform the process "manage sales orders" * .Metric name Formula Units Overhead/other cost of the process "Manage sales (Percentage of total cost of the process "Manage dollars orders" per $100.0010) 536 of 733 .001) Personnel cost of the customer order management ((Personnel cost to perform the process "develop function as a percentage of the total cost of the customer care/customer service strategy" + function 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")) * 100.00001) Outsourced cost of the process "Manage sales orders" per $1.01) / (Total business entity revenue * .0 percent Personnel cost to perform the process "manage sales orders" per $1.000 revenue dollars Copyright 2015 APQC and IBM Total annual cost for the process "manage sales orders" for the category "Personnel cost (compensation and benefits)" / (Total business entity revenue * 0.000 revenue sales orders" allocated to internal cost * Percentage of internal cost of the process "Manage sales orders" allocated to overhead and other costs * Total cost to perform the process "manage sales orders" * .

0 Units percent Personnel cost to perform the process "manage sales orders" per process agent FTE Total annual cost for the process "manage sales dollars 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.Metric name Personnel cost to perform the process "manage sales orders" as a percentage of the total cost to perform the process Formula (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. "manage customer service requests/inquiries".000 revenue (Percentage of total cost of the process "Manage dollars sales orders" allocated to internal cost * Percentage of internal cost of the process "Manage sales orders" allocated to systems cost * Total cost to perform the process "manage sales orders" * .00001) Total cost to perform the processes "manage sales (Total annual cost for the process "manage sales dollars orders".0001) / (Total business entity revenue * . "manage customer service orders" for the category "Total cost" + Total cost to requests/inquiries". and "manage customer perform the processes "manage customer service complaints" per active customer 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". and "manage customer complaints" per inbound contact Copyright 2015 APQC and IBM (Total annual cost for the process "manage sales dollars 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 537 of 733 .

000 revenue Formula Units (Total cost to perform the process group "develop dollars 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.0010) Total cost of the customer order management function per function FTE (Total cost to perform the process group "develop dollars 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.Metric name Total cost of the customer order management function per $1. manage reverse logistics") Total cost of the customer order management function per sales order (Total cost to perform the process group "develop dollars 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 538 of 733 . manage reverse logistics") / (Total business entity revenue * 0.

and "manage customer perform the processes "manage customer service complaints" per business entity FTE 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 revenue per sales order Cycle time in hours from the time a sales order is received until the time manufacturing/logistics is notified Copyright 2015 APQC and IBM Total cost to perform the process "manage sales orders" / Number of sales order line items Total 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 dollars dollars hours 539 of 733 .0010) dollars Total cost to perform the process "manage sales orders" per sales order placed Total annual cost for the process "manage sales dollars orders" for the category "Total cost" / Total annual number of sales orders placed Total cost to perform the processes "manage sales (Total annual cost for the process "manage sales dollars orders".000 revenue Total annual cost for the process "manage sales orders" for the category "Total cost" / (Total business entity revenue * 0. "manage customer service orders" for the category "Total cost" + Total cost to requests/inquiries".Metric name Total cost of the customer order management function per sales order line item Formula Units (Total cost to perform the process group "develop dollars 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" dollars Total cost to perform the process "manage sales orders" per $1.

Metric name Number of FTEs who perform order entry/order processing as a percentage of total FTEs for the "manage sales orders" process Formula (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. modify.0 Units percent 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 percent "manage sales orders" who perform order inquiry / Number of FTEs for the process "Manage sales orders") * 100. or fulfill manual intervention to create. modify. modify. modify.0 Number of FTEs that perform the customer order management function per $1 billion revenue (Number of FTEs who perform the process group FTEs "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.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. or fulfill Percentage of sales orders transacted via a portal Percentage of sales orders transacted via portal Copyright 2015 APQC and IBM percent percent percent 540 of 733 . or fulfill Inbound calls for the process "manage sales orders" as a percentage of total inbound calls Percentage of sales orders requiring no manual percent intervention to create. or fulfill (Number of inbound calls for the process "manage percent sales orders" / Number of inbound calls) * 100. 000000001) Percentage of sales orders requiring no human intervention to create.000000001) Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs sales orders" per $1 billion revenue sales orders" / (Total business entity revenue * .0 Percentage of sales order line items requiring no Percentage of sales order line items requiring no human intervention to create. manage reverse logistics") / (Total business entity revenue * 0.

Metric name 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 Percentage of total sales order line items placed through EDI 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 Formula 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 (Sales order line items received by EDI / Number of sales order line items) * 100.0 Copyright 2015 APQC and IBM percent 541 of 733 .0 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 Units percent Cross-sell/up-sell close rate Percentage of the sales force that made their quotas/targets in the last 12-month reporting period Percentage of inbound contacts that completed an percent additional cross-sell or up-sell Percentage of the sales force that made their percent quotas/targets in the last 12-month reporting period Number of sales order line items per FTE that performs the process "manage sales orders" Number of sales order line items / Number of FTEs sales order line who perform the process "manage sales orders" items percent percent percent percent Number of sales orders per FTE that performs the Total annual number of sales orders placed / process "manage sales orders" Number of FTEs for the process "Manage sales orders" sales orders Percentage of finance function FTEs allocated to the process "manage sales orders" percent (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 (Number of sales order line items changed after initial order placement through direct connection initial order placement through direct connection to the system to the system / Number of sales order line items changed by the customer after the initial order placement) * 100.

direct connection to the system.0 Units percent Percentage of sales order line items changed after (Number of sales order line items changed after percent initial order placement through e-mail initial order placement through e-mail / 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 .0 Percentage of sales order line items changed after (Number of sales order line items changed after percent initial order placement through other methods initial order changed through methods other than the internet. fax and mail. WAP.0 Percentage of sales order line items changed after (Number of sales order line items changed after percent initial order placement through fax and mail initial order placement through fax and mail / Number of sales order line items changed by the customer after the initial order placement) * 100. EDI. and the telephone / Number of sales order line items changed by the customer after the initial order placement) * 100.0 Percentage of sales order line items changed after (Number of sales order line items changed after percent initial order placement through the internet initial order placement through the internet / Number of sales order line items changed by the customer after the initial order placement) * 100.0 Percentage of sales order line items changed after (Number of sales order line items changed after percent initial order placement through telephone initial order placement through telephone / Number of sales order line items changed by the customer after the initial order placement) * 100. e-mail.Metric name Formula Percentage of sales order line items changed after (Number of sales order line items changed after initial order placement through electronic data initial order placement through EDI / Number of interchange (EDI) sales order line items changed by the customer after the initial order placement) * 100.

Metric name Formula Percentage of sales order line items changed after (Number of sales order line items changed after initial order placement through WAP initial order placement through WAP / Number of sales order line items changed by the customer after the initial order placement) * 100.0 percent 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 three reporting periods ago Percentage of revenue attributed to e-commerce for the current period Percentage of revenue attributed to e-commerce three reporting periods ago Percentage of total annual sales revenue attributable to sales completed on your business entity's website 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 over the past three reporting periods Percentage of revenue attributed to e-commerce for the current period Percentage of revenue attributed to e-commerce over the past three reporting periods Percentage of total annual sales revenue attributable to your website channel percent Percentage of total annual sales revenue attributable to sales completed on social media Percentage of total annual sales revenue attributable to sales completed on mobile applications Percentage of total annual sales revenue attributable to social media Percentage of total annual sales revenue attributable to mobile applications percent Copyright 2015 APQC and IBM percent percent percent percent percent percent percent percent percent 543 of 733 .0 Units percent Percentage of revenue attributed to indirect sources three reporting periods ago 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 total sales order line items not fulfilled due to lack of production capacity/stockouts Percentage of revenue attributed to indirect sources three reporting periods ago Percentage of revenue attributed to indirect sources for the current period Percentage of sales orders changed by the customer after the initial order placement (Number of sales orders line items not fulfilled due to lack of production capacity/stockouts / Number of sales order line items) * 100.

01 Overhead/other cost of the process "Manage sales Percentage of internal cost of the process "Manage percent orders" as a percentage of total process cost sales orders" allocated to overhead and other costs * Percentage of total cost of the process "Manage sales orders" allocated to internal cost * . or mobile applications Percentage of total annual sales revenue attributable to a digital channel other than your website. website. social media.01 Systems cost of the process "Manage sales orders" Percentage of internal cost of the process "Manage percent as a percentage of total process cost sales orders" allocated to systems cost * Percentage of total cost of the process "Manage sales orders" allocated to internal cost * .0 544 of 733 . or mobile applications percent Personnel cost of the process "Manage sales orders" as a percentage of total process cost Percentage of internal cost of the process "Manage percent sales orders" allocated to personnel cost * 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 sales order line items changed by the customer following initial order entry Copyright 2015 APQC and IBM Percentage of total cost of the process "Manage percent sales orders" allocated to external cost (Number of sales order line items changed by the percent customer after the initial order placement / Number of sales order line items) * 100.Metric name Formula Percentage of total annual sales revenue Percentage of total annual sales revenue attributable to sales completed through traditional attributable to the face-to-face channel face-to-face channels Units percent Percentage of total annual sales revenue attributable to sales completed through humanassisted 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 percent Percentage of total annual sales revenue attributable to sales completed through digital channels other than social media.

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 * .000 revenue Total cost of quality / (Total business entity revenue * 0.0010) Supply chain management costs per $1.000 revenue Demand/Supply planning cost / (Total business entity revenue * 0.Metric name Inbound contacts for the process "manage sales orders" as a percentage of total inbound contacts Formula Percentage of inbound contacts from all channels related to the process "manage inbound sales orders" Units percent 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 percent Sales force turnover rate Inventory carrying cost per $1.01) / (Total business entity revenue * .000000001) dollars Copyright 2015 APQC and IBM dollars dollars dollars percent 545 of 733 .000 revenue Sales force turnover Value of inventory carrying costs / (Total business entity revenue * 0.000 Supply chain management costs / (Total business revenue entity revenue * .000010) Percentage of the total cost of the supply chain Percentage of the total cost of the supply chain function allocated to the process group "Plan for function allocated to the process group "Plan for and align supply chain resources" and align supply chain resources" percent dollars Total cost of the process group "Plan for and align supply chain resources" per $1.001) dollars 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" * .001) Total cost of quality per $100.0010) Demand/supply planning costs per $1.

01) / Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)" Personnel cost to perform the process group "Plan (Total cost of the supply chain function * dollars for and align supply chain resources" per process Percentage of the total cost of the supply chain group FTE 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 * .Metric name Total cost to perform the process group "Plan for and align supply chain resources" per process group FTE Formula Units (Total cost of the supply chain function * dollars Percentage of the total cost of the supply chain function allocated to the process group "Plan for and align supply chain resources" * .001) Copyright 2015 APQC and IBM 546 of 733 .000001) / Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)" Personnel cost to perform the process group "Plan (Total cost of the supply chain function * dollars for and align supply chain resources" per $1.000001) / (Total business entity revenue * .000 Percentage of the total cost of the supply chain revenue 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 * .Metric name Formula Units Systems cost to perform the process group "Plan (Total cost of the supply chain function * dollars for and align supply chain resources" per $100.000 Percentage of the total cost of the supply chain revenue 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 * .000 revenue (Total cost of the supply chain function * dollars 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 * .00001) Outsourced cost to perform the process group "Plan for and align supply chain resources" per $1.00001) 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 * dollars 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 * . 001) Forecast accuracy one planning period prior to production run Forecast accuracy one planning period prior to production run Copyright 2015 APQC and IBM percent 547 of 733 .0001) / (Total business entity revenue * .000001) / (Total business entity revenue * .

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 percent 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 percent 548 of 733 .000000001) Units percent Employee retention rate percent percent dollars FTEs Systems cost of the procurement process group as ((Systems cost to perform the process "develop percent a percentage of total cost of the process group sourcing strategies" + Systems cost to perform the process "select suppliers and develop/maintain contracts" + Systems cost to perform the process "order materials and services" + Systems cost to perform the process "appraise and develop suppliers") / (Total cost to perform the process "develop sourcing strategies" + Total cost to perform the process "select suppliers and develop/maintain contracts" + Total cost to perform the process group "order materials and services" + Total cost to perform the process "appraise and develop suppliers")) * 100.Metric name Value of forecast accuracy as a percentage of value shipped Forecast accuracy as a percentage of units shipped Value added productivity per employee Number of FTEs for the process group "Plan for and align supply chain resources" per $1 billion revenue Employee retention rate Formula Value of forecast accuracy as a percentage of value shipped Forecast accuracy as a percentage of units shipped Value added productivity per employee in revenue value Number of FTEs who perform the process group "plan for and acquire necessary resources (supply chain planning)" / (Total business entity revenue * .

001) Total cost to perform the procurement process group per process group FTE Total cost to perform the process group "procure dollars materials and services" / (Number of FTEs who perform the process "develop sourcing strategies" + Number of FTEs who perform the process group "select suppliers and develop/maintain contracts" + 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 dollars 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 dollars 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" percent 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" * .Metric name Total cost of the process group "Procure materials and services" per $1.000 revenue Formula Total cost to perform the process group "procure materials and services" / (Total business entity revenue * .000000001) dollars Procure to pay cycle time in days Time in days required to pay suppliers from days purchase order placement until payment complete Copyright 2015 APQC and IBM Units dollars dollars 549 of 733 .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* .01) / (Total business entity revenue * .

000000001) FTEs Percentage of total value of goods and services purchased from top ten suppliers Percentage of purchase value from certified vendors Percentage of purchase order line items received complete Percentage of purchase order line items received damage free 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 order line items received with all items complete (Purchase order line items received damage free / Number of purchase order line items processed) * 100.Metric name Formula Days payable Days payable outstanding days Average supplier lead time on purchased materials Average supplier lead time on purchased materials days Units Transaction amount per purchase order Average transaction amount per purchase order dollars 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* .0 percent 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 percent Percentage of purchase orders approved Percentage of purchase orders approved electronically electronically Percentage of purchase orders received complete Percentage of purchase orders received with all items complete Copyright 2015 APQC and IBM percent percent percent percent percent 550 of 733 .

000001) active vendors Percentage of total number of goods receipts received without item and quantity verification percent Copyright 2015 APQC and IBM (Number of goods receipts received without item and quantity verification / Number of parts and materials receipts received) * 100 551 of 733 .Metric name Percentage of purchase value transacted via an electronic marketplace Formula Units (Percentage of purchases by currency volume percent transacted electronically via private online trade exchange + Percentage of purchases by currency volume transacted electronically via public online trade exchange) Percentage of purchase value transacted via a private electronic marketplace Percentage of purchases by currency volume transacted electronically via private online trade exchange percent Percentage of purchase value transacted via a public electronic marketplace Percentage of purchases by currency volume transacted electronically via public online trade exchange percent Percentage of supplier orders received by original request date (on time) Strategic suppliers as a percentage of all active suppliers Percentage of supplier orders delivered by original percent request date (Number of active suppliers considered strategic percent 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) FTEs Number of active vendors in the master file per $1 Number of active unique suppliers in vendor million purchases master file / (Value of all materials and services purchased * .

Metric name Formula Percentage of total number of items purchased (Items received that fail inspection / Number of and received failing inspection (incoming material items received) * 100.0 quality) Units percent Percentage of total purchases procured via maverick buying Percentage of purchase orders received damage free Percentage of total purchase value procured via maverick buying (Number of purchase orders received with all items damage free / Number of purchase orders placed) * 100 percent 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") active 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") purchase orders Copyright 2015 APQC and IBM percent 552 of 733 .

0 Percentage of total value of purchases allocated among the following submission method: fax (Value of purchase order line items submitted by percent fax / Value of all materials and services purchased) * 100.000 revenue Ratio of Purchases to Revenue Units dollars Value of all materials and services purchased / (Total business entity revenue * .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. in thousands of dollars) per procurement process group FTE Formula (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")) * .0 Percentage of total value of purchases allocated (Value of purchase order line items submitted by among the following submission method: internet internet / Value of all materials and services purchased) * 100.Metric name Total purchase value (spend.0 percent percent percent Percentage of total value of purchases allocated (Value of purchases placed by percent among the following purchase arrangement type: replenishment/vendor managed inventory / Value replenishment/vendor management inventor of all materials and services purchased) * 100.0 Copyright 2015 APQC and IBM percent percent 553 of 733 .001) (Value of all materials and services purchased/Total business entity revenue)*100 Percentage of total value of materials and services Percentage of materials and services purchase purchases included in total cost of ownership value that is included in a TCO model model dollars Percentage of total value of purchases allocated (Value of purchases placed by other methods / among the following purchase arrangement type: Value of all materials and services purchased) * other 100.001 Value of materials and services per $1.

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.Metric name Percentage of total value of purchases allocated among the following submission method: mail Formula (Value of purchase order line items submitted by mail / Value of all materials and services purchased) * 100.0 percent 554 of 733 .0 Units percent 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 the total value of purchases allocated among the following purchase arrangement type: individual purchase orders (Value of purchases placed by individual purchase percent orders / Value of all materials and services purchased) * 100.0 percent Percentage of the total value of purchases (Value of purchase order line items submitted by percent allocated among the following submission method: other methods / Value of all materials and services other purchased) * 100.0 percent Percentage of total value of direct materials and services purchased outside of country Percentage of total value of direct materials and services purchased that is sourced outside of the country percent Percentage of value of supplier certified purchased material Percentage of the total value of purchases allocated among the following purchase arrangement type: procurement cards Percentage of total value of purchased material percent that is supplier certified (Value of purchases placed by procurement cards / percent Value of all materials and services purchased) * 100.0 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) Copyright 2015 APQC and IBM ((Value of purchase order line items submitted by internet + Value of purchase order line items submitted by WAP + Value of purchase order line items submitted by EDI) / Value of all materials and services purchased) * 100.0 percent Percentage of total value of purchases allocated (Value of purchase order line items submitted by among the following submission method: wireless WAP / Value of all materials and services application protocol purchased) * 100.

0 percent Percentage of purchase requisition line items allocated among the following request method: telephone request direct to vendor (Number of purchase requisition line items by percent telephone request direct to vendor / Number of purchase requisition line items processed) * 100.Metric name Percentage of purchase requisition line items allocated among the following request method: electronic request direct to internal purchasing department Formula (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: electronic request direct to vendor (Number of purchase requisition line items by percent electronic request direct to vendor / Number of purchase requisition line items processed) * 100.0 percent 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 Units percent 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 order line items transacted via a portal Percentage of value of purchased material that is received from vendors that participate in vendormanaged inventory programs Percentage of purchase order line items transacted via portal Percentage of value of purchased materials from vendors that participate in vendor-managed programs percent Percentage of procurement process group 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 formal training in negotiations Percentage of procurement department staff with over three years of purchasing operations experience percent Copyright 2015 APQC and IBM percent percent 555 of 733 .0 percent 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.

and Construction) or EPCM (Engineering. Procurement. and Construction Management) partners Percentage of spend processed by EPC or EPCM partners Percent Percentage of transactions that are processed by the business entity’s EPC (Engineering.000 revenue Total cost to manufacture / (Total business entity revenue * . Procurement. and Construction) or EPCM (Engineering.0 Material cost as a percentage of cost of goods sold percent Overhead cost 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. and Construction Management) partners Percentage of transactions processed by EPC or EPCM partners Percent Manufacturing controllable cost as a percentage of revenue Material costs as a percentage of cost of goods sold Overhead costs as a percentage of cost of goods sold Labor costs as a percentage of cost of goods sold (Manufacturing controllable costs / Total business percent entity revenue) * 100. Procurement.Metric name Percentage of procurement process group staff with over three years of strategic sourcing/commodity management experience Formula Percentage of procurement department staff with over three years of strategic sourcing/commodity management experience Units percent Direct materials and services value as a percentage of total value of purchases (Value of all direct materials and services purchased /Value of all materials and services purchased) * 100 percent Indirect materials and services value as a percentage of total value of purchases (Value of all indirect materials and services purchased /Value of all materials and services purchased) * 100 percent Percentage of spend that is processed by the business entity’s EPC (Engineering. Procurement.001) dollars Copyright 2015 APQC and IBM percent 556 of 733 .

Maximum elapsed time it takes to engineer.000 Percentage of the total cost of the supply chain revenue function allocated to the process group "Produce/Manufacture/Deliver product" * .000000001) Maximum elapsed time it takes to engineer.01) / (Total business entity revenue * .01) / (Total business entity revenue * .Metric name Percentage of the total cost of the supply chain function allocated to the process group "Produce/Manufacture/Deliver product" Formula Percentage of the total cost of the supply chain function allocated to the process group "Produce/Manufacture/Deliver product" Units percent Total cost of the process group (Total cost of the supply chain function * "Produce/Manufacture/Deliver product" per $1.001) dollars Total cost of the process group "Produce/Manufacture/Deliver product" per $1 billion revenue dollars (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" * . and negotiate with suppliers and order materials for customized configuration of nonmaterials for customized configuration of nonstandard items (capability model engineer-to-order standard items (capability model engineer-to-order only) only) Engineering change order (ECO) cycle time Inventory obsolescence as a percentage of total inventory Asset turns Engineering change-order cycle time in days Value of inventory obsolescence as a percentage of total inventory value Total asset turn rate Direct labor availability Percentage of direct labor in manufacturing that is percent available for manufacturing activities Personnel turnover rate as percentage of total percent work force for the most recent fiscal year Percentage of defective parts per million percent Personnel turnover rate as percentage of total work force for the most recent fiscal year Percentage of defective parts per million days percent turns Percentage of total labor used in manufacturing Percentage of total labor used in manufacturing percent classified as direct labor classified as direct labor Costs of production material handling damage as a Costs of production material handling damage as a percent percentage of total material costs percentage of total material costs Copyright 2015 APQC and IBM 557 of 733 . hours select. and negotiate with suppliers and order select.

Metric name Warranty costs (repair and replacement) as a percentage of sales 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" Formula Warranty costs as a percentage of sales Units percent 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" dollars percent Total cost of the process group "Deliver service to (Total cost of the supply chain function * dollars customer" per $1.01) / (Total business entity revenue * .001) Total cost of the process group "Deliver service to (Total cost of the supply chain function * dollars customer" per $1 billion revenue Percentage of the total cost of the supply chain function allocated to the process group "Deliver service to customer" * . "operate warehousing". "plan and manage inbound material flow".001) Total cost to perform the logistics process group "manage logistics and warehousing" per "define logistics strategy".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 percent logistics and warehousing" / Cost of goods sold (COGS)) * 100 Total cost of the process group "Manage logistics and warehousing" per $1.01) / (Total business entity revenue * .000 revenue Total cost to perform the process group "manage logistics and warehousing" /(Total business entity revenue * . and "operate outbound transportation" process FTE Total cost to perform the process group "manage dollars logistics and warehousing" /(Number of FTEs who perform the process "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 dollars 558 of 733 .000 revenue Percentage of the total cost of the supply chain function allocated to the process group "Deliver service to customer" * .

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" * .000 revenue Transportation cost / (Total business entity revenue dollars * .001) (Transportation cost / Total cost of the supply chain percent function ) * 100 Percentage of the total cost of the supply chain percent function allocated to the process group "Manage logistics and warehousing" Percentage of the total cost of the supply chain function allocated to transportation Percentage of the total cost of the supply chain function allocated to the process group "Manage logistics and warehousing" Units Total cost of the process group "Manage logistics and warehousing" per $1 billion revenue (Total cost of the supply chain function * dollars 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 dollars 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" Cycle time in hours from receiving a customer's order to completing the order's preparation Percentage of total logistics costs that are expedited hours Turnover rate of logistics personnel Turnover rate of logistics personnel percent percent Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent Copyright 2015 APQC and IBM 559 of 733 .Metric name Formula Total cost to perform the process group "manage Total cost to perform the process group "manage logistics and warehousing" per sales order fulfilled logistics and warehousing" /Number of sales orders fulfilled dollars Total logistics cost as a percentage of sales Total logistics cost as a percentage of sales percent Total transportation cost per $1.01) / (Total business entity revenue * .

000000001) Percentage of business entity's total number of Percentage of expedited orders resulting from expedited orders caused by: documentation errors documentation error Percentage of annual expedited orders resulting from inaccurate demand forecasts Percentage of annual expedited orders resulting from information technology/system failure Percentage of annual expedited orders resulting from late delivery/loss in transit Copyright 2015 APQC and IBM percent Percentage of expedited orders resulting from percent inaccurate demand forecasts Percentage of expedited orders resulting from percent information technology/system failure Percentage of expedited orders resulting from late percent delivery/loss in transit 560 of 733 .000 units as a percentage of total gross typical parts inventory value Percentage of on-hand balance value for SKUs with percent sales between 101 and 1000 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.Metric name 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 Formula (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 Units percent Gross value of on-hand balance for typical parts that have sales or usage between 101 and 1. manage reverse logistics" per $1 billion revenue (Number of FTEs who perform the process FTEs "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 * .0 percent Gross value of on-hand balance for typical parts Percentage of on-hand balance value for SKUs with percent that have sales or usage of more than 1.000 units sales greater than 1000 as a percentage of total gross typical parts inventory value Number of FTEs that perform the logistics process group "manage logistics and warehousing" excluding "manage returns.

Metric name Percentage of annual expedited orders resulting from manufacturing equipment failure Percentage of annual expedited orders resulting from network stock re-balances Percentage of annual expedited orders resulting from other issues Percentage of annual expedited orders resulting from poor transportation planning Percentage of annual expedited orders resulting from production schedule changes Percentage of annual expedited orders resulting from raw material shortages Percentage of annual expedited orders resulting from unavailable transport equipment Percentage of annual expedited orders resulting from transportation equipment failure Direct labor as a percentage of total labor used in the process group "manage logistics and warehousing" Formula Units Percentage of expedited orders resulting from percent manufacturing equipment failure Percentage of expedited orders resulting from percent network stock re-balances Percentage of expedited orders resulting from percent other issues Percentage of expedited orders resulting from poor percent transportation planning Percentage of expedited orders resulting from percent production schedule changes Percentage of expedited orders resulting from raw percent material shortages Percentage of expedited orders resulting from percent unavailable transport equipment Percentage of expedited orders resulting from percent transportation equipment failure Percentage of labor used in process group percent "manage logistics and warehousing" that is direct labor Percentage of orders expedited Percentage of total sales orders considered expedited Percentage of sales orders completely filled from the primary sourcing location Percentage of ship from stock orders delivered in full within 24 hours of order receipt Percentage of supplier on-time delivery Percentage of sales orders filled completely from the primary sourcing location Percentage of ship from stock orders delivered in full within 24 hours of order receipt Percentage of supplier on-time delivery percent percent percent percent Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent zero sales as a percentage of the total number of zero sales / Total number of SKUs for service/repair SKUs for service/repair parts parts) * 100.0 Number of SKUs for typical products that have zero sales as a percentage of the total number of SKUs for typical products Copyright 2015 APQC and IBM Percentage of SKUs for typical products with zero sales percent 561 of 733 .

000 / Total number of SKUs for typical products) * 100.000 / Total number of SKUs for typical products) * 100.000 as a percentage of the total number of SKUs for typical products Formula (Number of SKUs for typical products that have sales between 101 and 1.0 Number of SKUs for service/repair parts that have Percentage of total parts with sales between 101 sales between 101 and 1.000 as a percentage of the 1000 total number of SKUs for service/repair parts percent Gross value of on-hand balance for service/repair parts that have sales or usage of 0 units as a percentage of total gross service/repair parts inventory value (Gross value of on-hand balance for service/repair percent products that have zero sales or usage / Total gross value of on-hand balance for all service/repair products) * 100.0 Gross value of on-hand balance for service/repair parts that have sales or usage 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 percent sales greater than 1.0 Number of SKUs for service/repair parts that have Percentage of total parts with sales greater than sales greater than 1.000 units as a percentage of total gross service/repair parts inventory value Percentage of on-hand balance value for parts with percent sales between 101 and 1000 Copyright 2015 APQC and IBM 562 of 733 .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 percent between 1 and 100 Number of SKUs for typical products that have sales greater than 1.000 as a percentage of and 1000 the total number of SKUs for service/repair parts Units percent percent Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent sales between 1 and 100 as a percentage of the sales between 1 and 100 / Total number of SKUs total number of SKUs for service/repair parts for service/repair parts) * 100.Metric name Number of SKUs for typical products that have sales between 101 and 1.

000 purchases Total cost to perform the process "develop sourcing strategies" / (Value of all materials and services purchased * 0.000 revenue Systems cost to perform the process "develop sourcing strategies" / (Total business entity revenue * 0.0010) dollars Copyright 2015 APQC and IBM 563 of 733 .000 purchases Systems cost to perform the process "develop sourcing strategies" / (Value of all materials and services purchased * 0.Metric name 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 Formula Units (Gross value of on-hand balance for service/repair percent products that have sales or usage between 1 and 100 units / Total gross value of on-hand balance for all service/repair products) * 100.000010) dollars Systems cost to perform the process "develop sourcing strategies" per $100.0010) dollars Personnel cost to perform the process "develop sourcing strategies" per $1.000 sales greater than 1000 units as a percentage of total gross service/repair parts inventory value Personnel cost to perform the process "develop sourcing strategies" per $1.000 purchases Personnel cost to perform the process "develop sourcing strategies" / (Value of all materials and services purchased * 0.000 revenue Overhead cost to perform the process "develop sourcing strategies"/(Total business entity revenue*0.000010) dollars Total cost to perform the process "develop sourcing strategies" per $1.0010) dollars Overhead cost of the process "develop sourcing strategies" per $1.000 revenue Total cost to perform the process "develop sourcing strategies" / (Total business entity revenue * 0.0010) dollars Systems cost to perform the process "develop sourcing strategies" per $100.000 revenue Personnel cost to perform the process "develop sourcing strategies" / (Total business entity revenue * 0.0 Gross value of on-hand balance for service/repair Percentage of on-hand balance value for parts with percent parts that have sales or usage of more than 1.0010) dollars Total cost to perform the process "develop sourcing strategies" per $1.

0010) Units Outsourced cost of the process "develop sourcing strategies" per $1. and outsourced to perform the process "develop sourcing strategies"/(Total business entity revenue*0.000 revenue Formula Costs other than personnel. systems.000 revenue Outsourced cost to perform the process "develop sourcing strategies"/(Total business entity revenue*0.000010) Systems cost to perform the process "select suppliers and develop/maintain contracts" per $100.000 purchases Systems cost to perform the process "select dollars suppliers and develop/maintain contracts" / (Value of all materials and services purchased * 0.0010) dollars "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 percent dollars Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs sourcing strategies" per $1 billion purchases sourcing strategies" / (Value of all materials and services purchased * .000010) Copyright 2015 APQC and IBM 564 of 733 .000 revenue Systems cost to perform the process "select dollars suppliers and develop/maintain contracts" / (Total business entity revenue * 0.000000001) Systems cost to perform the process "select suppliers and develop/maintain contracts" per $100.000000001) Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs sourcing strategies" per $1 billion revenue sourcing strategies"/ (Total business entity revenue * .Metric name Other cost of the process "develop sourcing strategies" per $1. overhead.

0010) Personnel cost to perform the process "select suppliers and develop/maintain contracts" per $1.Metric name Formula Units Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars and develop/maintain contracts" per $1.0010) dollars Personnel cost to perform the process "select suppliers and develop/maintain contracts" per $1.000 revenue Personnel cost to perform the process "select dollars suppliers and develop/maintain contracts" / (Total business entity revenue * 0.000 revenue Outsourced cost to perform the process "select suppliers and develop/maintain contracts"/(Total business entity revenue*0.000 revenue Costs other than personnel.0010) Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars and develop/maintain contracts" per $1.000 and develop/maintain contracts" / (Total business revenue entity revenue * 0.000 purchases Personnel cost to perform the process "select dollars suppliers and develop/maintain contracts" / (Value of all materials and services purchased * 0. overhead.0010) dollars Outsourced cost of the process "select suppliers and develop/maintain contracts" per $1.0010) Copyright 2015 APQC and IBM 565 of 733 . and outsourced to perform the process "select suppliers and develop/maintain contracts"/(Total business entity revenue*0.000 and develop/maintain contracts" / (Value of all purchases materials and services purchased * 0. systems.0010) dollars Other cost of the process "select suppliers and develop/maintain contracts" per $1.000 revenue suppliers and develop/maintain contracts"/(Total business entity revenue*0.0010) Overhead cost of the process "select suppliers and Overhead cost to perform the process "select develop/maintain contracts" per $1.

000 purchases Systems cost to perform the process "order materials and services" / (Value of all materials and services purchased * .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 FTEs "select suppliers and develop/maintain contracts" / (Value of all materials and services purchased * .000 revenue Systems cost to perform the process "order materials and services" / (Total business entity revenue * .000 purchases Personnel cost to perform the process "order materials and services" / (Value of all materials and services purchased * .00001) dollars Systems cost to perform the process "order materials and services" per $100.00001) dollars Total cost to perform the process "order materials Total cost to perform the process group "order and services" per $1.001) dollars 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) dollars Systems cost to perform the process "order materials and services" per $100. 000000001) Personnel cost to perform the process "order materials and services" per $1.Metric name Formula Units "Select suppliers and develop/maintain contracts" (Number of FTEs who perform the process group percent FTEs as a percentage of procurement FTEs "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 FTEs "select suppliers and develop/maintain contracts" / (Total business entity revenue * .000 revenue materials and services" / (Total business entity revenue * .001) dollars Copyright 2015 APQC and IBM 566 of 733 .

000 revenue Costs other than personnel.000 revenue Outsourced cost to perform the process "order materials and services"/(Total business entity revenue*0.001) Units dollars Total cost to perform the process "order materials Total cost to perform the process group "order and services" per purchase order materials and services" / Number of purchase orders placed dollars Total cost to perform the process "order materials Total cost to perform the process group "order and services" per purchase order line item materials and services" / Number of purchase order line items processed dollars Overhead cost of the process "order materials and Overhead cost to perform the process "order services" per $1. systems.Metric name Formula Total cost to perform the process "order materials Total cost to perform the process group "order and services" per $1. overhead. and outsourced to perform the process "order materials and services"/(Total business entity revenue*0.0010) dollars Other cost of the process "order materials and services" per $1.000 revenue materials and services"/(Total business entity revenue*0.000 purchases materials and services" / (Value of all materials and services purchased * .0010) dollars Cycle time in hours to place a purchase order Cycle time in hours from the receipt of a purchase hours requisition line item to the purchase order's transmission to the vendor/contractor Average cycle time (in calendar days) from requisition creation to requisition approval Average cycle time (in calendar days) from requisition approval date of purchase order approval date Cycle time from requisition creation to requisition approval Cycle time from requisition approval to purchase order approval Copyright 2015 APQC and IBM Days Days 567 of 733 .0010) dollars Outsourced cost of the process "order materials and services" per $1.

000000001) FTEs 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" purchase orders Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent total purchase value total purchase value Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent of total purchase value of total purchase value Purchases made through invoice only (nonPurchases made through invoice only (non-PO) as Percent purchase order) as a percentage of total purchase a percentage of total purchase value value Purchases made through purchase order .internal Percent catalog as a percentage of total purchase value catalog as a percentage of total purchase value Copyright 2015 APQC and IBM 568 of 733 .000000001) FTEs 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 * .internal Purchases made through purchase order .Metric name Formula "Order materials/services" FTEs as a percentage of (Number of FTEs who perform the process group procurement FTEs "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 Units percent 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 * .

"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 other channels as a Purchases made through other channels as a percentage of total invoice volume percentage of total invoice volume Percentage of purchase orders that link directly to Percentage of purchase orders linked directly to a contracted price loaded in the company's system contracted price in company's system or external or external catalog catalog Copyright 2015 APQC and IBM Percent Percent Percent 569 of 733 .external Purchases made through purchase order Percent catalog as a percentage of total purchase value external/punchout catalog as a percentage of total purchase value Purchases made through purchase order .internal Percent catalog as a percentage of total invoice volume catalog as a percentage of total invoice volume Purchases made through purchase order .free description as a percentage of total purchase value Percent Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent total invoice volume total invoice volume Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent of total invoice volume of total invoice volume Purchases made through invoice only (nonPurchases made through invoice only (non-PO) as Percent purchase order) as a percentage of total invoice a percentage of total invoice volume volume Purchases made through purchase order ."Hands Percent On" as a percentage of total invoice volume Purchases made through purchase order ."Hands Percent On" as a percentage of total purchase value Purchases made through purchase order .external Purchases made through purchase order Percent catalog as a percentage of total invoice volume external/punchout catalog as a percentage of total invoice volume Purchases made through purchase order .Metric name Formula Units Purchases made through purchase order .free description as a percentage of total invoice volume 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 .internal Purchases made through purchase order .

000 purchases Value of materials purchases as a percentage of Percent total purchases Value of services purchases as a percentage of Percent total purchases Value of EPC or EPCM purchases as a percentage Percent of total purchases Value of other purchases as a percentage of total Percent purchases Personnel cost to perform the process "appraise dollars and develop suppliers" / (Value of all materials and services purchased * 0.000 revenue develop suppliers" / (Total business entity revenue * 0.0010) Personnel cost to perform the process "appraise and develop suppliers" per $1.000 purchases develop suppliers" / (Value of all materials and services purchased * 0.0010) Copyright 2015 APQC and IBM dollars 570 of 733 .000010) Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars develop suppliers" per $100.000 purchases Total cost to perform the process "appraise and develop suppliers" / (Value of all materials and services purchased * 0.000 revenue Total cost to perform the process "appraise and dollars develop suppliers" / (Total business entity revenue * 0.0010) Total 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) dollars Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars develop suppliers" per $100.000010) Total cost to perform the process "appraise and develop suppliers" per $1.Metric name Percentage of purchase order line items that are systematically created with no manual involvement or intervention by a buyer Formula Percentage of purchase order line items systematically created Units Percent Percentage of purchase orders that go through a formal notification/acceptance process with supplier Percentage of purchase orders that go through a formal notification/acceptance process with supplier Percent Value of materials purchases as a percentage of total purchases Value of services purchases as a percentage of total purchases Value of EPC or EPCM purchases as a percentage of total purchases Value of other purchases as a percentage of total purchases Personnel cost to perform the process "appraise and develop suppliers" per $1.

000 revenue and outsourced to perform the process "define logistics strategy" / (Total business entity revenue * 0.000000001) Other cost to perform the process "define logistics Costs other than personnel. dollars strategy" per $1.0010) Other cost of the process "appraise and develop suppliers" per $1.0010) Copyright 2015 APQC and IBM 571 of 733 .0010) dollars Supplier first-pass quality yield S25320472QN0001 percent "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 percent 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 * .0010) dollars Outsourced cost of the process "appraise and develop suppliers" per $1. and outsourced to perform the process "appraise and develop suppliers"/(Total business entity revenue*0. systems.000 revenue Overhead cost to perform the process "appraise and develop suppliers"/(Total business entity revenue*0.000000001) FTEs Number of FTEs that perform the process "appraise and develop suppliers" per $1 billion revenue Number of FTEs who perform the process FTEs "appraise and develop suppliers" / (Total business entity revenue * . systems.000 revenue Costs other than personnel. overhead.000 revenue Formula Units Systems cost to perform the process "appraise and dollars develop suppliers"/(Total business entity revenue*0.Metric name Overhead cost of the process "appraise and develop suppliers" per $1. overhead.

000 revenue Formula Units Outsourced cost to perform the process "define dollars logistics strategy" / (Total business entity revenue * 0.000 revenue Systems cost to perform the process "define dollars logistics strategy" / (Total business entity revenue * 0.Metric name Outsourced cost to perform the process "define logistics strategy" per $1.000 revenue Personnel cost to perform the process "define dollars logistics strategy" / (Total business entity revenue * 0.000000001) 572 of 733 .0010) Personnel cost to perform the process "define logistics strategy" per $1.0010) dollars "Define logistics strategy" FTEs as a percentage of (Number of FTEs who perform the process "define percent logistics FTEs 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 Copyright 2015 APQC and IBM Number of FTEs who perform the process "define FTEs logistics strategy" /(Total business entity revenue * .0010) Overhead cost to perform the process "define logistics strategy" per $1.000 revenue Overhead cost to perform the process "define dollars 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 dollars strategy" / (Total business entity revenue * 0.0010) Systems cost to perform the process "define logistics strategy" per $100.

Metric name Other 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 * .000 revenue Overhead cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .000 revenue Systems cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .000 manage inbound material flow" /(Total business revenue entity revenue * .000 revenue Personnel cost to perform the process "plan and manage inbound material flow" /(Total business entity revenue * .000 revenue Formula Costs other than personnel.00001) dollars 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" dollars Total cost to perform the process "plan and manage inbound material flow" per $1. overhead.001) dollars Personnel cost to perform the process "plan and manage inbound material flow" per $1.001) Units dollars Outsourced cost to perform the process "plan and Outsourced cost to perform the process "plan and dollars manage inbound material flow" per $1. systems.001) dollars Systems cost to perform the process "plan and manage inbound material flow" per $100.001) dollars "Plan and manage inbound material flow" FTEs as (Number of FTEs who perform the process "plan percent a percentage of logistics FTEs 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 573 of 733 . and outsourced 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.

001) dollars Other cost to perform the process "operate warehousing" per $1.000 revenue Systems cost to perform the process "operate warehousing" /(Total business entity revenue * . 001) dollars Total cost to perform the process "operate warehousing" per sales order Pick-to-ship cycle time in hours for customer orders Total cost to perform the process "operate warehousing" /Number of sales orders fulfilled Pick-to-ship cycle time in hours for customer orders dollars Copyright 2015 APQC and IBM hours 574 of 733 .000 revenue Personnel cost to perform the process "operate warehousing" /(Total business entity revenue * . and outsourced to perform the process "operate warehousing" /(Total business entity revenue * . 001) dollars Outsourced cost to perform the process "operate warehousing" per $1. 001) dollars Overhead cost to perform the process "operate warehousing" per $1.000 revenue Total cost to perform the process "operate warehousing" /(Total business entity revenue * .Metric name Formula Number of FTEs that perform the process "plan Number of FTEs who perform the process "plan and manage inbound material flow" per $1 billion and manage inbound material flow" /(Total revenue business entity revenue * .000 revenue Overhead cost to perform the process "operate warehousing" /(Total business entity revenue * .000 revenue Costs other than personnel. 001) dollars Systems cost to perform the process "operate warehousing" per $100. overhead.000000001) Units FTEs Personnel cost to perform the process "operate warehousing" per $1. systems. 00001) dollars Total cost to perform the process "operate warehousing" as a percentage of cost of goods sold (Total cost to perform the process "operate warehousing" /Cost of goods sold (COGS)) * 100 percent 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" dollars Total cost to perform the process "operate warehousing" per $1.000 revenue Outsourced cost to perform the process "operate warehousing" /(Total business entity revenue * .

001) Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs warehousing" per $1 billion revenue warehousing" /(Total business entity revenue * .Metric name Dock-to-stock cycle time in hours for supplier deliveries Field finished goods inventory days of supply Formula Dock-to-stock cycle time for supplier deliveries in hours Field finished goods inventory days of supply Inventory accuracy Inventory accuracy Units hours days percent Inventory value per $1. 000000001) "Operate warehousing" FTEs as a percentage of logistics FTEs (Number of FTEs who perform the process percent "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 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 Copyright 2015 APQC and IBM 575 of 733 .000 total revenue Gross value of inventory /(Total business entity dollars revenue * .

Metric name Number of sales order line items filled per "operate warehousing" FTE Formula Units Number of sales order line items / Number of FTEs sales order line who perform the process "operate warehousing" 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 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. systems.001) Other 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) dollars Personnel cost to perform the process "operate outbound transportation" per $1.001) dollars Overhead cost to perform the process "operate outbound transportation" per $1. manage reverse logistics" cost Percentage of finished goods inventory requiring percent special handling or storage (Freight cost to perform the process "operate percent outbound transportation" / (Total cost to perform the process "define logistics strategy" + Total cost to perform the process "plan and manage inbound material flow" + Total cost to perform the process "operate warehousing" + Total cost to perform the process "operate outbound transportation")) * 100.000 revenue Personnel cost to perform the process "operate outbound transportation" /(Total business entity revenue * . dollars outsourced and freight to perform the process "operate outbound transportation" /(Total business entity revenue * . overhead.001) Outsourced cost to perform the process "operate outbound transportation" per $1.001) dollars Copyright 2015 APQC and IBM sales orders dollars 576 of 733 .000 revenue Freight cost to perform the process "operate outbound transportation" /(Total business entity revenue * .000 revenue Outsourced cost to perform the process "operate outbound transportation" /(Total business entity revenue * .000 revenue Costs other than personnel.0 Freight 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 * .00001) Units percent 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 percent 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" dollars Total cost to perform the process "operate outbound transportation" per $1.001) dollars Total cost to perform the process "operate outbound transportation" per sales order Total cost to perform the process "operate dollars outbound transportation" /Number of sales orders fulfilled Customer shipment to delivery cycle time in days Customer shipment to delivery cycle time in hours / 24 Percentage of sales orders shipped as part of full.Percentage of total sales orders shipped in fullload shipments load shipments Percentage of sales orders shipped on core Percentage of sales orders shipped on core carriers carriers Perfect condition rate Perfect condition rate Full trailer-load or full container-load capacity utilization Percentage of orders delivered complete and on time Percentage of orders shipped complete and on time Copyright 2015 APQC and IBM dollars days percent percent percent Full trailer-load or full container-load capacity percent utilization Percentage of sales orders delivered complete and percent on time Percentage of sales orders shipped complete and percent on time 577 of 733 .000 revenue Formula Premium freight charges as a percentage of total freight charges Systems cost to perform the process "operate outbound transportation" /(Total business entity revenue * .Metric name Premium freight charges as a percentage of total freight charges Systems cost to perform the process "operate outbound transportation" per $100.

0010) Systems cost to perform the process "manage returns.000010) Copyright 2015 APQC and IBM percent 578 of 733 . manage reverse logistics" per $1.000 revenue Personnel cost to perform the process "manage dollars returns.000000001) "Operate outbound transportation" FTEs as a percentage of logistics FTEs (Number of FTEs who perform the process percent "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 Accurate documentation rate Accurate documentation rate Percentage of sales orders scheduled to customer request Approved preferred/core carriers for primary transportation as a percentage of total carriers used for primary transportation Percentage of total sales orders scheduled percent according to customer request (Number of approved preferred/core carriers for percent primary transportation mode / Number of carriers used for primary transportation mode in the last twelve months) * 100.0 Personnel cost to perform the process "manage returns. manage reverse logistics" / (Total business entity revenue * 0.Metric name Formula Units Percentage of outbound transport containers with Percentage of outbound transport containers with percent multiple-customer orders multiple-customer orders Percentage of sales orders delivered on time Percentage of sales orders delivered on time percent Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs outbound transportation" per $1 billion revenue outbound transportation" /(Total business entity revenue * . manage reverse logistics" per $100.000 revenue Systems cost to perform the process "manage dollars returns. manage reverse logistics" / (Total business entity revenue * 0.

manage reverse logistics" Total cost to perform the process "manage returns. manage reverse logistics" / (Total business entity revenue * 0. manage reverse logistics" / (Total business entity revenue * 0.Metric name Formula Units Total cost to perform the process "manage returns.000000001) Copyright 2015 APQC and IBM 579 of 733 . manage reverse logistics" / (Total business entity revenue * 0.000 revenue manage reverse logistics" / (Total business entity revenue * 0. dollars manage reverse logistics" per process FTE manage reverse logistics" / Number of FTEs who perform the process "manage returns.000 revenue Costs other than personnel.0010) Outsourced cost to perform the process "manage returns.0010) Overhead cost to perform the process "manage returns.000 revenue Outsourced cost to perform the process "manage dollars returns. manage reverse logistics" per $1 billion revenue Return processing cycle time in days days Percentage of returned product flowing through percent the same logistics network as primary products Value of returned products as a percentage of percent sales Number of FTEs who perform the process "manage FTEs returns.0010) Total cost to perform the process "manage returns.000 revenue Overhead cost to perform the process "manage dollars returns. systems. dollars and outsourced to perform the process "manage returns. Total cost to perform the process "manage returns. manage reverse logistics" per $1. Total cost to perform the process "manage returns.0010) Return processing cycle time in days Percentage of returned product flowing through the same logistics network as primary products Value of returned products as a percentage of sales Number of FTEs that perform the process "manage returns. manage reverse logistics" per $1. overhead. dollars manage reverse logistics" per $1. manage reverse logistics" per $1. Total cost to perform the process "manage returns. dollars manage reverse logistics" per sales order manage reverse logistics" / Number of sales orders placed Total cost to perform the process "manage returns. Total cost to perform the process "manage returns. manage reverse logistics" / (Total business entity revenue * 0. dollars manage reverse logistics" per sales order line item manage reverse logistics" / Number of sales order line items Other cost to perform the process "manage returns.

or handling of returned product Units percent Percentage of returned goods that are donated Percentage of returned goods that are donated percent 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 recycled (materials reclaimed.Metric name 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 Formula Percentage of corrective actions for customer complaints that are completed within 15 days Percentage of logistics costs associated with the physical transportation. storage. leased) Percentage of returned goods that are remanufactured and resold through a secondary channel Percentage of landfill Percentage of through other Percentage of percent returned goods that are sent to a percent returned goods that are disposed of percent methods returned goods that are recycled percent Percentage of returned goods that are remanufactured and resold percent Percentage of returned goods that are repackaged Percentage of returned goods that are repackaged percent and resold through a secondary channel and resold Percentage of returned goods that are resold as-is through a secondary channel 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 field service/corrective action 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 reclamation of leased products Copyright 2015 APQC and IBM Percentage of returned goods that are resold as-is percent Percentage of returned goods that are sold as scrap Percentage of total returns flow generated due disposal requirements Percentage of total returns flow generated due field service/corrective action Percentage of total returns flow generated due marketing returns Percentage of total returns flow generated due other events Percentage of total returns flow generated due reclamation of leased products percent to percent to percent to percent to percent to percent 580 of 733 .

systems.0010) dollars Overhead 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 * 0.000 and outsourced to perform the process "develop revenue customer care/customer service strategy" / (Total business entity revenue * 0.0010) dollars Personnel cost to perform the process "develop customer care/customer service strategy" per $1.000010) dollars 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" dollars Copyright 2015 APQC and IBM percent percent percent dollars 581 of 733 .000 revenue Systems cost to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0.0010) Units percent Outsourced 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. care/customer service strategy" per $1.Metric name Formula Percentage of total returns flow generated due to Percentage of total returns flow generated due to reusable packaging reusable packaging Percentage of total returns flow generated due to Percentage of total returns flow generated due to stock-balancing/marketing returns stock-balancing/marketing returns Percentage of total returns flow generated due to Percentage of total returns flow generated due to transit damage transit damage Percentage of total returns flow generated due to Percentage of total returns flow generated due to warranty/end-of-life returns warranty/end-of-life returns Other cost of the process group "develop customer Costs other than personnel.0010) dollars Systems cost to perform the process "develop customer care/customer service strategy" per $100.000 revenue Outsourced cost to perform the process "develop customer care/customer service strategy" / (Total business entity revenue * 0. overhead.

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 dollars 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 dollars 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 * 0.000 revenue (Centrally managed systems cost to perform the dollars 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 Units dollars (Centrally managed systems cost to perform the dollars 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 582 of 733 . "manage customer service requests/inquiries". "manage customer service requests/inquiries".Metric name Total cost to perform the process group "develop customer care/customer service strategy" per $1. and "manage customer complaints" per $1.000 revenue Formula Total cost to perform the process group "develop customer care/customer service strategy" / (Total business entity revenue * 0. and "manage customer complaints" per inbound contact Number of languages supported languages Centrally managed systems cost to perform the processes "manage sales orders".000000001) FTEs Number of languages supported at the business entity Centrally managed systems cost to perform the processes "manage sales orders".

"manage customer service requests/inquiries".0010) Contact center systems cost to perform the processes "manage sales orders". overhead.Metric name Centrally managed systems cost to perform the processes "manage sales orders". systems. and "manage customer complaints" per active customer (Contact center systems cost to perform the dollars 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". and "manage customer complaints" per inbound contact (Total annual cost for the process "manage sales dollars orders" for the category "Other cost" + Costs other than personnel. "manage customer service requests/inquiries". "manage customer service requests/inquiries". and "manage customer complaints" per $1. "manage customer service requests/inquiries". "manage customer service requests/inquiries". and "manage customer complaints" per inbound contact (Contact center systems cost to perform the dollars process "manage sales orders" + Contact center systems cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") / Total number of inbound contacts Contact center systems cost to perform the processes "manage sales orders". and "manage customer complaints" per active customer Formula Units (Centrally managed systems cost to perform the dollars 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".000 revenue (Contact center systems cost to perform the dollars 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. 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 583 of 733 .

"manage customer service requests/inquiries".0010) Outsourced cost to perform the processes "manage sales orders".0010) Outsourced cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1. dollars and outsourced to perform the processes "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.000 revenue Outsourced cost to perform the processes dollars "manage customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0.0 Other cost to perform the processes "manage customer requests/inquiries" and "manage customer complaints" per $1.000 revenue Costs other than personnel. and "manage customer complaints" per active customer (Total annual cost for the process "manage sales dollars 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 584 of 733 . systems.0010) Outsourced cost to perform the processes "manage sales orders". "manage customer service requests/inquiries". systems.Metric name 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 Formula Units (Costs other than personnel.000 revenue (Total annual cost for the process "manage sales dollars 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. overhead. overhead. and "manage customer complaints" per $1. percent 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.

"manage customer service requests/inquiries". and "manage customer complaints" per inbound contact Formula Units (Total annual cost for the process "manage sales dollars 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 (Outsourced cost to perform the processes percent "manage customer requests/inquiries" and "manage customer service requests/inquiries" and "manage customer complaints" as a percentage of "manage customer complaints" / Total cost to the total cost of the processes perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100.Metric name Outsourced cost to perform the processes "manage sales orders".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 dollars "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 dollars "manage customer service requests/inquiries" and "manage customer complaints" / Number of inbound calls received through IVR speech Outsourced cost to perform the processes Outsourced cost to perform the processes dollars "manage customer service requests/inquiries" and "manage customer service requests/inquiries" and "manage customer complaints" per web "manage customer complaints" / Number of transactions contact 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 Copyright 2015 APQC and IBM (Overhead cost to perform the processes "manage percent customer service requests/inquiries" and "manage customer complaints" / Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100.0 585 of 733 .

0010) Business to business inbound calls as a percentage of total inbound calls Business to consumer inbound calls as a percentage of total inbound calls Total revenue per inbound contact Percentage of inbound contacts from all channels considered "business to business" 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 Outsourced cost to perform the processes "manage customer service requests/inquiries" and "manage customer service requests/inquiries" and "manage customer complaints" per web self"manage customer complaints" / Inbound contacts service contact received through web self-service percent percent dollars dollars 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 dollars 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.Metric name Formula Units Overhead cost to perform the processes "manage Overhead cost to perform the processes "manage dollars customer requests/inquiries" and "manage customer service requests/inquiries" and "manage customer complaints" per $1. "manage customer service requests/inquiries".0010) Personnel cost to perform the processes "manage sales orders".000 revenue customer complaints" / (Total business entity revenue * 0.000 revenue Total cost to perform the processes "manage dollars customer service requests/inquiries" and "manage customer complaints" / (Total business entity revenue * 0. and "manage customer complaints" per business entity FTE (Total annual cost for the process "manage sales dollars 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 586 of 733 .

"manage customer service requests/inquiries".000 revenue (Total annual cost for the process "manage sales dollars 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. and "manage customer complaints" per inbound contact (Total annual cost for the process "manage sales dollars 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 percent customer service requests/inquiries" and "manage customer complaints" / Total cost to perform the processes "manage customer service requests/inquiries" and "manage customer complaints") * 100. "manage customer service requests/inquiries".0 Copyright 2015 APQC and IBM 587 of 733 .0010) Personnel cost to perform the processes "manage sales orders". and "manage customer complaints" per active customer (Total annual cost for the process "manage sales dollars 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 $1.Metric name Formula Units Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars customer requests/inquiries" and "manage customer service requests/inquiries" and "manage customer complaints" per process FTE customer complaints" / Number of FTEs who perform the customer service function Personnel cost to perform the processes "manage sales orders".

000 revenue customer complaints" / (Total business entity revenue * 0. excluding automated acknowledgements of email receipt hours Response time for inbound requests coming from fax Response time for inbound requests coming from postal mail Average actual response time in minutes for contacts received through facsimile Average actual response time in minutes for contact type "Postal Mail" including outsourced and direct contacts hours Average time in seconds to inbound calls abandoned Average contact handling time in seconds seconds Average speed of answer in seconds for agent queue calls Bridge rate Average time in seconds to inbound calls abandoned Average contact handling time in seconds. including after-contact work (Average after-call work time in seconds + Average talk time in seconds) Average speed of answer in seconds for agent queue calls Bridge rate Call agent availability rate Call agent availability rate percent Call agent occupancy rate Call agent occupancy rate percent Call agent utilization rate Call agent utilization rate percent Average seat utilization Average seat utilization percent Agent schedule adherence Average agent schedule adherence percent Average call handling time in seconds Copyright 2015 APQC and IBM hours seconds seconds seconds percent 588 of 733 .Metric name Formula Units Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars customer requests/inquiries" and "manage customer service requests/inquiries" and "manage customer complaints" per $1.0010) Response time for inbound requests coming from e-mail Average actual response time in minutes for contacts received through email.

000000001) Percentage of inbound email contacts outsourced to a third-party provider (Number of total annual inbound contacts percent 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. or postal mail. email.0 Copyright 2015 APQC and IBM percent 589 of 733 . from all outsourced providers / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls. IVR DTMF.Metric name First call resolution rate Formula First call resolution rate Units percent IVR speech recognition rate IVR speech recognition rate percent Average number of contact center seats per contact center Number of FTEs who perform the customer service function per $1 billion revenue Number of seats / Number of contact centers seats included Number of FTEs who perform the customer service FTEs function / (Total business entity revenue * 0. and other receipts) * 100. web chat or instant messaging (including virtual agents). web transactions. web self-service.0 Percentage of inbound phone contacts outsourced (Inbound contacts received through telephone to a third-party provider channels from all outsourced providers / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls. and other receipts) * 100. fax. IVR speech. IVR DTMF. postal mail. postal mail. IVR DTMF. and other receipts) * 100. web transactions. IVR speech. fax. postal mail. social media. online chats. fax.0 Percentage of inbound contacts through "other" channels outsourced to a third-party provider (Inbound contacts received through channels other percent than phone. a dedicated mobile application. IVR speech. SMS. web transactions. online chats. online chats.

0 Percentage of inbound calls monitored by QAM and scored by supervisors Caller authentication rate for IVR Percentage of inbound calls monitored by QAM and scored by supervisors Caller authentication rate for IVR percent DTMF IVR self-service resolution rate DTMF IVR self-service resolution rate percent IVR speech self-service resolution rate IVR speech self-service resolution rate percent Web transactions self-service resolution rate Web transactions self-service resolution rate percent Percentage of active customers with active web accounts Transferred calls as a percentage of total inbound calls Percentage of active customers with active web accounts Transferred calls as a percentage of total inbound calls percent Copyright 2015 APQC and IBM direct supervisors percent percent 590 of 733 . IVR speech. web transactions. and other receipts) * 100. fax.Metric name Formula Units Agent FTEs evaluated using sliding/interdependent Agent FTEs evaluated using sliding/interdependent percent agent targets as a percentage of all agent FTEs agent targets as a percentage of all agent FTEs Number of agent FTEs per direct supervisor FTE Number of agent FTEs / (Number of general agent FTEs service FTEs employed to manage agents + Number of vital service FTEs employed to manage agents) Direct supervisors per agent FTE (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 percent instant messaging. online chats. IVR DTMF. including virtual agents. from all outsourced providers / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls. postal mail.

and other receipts) * 100. online chats. IVR DTMF. postal mail. and other receipts) * 100. fax.0 Percentage of inbound web transaction contacts outsourced to a third-party provider (Inbound contacts received through web selfpercent service from all outsourced providers / 100 percent sum of inbound contacts outsourced to a thirdparty for live agent calls. web transactions. fax.Metric name Percentage of transferred calls that are misdirected Percentage of inbound postal mail contacts outsourced to a third-party provider Formula Units Percentage of transferred calls that are percent misdirected (Percentage of inbound contacts outsourced to percent third-party for postal mail / 100 percent sum of inbound contacts outsourced to a third-party for live agent calls. IVR speech. IVR DTMF. postal mail. IVR speech. web transactions.0 Percentage of contacts with CTI that have information pop up on the agent's desktop Percentage of active customers with service level based on customer segmentation 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 Inbound live agent calls per agent FTE 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 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 Number of inbound calls received through a live agent / Number of agent FTEs Total number of inbound contacts / Number of agent FTEs Inbound contacts per agent FTE Copyright 2015 APQC and IBM percent percent percent percent calls contacts 591 of 733 . online chats.

Metric name Africa contact center employees as a percentage of total contact center employees Formula Units ( Percentage of your organization's IT headcount percent in Africa/100 percent sum of organization's IT headcount in the United States/Canada. Nordic countries. Rus ) *100 Central/South America contact center employees ( Percentage of your organization's IT headcount percent as a percentage of total contact center employees in Central or South America/100 percent sum of organization's IT headcount in the United States/Canada. China. Eastern Europe. Western Europe. Australia. East Asia. East Asia. Australia. Nordic countries. Western Europe. Central/South America. Rus ) *100 Central Europe contact center employees as a percentage of total contact center employees ( Percentage of your organization's IT headcount percent in Central Europe/100 percent sum of organization's IT headcount in the United States/Canada. Rus ) *100 Copyright 2015 APQC and IBM 592 of 733 . South Asia. New Zealand. South Asia. Eastern Europe. South Asia. East Asia. Central/South America. South Asia. Southeast Asia. Western Europe. Central/South America. Southern Europe. New Zealand. Southeast Asia. Eastern Europe. Western Europe. Central Europe. Southeast Asia. China. Nordic countries. Australia. Southern Europe. Central Europe. Eastern Europe. Central Europe. East Asia. Australia. Central/South America. Southern Europe. New Zealand. Nordic countries. China. Southern Europe. Central Europe. New Zealand. China. Rus )*100 Australia and New Zealand contact center ( Percentage of your organization's IT headcount percent employees as a percentage of total contact center in Australia or New Zealand/100 percent sum of employees organization's IT headcount in the United States/Canada. Southeast Asia.

Rus ) *100 East Asia contact center employees as a percentage of total contact center employees ( Percentage of your organization's IT headcount percent in East Asia/100 percent sum of organization's IT headcount in the United States/Canada. Nordic countries. Central Europe. Rus )*100 Eastern Europe contact center employees as a percentage of total contact center employees ( Percentage of your organization's IT headcount percent in Eastern Europe/100 percent sum of organization's IT headcount in the United States/Canada. China. Central Europe. East Asia. Central/South America. Nordic countries. New Zealand. South Asia. Eastern Europe. New Zealand. Southern Europe. Western Europe. South Asia. Southeast Asia. Central Europe. Nordic countries. Southern Europe. Central/South America. South Asia. Southern Europe. New Zealand. Rus ) *100 Inbound contacts related to billing as a percentage of total inbound contacts Inbound contacts related to complaints as a percentage of total inbound contacts Inbound contacts related to new orders as a percentage of total inbound contacts Inbound contacts related to order modification or inquiry as a percentage of total inbound contacts Percentage of inbound contacts from all related to billing Percentage of inbound contacts from all related to complaints Percentage of inbound contacts from all related to new orders Percentage of inbound contacts from all related to order modification or inquiry Copyright 2015 APQC and IBM channels percent channels percent channels percent channels percent 593 of 733 . Australia. Eastern Europe. East Asia. Eastern Europe. Southeast Asia. or Central Asia/100 percent sum employees of organization's IT headcount in the United States/Canada. Western Europe. China. and Central Asia contact center ( Percentage of your organization's IT headcount percent employees as a percentage of total contact center in China. China. Russia. Western Europe. Russia. East Asia. Australia.Metric name Formula Units China. Central/South America. Australia. Southeast Asia.

East Asia. Central/South America. Central Europe. Southeast Asia. New Zealand. Central Europe. Southeast Asia. Southern Europe. Western Europe. Eastern Europe. Western Europe. New Zealand. China. South Asia. New Zealand. Southern Europe. Eastern Europe. Central Europe. Australia. Nordic countries. Central/South America. Western Europe.Metric name Middle East contact center employees as a percentage of total contact center employees Formula Units ( Percentage of your organization's IT headcount percent in the Middle East/100 percent sum of organization's IT headcount in the United States/Canada. Southern Europe. Southeast Asia. Rus ) *100 Copyright 2015 APQC and IBM 594 of 733 . Rus ) *100 South Asia contact center employees as a percentage of total contact center employees ( Percentage of your organization's IT headcount percent in South Asia/100 percent sum of organization's IT headcount in the United States/Canada. East Asia. Central Europe. Rus ) *100 Nordic countries contact center employees as a percentage of total contact center employees ( Percentage of your organization's IT headcount percent in Nordic countries/100 percent sum of organization's IT headcount in the United States/Canada. Australia. New Zealand. Southeast Asia. Rus )*100 Southeast Asia contact center employees as a percentage of total contact center employees ( Percentage of your organization's IT headcount percent in Southeast Asia/100 percent sum of organization's IT headcount in the United States/Canada. Eastern Europe. East Asia. Australia. South Asia. Western Europe. Central/South America. South Asia. Nordic countries. Eastern Europe. Nordic countries. Nordic countries. South Asia. China. China. Australia. East Asia. Southern Europe. China. Central/South America.

East Asia. East Asia. New Zealand. Southeast Asia. Eastern Europe. Central Europe. Nordic countries. Australia. Central/South America. Central/South America. Southeast Asia. Rus ) *100 Inbound contacts received via phone as a percentage of total inbound contacts Inbound contacts received via email as a percentage of total inbound contacts Inbound contacts received via fax as a percentage of total inbound contacts Inbound contacts received via web chat or instant messaging as a percentage of total inbound contacts (Number of inbound contacts through calls / Total number of inbound contacts) * 100. Eastern Europe.0 (Number of inbound contacts through email / Total number of inbound contacts) * 100. Rus ) *100 Western Europe contact center employees as a percentage of total contact center employees ( Percentage of your organization's IT headcount percent in Western Europe/100 percent sum of organization's IT headcount in the United States/Canada. Southern Europe.0 (Number of inbound contacts through fax / Number of inbound contacts) * 100. Nordic countries. Rus ) *100 US contact center employees as a percentage of total contact center employees ( Percentage of your organization's IT headcount percent in the United States or Canada/100 percent sum of organization's IT headcount in the United States/Canada. Nordic countries. Central Europe. Eastern Europe. Southeast Asia. Southern Europe.0 (Number of inbound contacts through online chat / Total number of inbound contacts) * 100. South Asia. South Asia. East Asia. China. Central Europe. Western Europe.0 Copyright 2015 APQC and IBM percent percent percent percent 595 of 733 . China. South Asia. Australia.Metric name Southern Europe contact center employees as a percentage of total contact center employees Formula Units ( Percentage of your organization's IT headcount percent in Southern Europe/100 percent sum of organization's IT headcount in the United States/Canada. Western Europe. China. New Zealand. Australia. New Zealand. Central/South America. Southern Europe. Western Europe.

complaints.0 (Number of inbound calls received through IVR DTMF / Number of inbound calls) * 100. billing. web chat or instant messaging. or technical support 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 for order modification or inquiry / Number of inbound calls) * 100.0 (Number of inbound calls for new orders / Number of inbound calls) * 100.0 (Inbound contacts received through web selfpercent service / Total number of inbound contacts) * 100. email. or postal mail as a percentage of total inbound contacts Formula Units (Inbound contacts received through channels other percent than phone. social media. or postal mail / Total number of inbound contacts) * 100.0 (Number of inbound calls received through IVR speech / Number of inbound calls) * 100.0 (Number of inbound calls for complaints / Number of inbound calls) * 100. web chat or instant messaging (including virtual agents). order modification or inquiry. web self-service. a dedicated mobile application. social media. billing. SMS.0 Number of inbound calls received through a live agent as a percentage of total inbound calls Number of inbound calls received through IVR speech as a percentage of total inbound calls Number of inbound calls received through IVR DTMF as a percentage of total inbound calls Inbound calls related to billing as a percentage of total inbound calls Inbound calls related to complaints as a percentage of total inbound calls Inbound calls related to new orders as a percentage of total inbound calls Inbound calls related to order modification or inquiry as a percentage of total inbound calls Number of inbound calls for requirements other than new orders. email.Metric name Number of inbound contacts through channels other than phone. dedicated mobile apps. order modifications or inquiry.0 (Number of inbound calls for billing / Number of inbound calls) * 100.0 Percentage of inbound contacts from all channels related to matters other than new orders. SMS. complaints.0 Inbound contacts received via postal mail as a percentage of total inbound contacts Inbound contacts received via web self-service as a percentage of total inbound contacts (Number of inbound contacts through postal mail / percent Total number of inbound contacts) * 100. web self-service. or technical support Inbound contacts related to technical support as a Percentage of inbound contacts from all channels percentage of total inbound contacts related to technical support Copyright 2015 APQC and IBM percent percent percent percent percent percent percent percent percent 596 of 733 .

and select employees" per $1. and select employees" per new hire dollars Copyright 2015 APQC and IBM Total cost to perform the process group "recruit. source.Metric name Number of inbound calls for the customer service function as a percentage of total inbound calls Formula Units (Number of inbound calls for the customer service percent function / Number of inbound calls) * 100. and select" / (Total business entity revenue * 0. Total cost to perform the process group "recruit. and select employees" per business entity source. dollars source. source. and select" / Number of business entity employee employees dollars Total cost to perform the process group "recruit.000 revenue source. and select" / Total number of new hires 597 of 733 . Total cost to perform the process group "recruit. source.0 Percentage of inbound contacts through "other" channels outsourced to a third-party provider Percentage of inbound fax contacts outsourced to a third-party provider Percentage of inbound IVR DTMF contacts outsourced to a third-party provider Percentage of inbound IVR speech contacts outsourced to a third-party provider Percentage of inbound live agent call contacts outsourced to third-party provider Customer attrition (or churn) rate Percentage of inbound contacts third-party for other receipt Percentage of inbound contacts third-party for fax Percentage of inbound contacts third-party for IVR DTMF Percentage of inbound contacts third-party for IVR speech Percentage of inbound contacts third-party for live agent calls Customer attrition rate 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 outsourced to percent outsourced to percent outsourced to percent outsourced to percent outsourced to percent percent Total cost to perform the process group "recruit.001) Total cost to perform the process group "recruit.

0001 * Total cost to perform the process group "recruit. source. source. source. and select employees" allocated revenue to personnel cost * Percentage of total cost of the process group "Recruit. source.000 revenue "Recruit. and select employees" per $1. and select employees" per new hire (Percentage of internal cost of the process group dollars "Recruit. and select employees" allocated to personnel cost * Percentage of total cost of the process group "Recruit. source. source. and select employees" allocated to internal cost * 0.0001 * Total cost to perform the process group "recruit. and select") / Total number of new hires Personnel cost to perform the process group "recruit. and select employees" per $1. source.001) Copyright 2015 APQC and IBM 598 of 733 . and select employees" per business entity employee (Percentage of internal cost of the process group dollars "Recruit.000 "Recruit. and select employees" allocated to internal cost * 0. and select employees" allocated to internal cost * 0. source.Metric name Formula Units Personnel cost to perform the process group (Percentage of internal cost of the process group dollars "recruit. source. and select employees" allocated to systems cost * Percentage of total cost of the process group "Recruit. source. source. source.0001 * Total cost to perform the process group "recruit. and select") / (Total business entity revenue * 0. (Percentage of internal cost of the process group dollars source. source.0001 * Total cost to perform the process group "recruit. and select employees" allocated to internal cost * 0. and select employees" allocated to personnel cost * Percentage of total cost of the process group "Recruit.001) Personnel cost to perform the process group "recruit. and select") / Number of business entity employees Systems cost to perform process group "recruit. and select") / (Total business entity revenue * 0. source. source.

source. source. source.Metric name Response time in hours for non-routine "recruit. and select employees" Response time in hours for routine "recruit. and select employees" inquiries Formula Response time in hours for a non-routine inquiry for the process group "recruit. source. source.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 percent 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 percent 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 percent Percentage of senior management/executive Percentage of management positions filled by percent positions filled by internal promotion for the past 3 internal promotion versus external recruitment for years senior management/executive employees for the past three years Number of new hires per "recruit. and select employees" per $1 billion revenue Latest captured satisfaction rate of new hires with percent the recruiting experience Number of FTEs who perform the process group FTEs "recruit. and select employees" new hires 599 of 733 . and select employees" Units hours hours Cycle time in days from approval of job requisition to acceptance of job offer Cycle time in days from identifying the need to hire a new employee to approval of the job requisition Cycle time in days from approval of job requisition days to acceptance of job offer Cycle time in days from identifying the need to days hire a new employee to approval of job requisition New hire satisfaction rate for the recruiting process Number of FTEs that perform process group "recruit. source. source. Response time in hours for a routine inquiry for and select employees" inquiries the process group "recruit. and select employees" FTE Copyright 2015 APQC and IBM Total number of new hires / Number of FTEs who perform the process group "recruit. source. and select employees" / (Total business entity revenue * .

and select employees" inquiries received that are routine Number of routine inquiries received monthly for percent the process group "recruit. source. and FTEs who perform the process group "recruit. source. and select employees" via e-mail Copyright 2015 APQC and IBM percent percent percent percent percent 600 of 733 . source. source. source. source and select employees" through digital communication channels Percentage of "recruit. and select employees" inquiries received via e-mail Percentage of the total inquiries received monthly percent for the process group "recruit. and select employees" Middle management/specialists new hires as a percentage of total new hires Operational workers/office staff new hires as a percentage of total new hires Senior management/executives new hires as a percentage of total new hires Percentage of "recruit. and select employees")*100 Percentage of "recruit. select employees" source. source. and select employees" + Number of nonroutine inquiries received monthly for the process group "recruit. and select employees" inquiries received via digital communication channels Percentage of inquiries received for the process group "recruit. source. and select employees" / (Number of routine inquiries received monthly for the process group "recruit. and select employees"/(Number of routine inquiries received monthly for the process group "recruit.0 Percentage of "recruit. source. source.Metric name Formula Units Number of business entity employees per FTE that Number of business entity employees / Number of employees performs the process group "Recruit. source. source. and select employees")) * 100. source. and select employees" inquiries received that are non-routine Middle management/specialist new hires percentage Operational workers/office workers new hires percentage Senior management/executive new hires percentage (Number of non-routine inquiries received monthly for the process group "recruit. and select employees"+Number of non-routine inquiries received monthly for the process group "recruit.

source. and select employees" inquiries received via channels other than e-mail. and select" Copyright 2015 APQC and IBM 601 of 733 . source. (Percentage of internal cost to perform the process percent source. phone. and face-to-face interaction Percentage of "recruit. systems. and face-to-face Formula Units Percentage of inquiries received monthly for the percent process group "recruit. source. and select employees" inquiries received via phone Percentage of inquiries received monthly for the process group "recruit. and select employees" as a percentage of group "recruit. source. and select")/Total cost to perform the process group "recruit. source. source. and select employees" via face-to-face interaction percent Percentage of "recruit. source. source. source and select employees" through non-digital communication channels percent Percentage of "recruit. and select" allocated to total cost to perform the process costs other than personnel. source. and select employees" inquiries received via non-digital communication channels Percentage of inquiries received for the process group "recruit. and select employees" via phone percent 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 percent Percentage of "reward and retain employees" inquiries received via non-digital communication channels Percentage of inquiries received for the process percent group "reward and retain employees" through nondigital communication channels Percentage of new hires that originated from Percentage of new hires from internal employee percent employee referrals referrals Percentage of middle management/specialist Percentage of management positions filled by percent positions filled by internal promotion for the past 3 internal promotion versus external recruitment for years middle management/specialist employees for the past three years Other cost to perform the process group "recruit.Metric name Percentage of "recruit. and select employees" inquiries received via 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 overhead*Internal cost to perform the process group "recruit.

and select employees" allocated the total cost to perform the process group to external cost Permanent full-time new hires as a percentage of total new hires Permanent part-time new hires as a percentage of total new hires Copyright 2015 APQC and IBM Permanent full-time positions as a percentage of percent total new hires Permanent part-time positions as a percentage of percent total new hires 602 of 733 . and select")/Total cost to perform the process group "recruit. source. and select employees" as a "Recruit. and select employees" allocated to internal cost * 0. and select employees" as a group "recruit. and select employees" as a percentage of "Recruit. and select employees" allocated percentage of the total cost to perform the process to systems cost * Percentage of total cost of the group process group "Recruit. source. and select" Personnel cost to perform the process group Percentage of internal cost of the process group percent "recruit.01 Number of monthly non-routine "recruit. source. Percentage of total cost of the process group percent source. and select employees" allocated percentage of the total cost to perform the process to personnel cost * Percentage of total cost of the group process group "Recruit. source. and select employees" inquiries per business entity employee Number of non-routine inquiries received monthly inquiries for the process group "recruit. and select employees" as a "Recruit. source.01 Systems cost to perform the process group Percentage of internal cost of the process group percent "recruit. source. source. and select employees" / Number of business entity employees Number of monthly routine "recruit. source. source. source. and select employees" / Number of business entity employees inquiries Outsourced cost of the process group "recruit. source. and select employees" allocated to internal cost * 0. and select" allocated to percentage of the total cost to perform the process overhead*Internal cost to perform the process group group "recruit.Metric name Formula Units Overhead cost to perform the process group (Percentage of internal cost to perform the process percent "recruit. source. source. source. and select employees" inquiries per business entity employee Number of routine inquiries received monthly for the process group "recruit. source.

and select employees" as a "Recruit.Metric name Formula Units Contingent new hires as a percentage of total new Contingent positions as a percentage of total new percent hires hires Overhead and other costs of the process group Percentage of internal cost of the process group percent "Recruit. and select employees" allocated to internal cost * 0.ownership for your LMS / (Number of employees learning training who attend e-learning training + Number of employees who attend classroom training) dollars Learning management system hardware cost per employee attending classroom or e-learning training Hardware costs associated with ownership for your dollars LMS / (Number of employees who attend elearning training + Number of employees who attend classroom training) Learning management system software cost per employee attending classroom or e-learning training Software costs associated with ownership for your dollars LMS / (Number of employees who attend elearning training + Number of employees who attend classroom training) Copyright 2015 APQC and IBM 603 of 733 . source. and select employees" allocated percentage of the total cost to perform the process to overhead and other costs * Percentage of total group cost of the process group "Recruit. source. source.01 Percentage of new hire retention after 12 months (Percentage of middle management/specialist percent employees who joined in the past 12 months that are still within your business entity + Percentage of operational worker/office staff employees who joined in the past 12 months who are still within your business entity + Percentage of senior management/executive employees who joined in the past 12 months that are still within your business entity)/3 Learning management system consultancy/third.Consultancy/third-party costs associated with party cost per employee attending classroom or e.

001) Copyright 2015 APQC and IBM Units dollars dollars 604 of 733 .Metric name Learning management system upgrade and maintenance cost per employee attending classroom or e-learning training Formula Upgrade and maintenance costs associated with ownership for your LMS / (Number of employees who attend e-learning training + Number of employees who attend classroom training) Cost to maintain and support the learning management system per employee dedicated to the activity Labor cost for full or part-time employees to dollars maintain and support LMS / Number of full or parttime employees required to maintain and support LMS Cost to maintain and support the learning management system per temporary staff/contractor dedicated to the activity Labor cost for temporary or contract employees to dollars maintain and support LMS / Number of temporary or contract employees required to maintain and support LMS Total cost for the learning management system as a percentage of the system cost to perform the processes "manage employee development" and "develop and train employees" ((Hardware costs associated with ownership for percent 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 dollars 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) Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the dollars employee development" and "develop and train process group "develop and counsel-learning only" employees" per business entity employee allocated to personnel/100) * Total internal cost to perform the process group "develop and counsellearning only") / Number of business entity employees Copyright 2015 APQC and IBM 605 of 733 .Metric name Total cost to perform the processes "manage employee development" and "develop and train employees" per $1." and "manage employee / Number of business entity employees relations" per business entity employee Total cost to perform the process group "develop and counsel employees" per business entity employee (Total cost to perform the process group "develop dollars and counsel-learning only" + Total cost to perform the process group "develop and counselperformance and employee relations") / Number of business entity employees Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the dollars employee development" and "develop and train process group "develop and counsel-learning only" employees" per $1." and "manage employee / (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 dollars and counsel-performance and employee relations" / Number of business entity employees Total cost to perform the processes "manage Total cost to perform the process group "develop dollars employee orientation and deployment.000 revenue allocated to personnel/100) * Total internal cost to perform the process group "develop and counsellearning only") / (Total business entity revenue * .001) relations" per $1." "manage and counsel-performance and employee relations" employee performance.000 revenue Total cost to perform the processes "manage Total cost to perform the process group "develop dollars employee orientation and deployment.000 revenue Formula Units Total cost to perform the process group "develop dollars and counsel-learning only" / (Total business entity revenue * ." "manage and counsel-performance and employee relations" employee performance.

0001 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0." and "manage employee relations" per business entity employee ((Percentage of internal cost to perform the dollars process group "develop and counsel employees" allocated to personnel/100) * Internal cost to perform the process group "develop and counselperformance and employee relations") / Number of business entity employees Personnel cost to perform the process group "Develop and counsel employees" per $1." "manage employee performance.Metric name Personnel cost to perform the processes "manage employee orientation and deployment.001) dollars 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 * 0.000 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" ) / Number of business entity employees dollars 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" hours Copyright 2015 APQC and IBM Units dollars 606 of 733 ." "manage employee performance." and "manage employee relations" per $1.000 revenue Formula ((Percentage of internal cost to perform the process group "develop and counsel employees" allocated to personnel/100) * Internal cost to perform the process group "develop and counselperformance and employee relations") / (Total business entity revenue * .001) Personnel cost to perform the processes "manage employee orientation and deployment.

" and "manage employee entity revenue * ." "manage "develop and counsel employees" / (Total business employee performance.000000001) relations" per $1 billion revenue Number of business entity employees per FTE that Number of business entity employees / (Number of employees performs the process group "Develop and counsel FTEs who perform the process group "develop and employees" counsel employees" + Number of FTEs who perform the process group "develop and counsellearning only") Number of business entity employees per "manage employee development" and "develop and train business entity employees" FTE Number of business entity employees / Number of employees FTEs who perform the process group "develop and counsel-learning only" Number of business entity employees per Number of business entity employees / Number of employees "manage employee orientation and deployment.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 * ." and "manage counsel employees" employee relations" FTE Outsourced cost of the processes "manage employee development" and "develop and train employees" as a percentage of the total cost to perform the processes Copyright 2015 APQC and IBM (Outsourced cost to perform the process group "develop and counsel-learning only"/Total cost to perform the process group "develop and counsellearning only")*100 percent 607 of 733 .000000001) hours FTEs Number of FTEs that perform processes "manage Number of FTEs who perform the process group FTEs employee orientation and deployment.Metric name Response time in hours for routine "develop and counsel employees" inquiries Formula Response time in hours for a routine inquiry for the process group "develop and counsel employees" Units Number of FTEs that perform process group "develop and counsel employees" per $1 billion revenue (Number of FTEs who perform the process group FTEs "develop and counsel employees" + Number of FTEs who perform the process group "develop and counsel-learning only") / (Total business entity revenue * ." FTEs who perform the process group "develop and "manage employee performance.

phone. and face-to-face Percentage of inquiries received monthly for the process group "develop and counsel employees" via channels other than e-mail. and faceto-face interaction percent 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 percent Percentage of "develop and counsel employees" inquiries received 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" via e-mail Percentage of inquiries received monthly for the process group "develop and counsel employees" via face-to-face interaction percent 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 percent Percentage of "develop and counsel employees" inquiries received via phone Percentage of inquiries received monthly for the process group "develop and counsel" via phone percent Copyright 2015 APQC and IBM percent 608 of 733 ." and "manage employee relations" as a percentage of the total cost to perform the processes Formula Units (Outsourced cost of the process group "develop percent and counsel-performance and employee relations"/Total cost to perform the process group "develop and counsel-performance and employee relations")*100 Percentage of "develop and counsel employees" inquiries received that are routine Number of routine inquiries received monthly for percent 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." "manage employee performance.Metric name Outsourced cost of the processes "manage employee orientation and deployment.

01 * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost Systems cost to perform the process group Percentage of internal cost of the process group "Develop and counsel employees" as a percentage "Develop and counsel employees" allocated to of the total cost to perform the process group systems cost * 0.Metric name Percentage of "develop and counsel employees" inquiries received that are non-routine Formula Units Number of non-routine inquiries received monthly percent 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 Percentage of internal cost of the process group percent "Develop and counsel employees" as a percentage "Develop and counsel employees" allocated to of the total cost to perform the process group personnel cost * 0.01 * Percentage of group total cost of the process group "Develop and counsel employees" allocated to internal cost percent Outsourced cost of the process group "Develop and counsel employees" as a percentage of the total cost to perform the process group percent Copyright 2015 APQC and IBM Percentage of total cost of the process group "Develop and counsel employees" allocated to external cost 609 of 733 .01 * Percentage of total cost of the process group "Develop and counsel employees" allocated to internal cost percent Overhead and other costs to perform the process Percentage of internal cost of the process group group "Develop and counsel employees" as a "Develop and counsel employees" allocated to percentage of the total cost to perform the process overhead and other costs * 0.

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 percent group "develop and counsel-learning only" allocated to overhead*Total internal cost to perform the process group "develop and counsellearning 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 percent 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 610 of 733 ." "manage employee performance. 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. overhead." and "manage employee relations" as a percentage of total cost to perform the processes (Percentage of internal cost to perform the process percent group "develop and counsel-performance and employee relations" allocated to costs other than personnel.Metric name Other cost to perform the processes "manage employee development" and "develop and train employees" as a percentage of total cost to perform the processes Formula Units (Percentage of internal cost to perform the process percent group "develop and counsel-learning only" allocated to costs other than personnel. systems.

" "manage employee performance." "manage employee performance.Metric name 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 Formula Units (Percentage of internal cost to perform the process percent group "develop and counsel-learning only" allocated to personnel*Total internal cost to perform the process group "develop and counsellearning only")/Total cost to perform the process group "develop and counsel-learning only" Personnel cost to perform the processes "manage employee orientation and deployment." and "manage employee relations" as a percentage of the total cost to perform the processes (Percentage of internal cost to perform the process percent 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 611 of 733 ." and "manage employee relations" as a percentage of the total cost to perform the processes (Percentage of internal cost to perform the process percent 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 percent 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.

001) Average salary including base.Metric name Number of monthly non-routine "develop and counsel employees" inquiries per business entity employee Formula Units Number of non-routine inquiries received monthly inquiries 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 inquiries the process group "develop and counsel" / Number of business entity employees Total cost to perform the process group "reward and retain employees" per $1. overtime. and (Total base pay for middle management/specialist dollars variable pay for middle management or specialists employees + Total overtime pay for middle management/specialist employees + Total variable pay for middle management/specialist employees) / Number of middle management/specialist employees Copyright 2015 APQC and IBM 612 of 733 .001) Total cost to perform the process group "reward and retain employees" per business entity employee Total cost to perform the process group "reward dollars and retain employees" / Number of business entity employees Personnel cost to perform the process group ((Percentage of internal cost to perform the "reward and retain employees" per business entity process group "reward and retain employees" employee 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 Total cost to perform the process group "reward and retain employees" / (Total business entity revenue * .000 revenue dollars dollars ((Percentage of internal cost to perform the dollars 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 * .

000000001) months FTEs Number of business entity employees per FTE that Number of business entity employees / Number of employees performs the process group "Reward and retain FTEs who perform the process group "reward and employees" retain employees" Number of days absent per employee excluding maternity and paternity leave Number of days absent due to sickness excluding days maternity and paternity leave per employee Number of days absent per employee including maternity and paternity leave Number of days absent due to sickness. and (Total base pay for operational worker/office staff dollars variable pay for operational workers or office staff employees + Total overtime pay for operational worker/office staff employees + Total variable pay for operational worker/office staff employees) / Number of operational worker/office staff employees Average salary including base. days and paternity leave per employee Copyright 2015 APQC and IBM 613 of 733 . and (Total base pay for senior management/executive variable pay for senior management or executives employees + Total overtime pay for senior management/executive employees + Total variable pay for senior management/executive employees) / Number of senior management/executive employees dollars Response time in hours for non-routine "reward and retain employees" inquiries Response time in hours for a non-routine inquiry for the process group "reward and retain employees" hours Response time in hours for routine "reward and retain employees" inquiries Response time in hours for a routine inquiry for hours the process group "reward and retain employees" Average tenure in months for business entity agents Number of FTEs that perform process group "Reward and retain employees" per $1 billion revenue Average tenure in months for business entity agents Number of FTEs who perform the process group "reward and retain employees" / (Total business entity revenue * .Metric name Formula Units Average salary including base. overtime. maternity. overtime.

phone. phone. and face-toface interaction Copyright 2015 APQC and IBM percent 614 of 733 .Metric name Formula Units Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries employees" inquiries per business entity for the process group "reward and retain employee 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 inquiries the process group "reward and retain employees" / Number of business entity employees Outsourced cost of the process group "reward and Outsourced cost to perform the process group retain employees" as a percentage of the total "reward and retain employees"/Total cost to cost to perform the process group perform the process group "reward and retain employees"*100 percent 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 percent Percentage of "reward and retain employees" inquiries received that are non-routine Number of non-routine inquiries received monthly percent 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 percent 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. and face-to-face Percentage of inquiries received monthly for the process group "reward and retain employees" via channels other than e-mail.

Metric name Percentage of "reward and retain employees" inquiries received via e-mail Formula Percentage of inquiries received monthly for the process group "reward and retain employees" via e-mail Units percent 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 percent Overhead and other costs of the process group (Percentage of internal cost of the process group "reward and retain employees" as a percentage of "Reward and retain employees" allocated to the total cost to perform the process group overhead and other costs * Percentage of total cost of the process group "Reward and retain employees" allocated to internal cost * 0.01) percent Senior management or executive overtime pay as (Total overtime pay for senior a percentage of total pay management/executive employees/Total pay for senior management/executive employees)*100 percent Middle management or specialist overtime pay as (Total overtime pay for middle a percentage of total pay (including cost of management/specialist employees/Total pay for benefits) middle management/specialist employees)*100 percent Operational workers or office staff overtime pay as (Total overtime pay for operational worker/office a percentage of total pay (including cost of staff employees/Total pay for operational benefits) worker/office staff employees)*100 percent Other cost to perform the process group "reward and retain employees" as a percentage of total cost to perform the process Copyright 2015 APQC and IBM (Percentage of internal cost to perform the process percent 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" 615 of 733 .

Metric name Formula Units Overhead cost to perform the process group (Percentage of internal cost to perform the process percent "reward and retain employees" as a percentage of group "reward and retain employees" allocated to the total cost to perform the process group 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 (Percentage of internal cost to perform the process percent "reward and retain employees" as a percentage of group "reward and retain employees" allocated to the total cost to perform the process group personnel*Internal cost to perform the process group "reward and retain employees")/Total cost to perform the process group "reward and retain employees" Systems cost to perform the process group (Percentage of internal cost to perform the process percent "reward and retain employees" as a percentage of group "reward and retain employees" allocated to the total cost to perform the process group 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 dollars 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 dollars Base pay per senior management or executive employee Total base pay for senior management/executive employees / Number of senior management/executive employees dollars Number of vacation days per year per employee Number of vacation days per year per employee days Total cost to perform the process group "redeploy and retire employees" per $1.001) dollars Copyright 2015 APQC and IBM 616 of 733 .000 revenue Total cost to perform the process group "redeploy and retire employees" / (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 dollars 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" hours Response time in hours for routine "redeploy and retire employees" inquiries Response time in hours for a routine inquiry for hours 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 * .000 revenue ((Percentage of internal cost to perform the dollars 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 * .Metric name Total cost to perform the process group "redeploy and retire employees" per business entity employee Formula Units Total cost to perform the process group "redeploy dollars and retire employees" / Number of business entity employees Personnel cost to perform the process group "redeploy and retire employees" per $1.000000001) Number of internal hires per "redeploy and retire employees" FTE Number of vacancies filled by internal candidates / internal hires Number of FTEs who perform the process group "redeploy and retire employees" FTEs Number of business entity employees per FTE that Number of business entity employees / Number of employees performs the process group "Redeploy and retire FTEs who perform the process group "redeploy employees" and retire employees" Copyright 2015 APQC and IBM 617 of 733 .

systems.Metric name Formula Units Overhead and other cost to perform the process (Percentage of total cost of the process group percent group "Redeploy and retire employees" as a "Redeploy and retire employees" allocated to percentage of the total cost to perform the process internal costs * Percentage of internal costs of the group process group "Redeploy and retire employees" allocated to overhead and other costs) / 100 Other cost to perform the process group "redeploy (Percentage of internal cost to perform the process percent and retire employees" as a percentage of the total group "redeploy and retire employees" allocated cost to perform the process group to costs other than personnel. 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 percent 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 percent 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 percent 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 618 of 733 .

Metric name Number of monthly non-routine "redeploy and retire employees" inquiries per business entity employee Formula Units Number of non-routine inquiries received monthly inquiries 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 inquiries the process group "redeploy and retire employees" / Number of business entity employees Outsourced cost of the process group "redeploy Outsourced cost to perform the process group and retire employees" as a percentage of the total "redeploy and retire employees"/Total cost to cost to perform the process group perform the process group "redeploy and retire employees"*100 percent 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 percent 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 percent Percentage of "redeploy and retire employees" inquiries received that are non-routine Number of non-routine inquiries received monthly percent 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 619 of 733 .

phone. and face-to-face other than e-mail.Metric name Percentage of "redeploy and retire employees" inquiries received that are routine Formula Units Number of routine inquiries received monthly for percent 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-toface interaction percent Percentage of "redeploy and retire employees" Percentage of inquiries received monthly for the process inquiries received via channels other than process group "redeploy and retire" via channels e-mail. including time for orientation and initial set-up Cycle time in days from job acceptance until new hire begins in the agreed position Cycle time in days from job offer acceptance until days new hire begins in the agreed position. phone. including time for orientation and initial set-up Job offer acceptance rate for middle management/specialists Job offer acceptance rate for operational workers/office staff Job offer acceptance rate for middle management/specialist employees Job offer acceptance rate for operational worker/office staff employees Copyright 2015 APQC and IBM percent percent 620 of 733 . and face-to-face interaction percent Percentage of "redeploy and retire employees" process inquiries received via e-mail Percentage of "redeploy and retire employees" process inquiries received via phone Cycle time in days from identifying the need to hire a new employee until new hire begins in the agreed position Percentage of inquiries received monthly for the percent process group "redeploy and retire" via e-mail Percentage of inquiries received monthly for the percent process group "redeploy and retire" via phone Cycle time in days from identifying the need to days hire a new employee to approval of job requisition + Cycle time in days from approval of job requisition to acceptance of job offer + Cycle time in days from job offer acceptance until new hire begins in the agreed position.

source.01 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0.001) Copyright 2015 APQC and IBM 621 of 733 . and select employees" FTE who perform the process group "recruit. Annual number of job requisitions/ Number of FTEs job requisitions source.000 revenue (Total number of new hires / Number of business percent entity employees) * 100 (Percentage of total annual cost of the process dollars group "Develop and counsel employees" allocated to the process "Manage employee orientation and deployment" * 0.Metric name Formula Units Job offer acceptance rate for senior Job offer acceptance rate for senior percent management/executives management/executive employees Percentage of middle management/specialist new Percentage of middle management/specialist percent hire retention after 12 months 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 percent 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 percent employees who joined in the past 12 months that are still within your business entity Number of approved job requisitions per "Recruit. and select employees" Number of new hires as a percentage of approved job requisitions Percentage of operational workers/office staff positions filled by internal promotion for the past 3 years (Total number of new hires / Annual number of job percent requisitions) * 100 Percentage of management positions filled by percent 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 cost to perform the process "Manage employee orientation and deployment" per $1.

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 percent group "Develop and counsel employees" allocated to the process "Manage employee orientation and deployment" Total cost to perform the process "Manage employee performance" per $1.01 * Total cost to perform the process group "Develop and counsel employees" ) / (Total business entity revenue * 0.Metric name Total cost to perform the process "Manage employee orientation and deployment" per business entity employee Formula Units (Percentage of total annual cost of the process dollars group "Develop and counsel employees" allocated to the process "Manage employee orientation and deployment" * 0.000 revenue (Percentage of total annual cost of the process dollars 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 days performance review for a middle management/specialist employee Cycle time in days for the formal performance Cycle time in days from start to finish for a formal days review process from start to finish for Operational performance review for an operational workers/office staff worker/office staff employee Copyright 2015 APQC and IBM 622 of 733 .001) Total cost to perform the process "Manage employee performance" per business entity employee (Percentage of total annual cost of the process dollars group "Develop and counsel employees" allocated to the process "Manage employee performance" * 0.

001) Total cost to perform the process "Manage employee development" per business entity employee (Percentage of total annual cost of the process dollars 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 * 0.000 revenue (Percentage of total annual cost of the process dollars 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 623 of 733 .Metric name Cycle time in days for the formal performance review process from start to finish for senior management/executives Formula Cycle time in days from start to finish for a formal days performance review for a senior management/executive employee Units Percentage of middle management/specialists that Percentage of middle management/specialist receive a formal performance review employees who receive a formal performance review percent Percentage of operational workers/office staff that Percentage of operational worker/office staff receive a formal performance review employees who receive a formal performance review percent Percentage of senior management/executives that Percentage of senior management/executive receive a formal performance review employees who receive a formal performance review percent 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 percent group "Develop and counsel employees" allocated to the process "Manage employee performance" Total cost to perform the process "Manage employee development" per $1.

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 $1.0001) / (Total business entity revenue * 0.000 revenue (Percentage of internal cost of the process dollars "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" * 0.001) Personnel cost to perform the process "Develop and train employees" per business entity employee (Percentage of internal cost of the process dollars "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" * 0.000 revenue Internal cost to perform learning administration activities per business entity employee Total cost to perform the process "Develop and train employees" per $1.0001) / Number of business entity employees Copyright 2015 APQC and IBM dollars 624 of 733 .0010) Internal cost for learning administration/ Number dollars of business entity employees Total cost to perform the process "Develop and dollars train employees" / (Total business entity revenue * 0.Metric name Formula Units Cost to perform the process "manage employee Percentage of total annual cost of the process percent development" as a percentage of the total cost to group "Develop and counsel employees" allocated perform the process group "develop and counsel to the process "Manage employee development" employees" Learning budget per business entity employee Budget for learning for the process group "develop dollars 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 dollars business entity revenue * 0.

000000001) Percentage of CEO and senior leadership time spent on leadership development Percentage of middle management/specialists who attended management development programs Percentage of CEO and senior leadership time put percent toward leadership development Percentage of middle management/specialists who percent attend management development programs Percentage of operational staff/office staff who attended management development programs Percentage of operational worker/office staff who attend management development programs percent Percentage of senior management/executives who Percentage of senior management/executives who percent attend management development programs attend management development programs Hours spent developing new classroom training content per trainee Number of hours for developing classroom training hours / Number of employees who attend classroom training Hours spent developing new e-learning training content per trainee Number of hours for developing e-learning training hours / Number of employees who attend e-learning training Copyright 2015 APQC and IBM 625 of 733 .Metric name Formula Average time in days to close an identified skill or Number of calendar days per employee to close an days capability gap through training for an employee identified skill or capability gap through training Average time in days to close an identified skill or Cycle time in days to close an identified skill or capability gap through training for an operational capability gap through training for an operational workers/office staff employee worker/office staff employee days Average time in days to close an identified skill or Cycle time in days to close an identified skill or capability gap through training for a middle capability gap through training for a middle management/specialists employee management/specialist employee days Average time in days to close an identified skill or Cycle time in days to close an identified skill or capability gap through training for a senior capability gap through training for a senior management/executives employee management/executive days Units Number of FTEs that perform learning administration activities per $1 billion revenue Number of FTEs who perform learning FTEs administrative activities (exclude the activities for processing and distributing payments) / (Total business entity revenue*.

000000001) Units Number of business entity employees per "Develop and train employees" FTE Number of business entity employees / Number of employees 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 employees 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 percent group "Develop and counsel employees" allocated to the process "Develop and train employees" Number of learning days per employee Number of days dedicated to formal learning per employee Number of days dedicated to formal learning per middle management/specialist employee Number of days dedicated to formal learning per operational worker/office staff employee Number of days per employee dedicated to learning for senior management/executive employees Number of learning days per middle management/specialists employee Number of learning days per operational workers/office staff employee Number of learning days per senior management/executive employee days days days days Personnel cost to perform the process "Develop Percentage of internal cost of the process percent and train employees" as a percentage of the total "Develop and train employees" allocated to cost to perform the process personnel cost * 0.01 * Percentage of total cost of the process "Develop and train employees" allocated to internal cost Systems cost to perform the process "Develop and Percentage of internal cost of the process train employees" as a percentage of the total cost "Develop and train employees" allocated to to perform the process systems cost * 0.01 * Percentage of total cost of the process "Develop and train employees" allocated to internal cost Copyright 2015 APQC and IBM percent 626 of 733 .Metric name Formula Number of FTEs that perform the process "Develop Number of FTEs who perform the process "Develop FTEs and train employees" per $1 billion revenue and train employees" / (Total business entity revenue * .

Metric name Formula Overhead and other costs to perform the process Percentage of internal cost of the process "Develop and train employees" as a percentage of "Develop and train employees" allocated to the total cost to perform the process overhead and other costs * 0. classroom-based training delivered online virtual or classroom-based training online Copyright 2015 APQC and IBM using Percentage of learning days delivered through a percent computer-based training (self-instruction) over the web (either directly or downloaded) percent percent percent percent percent percent percent 627 of 733 .01 * Percentage of total cost of the process "Develop and train employees" allocated to internal cost Units percent Outsourced cost of the process "Develop and train Percentage of total cost of the process "Develop employees" as a percentage of the total cost to and train employees" allocated to external cost perform the process percent Percentage of learning days delivered using classroom instruction provided by your organization percent Percentage of learning days delivered through classroom instruction provided by your organization Percentage of learning days delivered using Percentage of learning days delivered through percent computer-based training (self-instruction) installed computer-based training (self-instruction) installed from CD-ROM 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 correspondence courses Percentage of learning days delivered learning (interactive) Percentage of learning days delivered external classroom instruction Percentage of learning days delivered the-job training Percentage of learning days delivered Percentage of learning days delivered through correspondence courses using ePercentage of learning days delivered through elearning (interactive) using Percentage of learning days delivered through external classroom instruction using onPercentage of learning days delivered through onthe-job training using other Percentage of learning days delivered through other types of training methods Percentage of learning days delivered using Percentage of learning days delivered through streaming video streaming video Percentage of learning days delivered using Percentage of learning days delivered through a virtual.

virtual instructor led courses. internal and external classroom instruction. and on the job training Internal cost to perform payroll administration activities per $1.0010) Internal cost for payroll administration/Number of business entity employees Copyright 2015 APQC and IBM Units percent percent percent percent percent percent dollars dollars 628 of 733 .000 revenue Internal cost to perform payroll administration activities per business entity employee Internal cost for payroll administration / (Total business entity revenue * 0. instructor-led classroom-based training delivered online Formula Percentage of training programs developed externally Percentage of training programs developed internally Percentage of training programs developed through other channels Percentage of training programs developed through partnerships with external specialists Percentage of per-employee learning days delivered using computer based training 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 percent delivered using classroom instruction provided by your organization Percentage of learning days delivered using external classroom instruction Percentage of learning days delivered using onthe-job training Percentage of learning days delivered using other methods Percentage of per-employee learning days percent delivered using external classroom instruction Percentage of per-employee learning days percent delivered using on-the-job training Percentage of per-employee learning days percent delivered using training methods other than computer based training.Metric name Percentage of training programs developed externally Percentage of training programs developed internally Percentage of training programs developed through other channels Percentage of training programs developed through partnerships with external specialists Percentage of learning days delivered using computer based training Percentage of learning days delivered using correspondence courses and virtual. correspondence courses.

Metric name Number of FTEs that perform payroll administration activities per $1 billion revenue Formula Number of FTEs who perform payroll FTEs administrative activities (exclude the activities for processing and distributing payments) / (Total business entity revenue*.000000001) Units Number of business entity employees per FTE in payroll administration Number of business entity employees / Number of employees FTEs who perform payroll administrative activities (exclude the activities for processing and distributing payments) Total relocation expenses as a percentage of total (Total cost of relocation expenses paid to cost of continuing operations employees / Total costs of continuing operations)*100 percent Total expenditure for repatriation as a percentage of total cost of continuing operations Total expatriation cost as a percentage of total cost of continuing operations Cycle time in days for processing an employee's retirement Cycle time in days from identification of need for expatriation to date of transfer (Total expenditure for repatriation / Total costs of continuing operations)*100 (Total expenditure for expatriation / Total costs of continuing operations)*100 Cycle time in days to process an employee's retirement Cycle time in days to process an expatriation from identification of need for expatriation to date of transfer percent Cycle time in days from identification of need for repatriation to date of transfer Cycle time in days to process a repatriation from identification of need for repatriation to date of transfer days Cycle time in days from receipt of leave of absence request to confirmation of approval/nonapproval issued to employee Cycle time in days from request for leave of absence to confirmation of absence to employee days Cycle time in days from request for internal transfer to completion of transfer Involuntary terminations as a percentage of total business entity employees Voluntary terminations as a percentage of total business entity employees Cycle time in days for the internal transfer process days Copyright 2015 APQC and IBM (Number of involuntary employee terminations / Number of business entity employees) * 100 (Number of voluntary employee terminations/Number of business entity employees)*100 percent days days percent percent 629 of 733 .

Metric name Percentage of business entity employees that were redeployed for reasons other than filling a vacancy Formula 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 percent 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 percent 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 percent Agent involuntary attrition rate Agent involuntary attrition rate percent Agent voluntary attrition rate Agent voluntary attrition rate percent Employee turnover rate ((Number of voluntary employee terminations+Number of involuntary employee terminations)/Number of business entity employees)*100 percent Employees relocated within a country as a percentage of total business entity employees (Number of employees relocated within your country / Number of business entity employees)*100 percent Middle management/specialists voluntary terminations as a percentage of total voluntary terminations (Number of voluntary employee terminations for percent middle management/specialist employees / Number of voluntary employee terminations)*100 Copyright 2015 APQC and IBM Units percent 630 of 733 .

Metric name Senior management/executives voluntary terminations as a percentage of total voluntary terminations Formula Units (Number of voluntary senior percent 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 percent 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 percent 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 percent 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 percent operational worker/office staff employees / Number of voluntary employee terminations)*100 Percentage of the work force that are expatriates Percentage of business entity's work force that are percent expatriates Percentage of vacancies at your business entity percent that are filled by internal candidates Response time in hours for a non-routine inquiry hours for the process group "manage employee information" Percentage of total vacancies filled by internal candidates Response time in hours for non-routine "manage employee information" inquiries 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" hours 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 days Copyright 2015 APQC and IBM 631 of 733 .

phone. and face-toface 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 inquiries percent 632 of 733 . phone. and face-to-face Percentage of inquiries received monthly for the percent process group "manage employee information" via channels other than e-mail.Metric name Number of monthly non-routine "manage employee information" inquiries per business entity employee Formula Units Number of non-routine inquiries received monthly inquiries 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 percent 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 percent 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.

Metric name Percentage of "manage employee information" inquiries received via e-mail Formula Units Percentage of inquiries received monthly for the percent 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 percent 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 percent process group "manage employee information" via phone percent Other cost of the process group "manage the Costs other than personnel.000 "manage the business of IT" / (Total business revenue entity revenue * 0.000010) dollars Outsourced cost of the process group "manage the Outsourced cost to perform the process group business of information technology" per $100.0010) Copyright 2015 APQC and IBM 633 of 733 . overhead.000 "manage the business of IT" / (Total business revenue entity revenue * 0.000010) dollars Total cost of the process "manage the business of ((Percentage of IT cost allocated to the process dollars IT" per $1. business of information technology" per $100.000 and outsourced to perform the process group revenue "manage the business of IT" / (Total business entity revenue * 0.000010) dollars Overhead cost of the process group "manage the Overhead cost to perform the process group business of information technology" per $100.000 "manage the business of IT" / (Total business revenue entity revenue * 0. systems.000010) dollars Personnel cost of the process group "manage the business of information technology" per $1.0010) dollars Systems cost of the process group "manage the Systems cost to perform the process group business of information technology" per $100.000 revenue Personnel cost to perform the process group "manage the business of IT" / (Total business entity revenue * 0.000 revenue group "manage the business of information technology"/100) * IT costs during the past year) / (Total business entity revenue * 0.

0 Percentage of IT work force to be newly hired within 1 year Percentage of IT work force to be replaced for other reasons within 1 year Percentage of IT work force to retire within 1 year Percentage of IT workforce expected to be newly hired within 1 year Percentage of IT workforce expected to be replaced for other reasons within 1 year Percentage of IT workforce expected to retire within 1 year Percentage of total IT costs for process group Percentage of IT cost allocated to the process "manage the business of information technology" group "manage the business of information technology" percent Percentage of business entity IT FTEs who perform Percentage of FTEs who perform the function the process group "manage the business of "manage information technology" perform the information technology" process group "manage the business of information technology" percent Copyright 2015 APQC and IBM percent percent percent 634 of 733 .Metric name Formula Units Time in months to respond to major business shifts Time in months to respond to a major business months shift Time in weeks to close an identified IT skill or Time in weeks to close an identified IT skill or weeks capability gap capability gap Level of FTE experience in years for the process Average level of experience in years for FTEs who years group "manage the business of information perform the process group "manage the business technology" of IT" Number of IT FTEs for the process group "manage ((Percentage of FTEs who perform the function the business of information technology" per $1 "manage information technology" perform the billion revenue 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 FTEs Hours of training per employee supporting product hours per year development Percentage of IT budget for process group (IT budget allocated to the process group "manage percent "manage the business of information technology" the business of information technology" / IT budget for the past year) * 100.

000 revenue Formula Units Costs other than personnel.000010) Personnel cost of the process group "develop and manage IT customer relationships" per $1.000010) Total cost of the process group "develop and manage IT customer relationships" per $1. systems.Metric name Other cost of the process group "develop and manage information technology customer relationships" per $100.000 revenue ((Percentage of IT cost allocated to the process dollars group "develop and manage IT customer relationships"/100) * IT costs during the past year) / (Total business entity revenue * 0.0010) Systems cost of the process group "develop and manage IT customer relationships" per $100.000010) Outsourced cost of the process group "develop and manage information technology customer relationships" per $100.000 revenue Outsourced cost to perform the process group dollars "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 dollars "develop and manage IT customer relationships" / (Total business entity revenue * 0.000 revenue Personnel cost to perform the process group dollars "develop and manage IT customer relationships" / (Total business entity revenue * 0. dollars and outsourced to perform the process group "develop and manage IT customer relationships" / (Total business entity revenue * 0.000 revenue Systems cost to perform the process group dollars "develop and manage IT customer relationships" / (Total business entity revenue * 0. overhead.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 years perform the process group "develop and manage IT customer relationships" Copyright 2015 APQC and IBM 635 of 733 .

0010) 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 set up a complex technical interface for a user of a defined data content source 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 set up a complex technical interface weeks Average time in weeks to set up a medium technical interface for a user of a defined data content source Average time in weeks to set up a medium complex technical interface weeks Copyright 2015 APQC and IBM weeks weeks 636 of 733 .000 revenue group "manage enterprise information"/100) * IT costs during the past year) / (Total business entity revenue * 0.Metric name Formula Number of IT FTEs for the process group "develop ((Percentage of FTEs who perform the function FTEs and manage information technology customer "manage information technology" perform the relationships" per $1 billion revenue 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) Units Percentage of IT budget for process group "develop and manage IT customer relationships" (IT budget allocated to the process group "develop percent 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 Percentage of FTEs who perform the function the process group "develop and manage it "manage information technology" perform the customer relationships" process group "develop and manage IT customer relationships" percent percent Total cost of the process group "manage enterprise ((Percentage of IT cost allocated to the process dollars information" per $1.

definition.000000001) years Percentage of common data across all business units Percentage of data assessed for compliance with information policies and standards Percentage of data managed centrally as enterprise information assets Percentage of data that has defined policy. definition. and change control responsibility Percentage of information elements with assigned and active data custodians Level of FTE experience in years for the process group "manage enterprise information" 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 managed centrally as enterprise information assets Percentage of data that has defined policy. and change control responsibility Percentage of information elements with assigned and active data custodians Average level of experience in years for FTEs who perform the process group "manage enterprise information" percent FTEs percent percent percent percent years Total number of revisions to the published Average number of revisions to the published enterprise information architecture enterprise information architecture Average percentage change in detected Percentage change in detected exceptions to the exceptions to the information architecture per year information architecture per year revisions Percentage of business entity IT FTEs who perform Percentage of FTEs who perform the function the process group "manage enterprise "manage information technology" perform the information" process group "manage enterprise information" percent Copyright 2015 APQC and IBM percent 637 of 733 .Metric name Formula Units Average time in weeks to set up a simple technical Average time in weeks to set up a simple technical weeks interface for a user of a defined data content interface source Length in years of information architecture planning horizon Number of IT FTEs for the process group "manage enterprise information" per $1 billion revenue Length in years of information architecture planning horizon ((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.

000010) percent Outsourced cost of the process group "develop and maintain information technology solutions" per $100.0010) dollars Personnel cost of the process group "develop and maintain information technology solutions" per $1. overhead.0 Percentage of total IT costs for process group "manage enterprise information" Other 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 * 0.000 revenue Percentage of IT cost allocated to the process group "manage enterprise information" Costs other than personnel.000010) Total cost of the process group "develop and maintain information technology solutions" per $1.Metric name Number of FTEs classified as IT architects per $1 billion revenue Percentage of IT budget for process group "manage enterprise information" Formula Units Number of FTEs classified as IT architects / (Total FTEs business entity revenue * 0.000000001) (IT budget allocated to the process group "manage percent enterprise information" / IT budget for the past year) * 100.000 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 * 0.000010) dollars Overhead cost of the process group "develop and maintain information technology solutions" per $100.000010) dollars Systems cost of the process group "develop and maintain information technology solutions" per $100.000 revenue Systems cost to perform the process "develop and dollars maintain information technology solutions" / (Total business entity revenue * 0.000 revenue Outsourced cost to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0.0010) dollars 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 months relevant IT solutions for investments between $ 1 million and $100 million Copyright 2015 APQC and IBM dollars 638 of 733 .000 revenue Personnel cost to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0. and outsourced to perform the process "develop and maintain information technology solutions" / (Total business entity revenue * 0. systems.

000 and $500.000 months Average time in hours to resolve highest priority problems for the current year Average time in hours to respond to highest priority problem for the current year Average time in weeks to fulfill a complex information need Average time in weeks to fulfill a medium information need Average time in weeks to fulfill a simple information need Level of FTE experience in years for the process group "develop and maintain information technology solutions" Average time in hours to resolve the highest priority problem Average time in hours to respond to the highest priority problem Average time in weeks to fulfill a complex information need Average time in weeks to fulfill a medium complex information need Average time in weeks to fulfill a simple information need Average level of experience in years for FTEs who perform the process group "develop and maintain IT solutions" hours Number of break/fix requests requiring rework as a (Number of break or fix requests that require percentage of average backlog for the current rework / Average backlog) * 100.0 year Copyright 2015 APQC and IBM hours weeks weeks weeks years percent 639 of 733 .Metric name Time in months to fulfill a business need with relevant IT solutions for investments between $100.000 and $250.000 Units months Time in months to fulfill a business need with relevant IT solutions for investments between $250.000 and $500.000 Formula Time in months to fulfill a business need with relevant IT solutions for investments between $100.000 and $1 million Time in months to fulfill a business need with relevant IT solutions for investments between $500.000 Time in months to fulfill a business need with relevant IT solutions for investments less than $100.000 and $1 million months Time in months to fulfill a business need with Time in months to fulfill a business need with months relevant IT solutions for investments greater than relevant IT solutions for investments greater than $100 million $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 between $250.000 months Time in months to fulfill a business need with relevant IT solutions for investments between $500.000 and $250.

Metric name Formula Number of IT FTEs for the process group "develop ((Percentage of FTEs who perform the function FTEs and maintain information technology solutions" "manage information technology" perform the per $1 billion revenue 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) Units Number of service oriented architecture services implemented Percentage of initially planned functionality that is delivered for application development and maintenance projects in the most recent year Number of services oriented architecture (SOA) services services implemented in production Percentage of initially planned functionality that is percent delivered for application development and maintenance projects in the most recent year 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 IT budget allocated towards service percent oriented architecture (SOA) Percentage of application development and percent 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 percent Percentage of planned return on investment (ROI) Percentage of planned return on investment (ROI) percent for application development and maintenance for application development and maintenance projects projects in the most recent year Percentage of business entity IT FTEs who perform Percentage of FTEs who perform the function the process group "develop and maintain "manage information technology" perform the information technology solutions" process group "develop and maintain information technology solutions" percent Percentage of service oriented architecture services that are external Percentage of total IT costs for process group "develop and maintain information technology solutions" percent Copyright 2015 APQC and IBM Percentage of service oriented architecture (SOA) services published or exposed externally Percentage of IT cost allocated to the process group "develop and maintain information technology solutions" percent 640 of 733 .

000 Number of application development projects with values between $250.000010) Copyright 2015 APQC and IBM dollars 641 of 733 .Metric name Percentage of IT budget for process group "develop and maintain information technology solutions" Formula Units (IT budget allocated to the process group "develop percent and maintain information technology solutions" / IT budget for the past year) * 100.000 and $1 million Number of application development projects with values between $500.000 and $250.0 Percentage of service oriented architecture services that are internal Number of development projects for the current year between $1 million and $100 million Percentage of service oriented architecture (SOA) percent services published or exposed internally Number of application development projects with development values between $1 million and $100 million for the projects current year Number of development projects for the current year between $100.000 for the current year development projects Average backlog for the current year Average backlog Other cost of the process group "deploy information technology solutions" per $100.000 revenue Costs other than personnel.000 and $500.000 Number of application development projects with values less than $100.000 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 between $100. and outsourced to perform the process group "deploy IT solutions" / (Total business entity revenue * 0. systems.000 for the current year development projects Number of development projects for the current year between $250.000 for the current year development projects Number of development projects for the current year between $500.000 revenue Outsourced cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.000010) number of break/fix requests dollars Outsourced cost of the process group "deploy information technology solutions" per $100.000 and $500. overhead.000 and $250.

000 revenue Formula Overhead cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.0 Copyright 2015 APQC and IBM 642 of 733 .000010) dollars Total cost of the process group "deploy information ((Percentage of IT cost allocated to the process technology solutions" per $1.000010) Personnel cost of the process group "deploy information technology solutions" per $1.0010) dollars Systems cost of the process group "deploy information technology solutions" per $100.0010) Units dollars dollars Average time in weeks to deploy a new release into the production environment Average time in weeks to make a change to the production environment Level of FTE experience in years for the process group "deploy information technology solutions" Time in weeks to deploy a new release into the weeks production environment Time in weeks to make a change into the weeks production environment Average level of experience in years for FTEs who years 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 FTEs "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 * 0.000 revenue Systems cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.Metric name Overhead cost of the process group "deploy information technology solutions" per $100.000 revenue group "deploy IT solutions"/100) * IT costs during the past year) / (Total business entity revenue * 0.000 revenue Personnel cost to perform the process group "deploy IT solutions" / (Total business entity revenue * 0.000000001) Percentage of unscheduled outages from change requests Percentage of unscheduled outages from release introductions Percentage of IT budget for process group "deploy information technology solutions" Percentage of unscheduled outages related to or percent resulting from a change request Percentage of unscheduled outages related to or percent resulting from a release introduction (IT budget allocated to the process group "deploy percent IT solutions" / IT budget for the past year) * 100.

000 revenue Systems cost to perform the process group "deliver and support IT service" / (Total business entity revenue * 0. systems. variable cost ratio IT Operating cost reduction target Fixed-to-variable cost ratio for IT budget supporting product development IT operating cost reduction target fixed to variable cost percent Personnel cost of the process group "deliver and support information technology services" per $1.000 revenue entity revenue * 0. and outsourced to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.000 revenue Personnel cost to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.0010) dollars Systems cost of the process group "deliver and support information technology services" per $100.000 revenue ((Percentage of IT cost allocated to the process dollars group "deliver and support IT services"/100) * IT costs during the past year) / (Total business entity revenue * 0.000 revenue Costs other than personnel. overhead.000010) dollars Outsourced cost of the process group "deliver and Outsourced costs to perform the process group support information technology services" per "deliver and support IT service" / (Total business $100.0010) Copyright 2015 APQC and IBM percent 643 of 733 .000 revenue Overhead cost to perform the process group "deliver and support IT service" / (Total business entity revenue * 0.Metric name Percentage of total IT costs for process group "deploy information technology solutions" Percentage of business entity IT FTEs who perform the process group "deploy it solutions" Formula Percentage of IT cost allocated to the process group "deploy IT solutions" Percentage of FTEs who perform the function "manage information technology" perform the process group "deploy IT solutions" Units percent Other cost of the process group "deliver and support information technology services" per $100.000010) dollars Total cost of the process group "deliver and support information technology services" per $1.000010) dollars Overhead cost of the process group "deliver and support information technology services" per $100.000010) dollars 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 dollars Annual fixed vs.

000000001) Tickets and transactions meeting agreed turnaround time as a percentage of total tickets and transactions for production support (Number of production support tickets/transactions percent meeting agreed turn-around time / Number of production support tickets/transactions) * 100 Tickets and transactions meeting agreed quality as (Number of business process service a percentage of total business process services tickets/transactions meeting agreed quality / tickets and transactions Number of business process service tickets/transactions * 100) percent Tickets and transactions meeting agreed quality as (Number of ITIS tickets/transactions meeting a percentage of total ITIS tickets and transactions agreed quality / Number of ITIS tickets/transactions * 100) percent Tickets and transactions meeting agreed quality as (Number of production support tickets/transactions percent a percentage of total production support tickets meeting agreed quality / Number of production and transactions support tickets/transactions * 100) Tickets and transactions meeting agreed turnaround 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 percent Tickets and transactions meeting agreed turnaround time as a percentage of total tickets and transactions for ITIS (Number of ITIS tickets/transactions meeting agreed turn-around time / Number of ITIS tickets/transactions) * 100 percent Copyright 2015 APQC and IBM 644 of 733 .Metric name Average 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" Formula Units Time in hours to resolve a service commitment hours disruption Average level of experience in years for FTEs who years 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 FTEs "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) 645 of 733 .000 of development*Percentage of the IT budget revenue dedicated to "evaluate and communicate IT business value and performance"*0.Metric name Percentage of total IT costs for process group "deliver and support information technology services" Formula Percentage of IT cost allocated to the process group "deliver and support IT services" Percentage of business entity IT FTEs who perform Percentage of FTEs who perform the function the process group "deliver and support it services" "manage information technology" perform the process group "deliver and support IT services" Units percent percent Percentage of IT budget for process group "deliver (IT budget allocated to the process group "deliver percent and support information technology services" and support IT services" / IT budget for the past year) * 100.01) / (Total business entity revenue* 0.0 Solutions planning horizon Average percentage of planned return on investment (ROI) that was achieved for: Level 5 solutions Average percentage of planned return on investment (ROI) that was achieved for: all other solutions other than Level 5 Planning horizon in years for IT solutions aligned with organizational strategy Average ROI for level-5 solutions years Average ROI for non-level-5 solutions percent percent Total cost to perform "Evaluate and communicate (IT budget dedicated to supporting product IT business value and performance" per $1.0010) dollars Average solution impact ratio for: Level 5 solutions Average IT solution impact for level-5 solutions benefit to cost Average solution impact ratio for: all other solutions other than Level 5 Number of IT FTEs for the process "Evaluate and communicate IT business value and performance" per $1 billion revenue Copyright 2015 APQC and IBM Average IT solution impact for non-level-5 benefit to cost solutions Number of IT FTEs supporting the process FTEs "evaluate and communicate IT business value and performance" / (Total business entity revenue * 0.

0010) Units Average cycle time from identification of demand to disposition for: Level 5 solutions Average cycle time from identification of demand to disposition for: all other Levels other than Level 5 Cycle time from lead identification to hand-off for level 5 solutions Cycle time from lead identification to hand-off for non-level 5 solutions Solutions capture rate for: Level 5 solutions Level 5 solutions provided for and accepted by the percent customer as a percentage of total potential solutions dollars days days Solutions capture rate for:all other solutions other Non-level 5 solutions provided for and accepted by percent than Level 5 the customer as a percentage of total potential solutions Percentage of solutions provided that are directly meeting IT strategy Percentage of solutions provided that are for repeat customers Number of IT FTEs for the process "Develop IT services and solutions strategy" per $1 billion revenue Percentage of solutions meeting IT strategy percent Percentage of solutions for repeat customers percent Number of IT FTEs supporting the process "develop IT services and solutions strategy" / (Total business entity revenue * 0.000000001) FTEs Total cost to perform "Manage IT customer satisfaction" per $1.0010) dollars Percent on-time performance for: Level 5 solutions Percentage of IT solutions meeting schedule for level-5 solutions Percent on-time performance for: all other Percentage of IT solutions meeting schedule for solutions other than Level 5 non-level-5 solutions Copyright 2015 APQC and IBM percent percent 646 of 733 .000 of revenue (IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "manage IT customer satisfaction"*0.000 of revenue Formula (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.Metric name Total cost to perform "Develop IT services and solutions strategy" per $1.01) / (Total business entity revenue* 0.

000 revenue Costs other than personnel.0010) Systems cost of the process "develop information and content management strategies" per $100.000 revenue Systems cost to perform the process "develop dollars information and content management strategies" / (Total business entity revenue * 0.000 revenue (Total business entity revenue * 0.000000001) FTEs Other cost of the process "develop information and content management strategies" per $100.000 information and content management strategies" / revenue (Total business entity revenue * 0. systems.000010) Personnel cost of the process "develop information Personnel cost to perform the process "develop dollars and content management strategies" per $1.000010) Overhead cost of the process "develop information Overhead cost to perform the process "develop dollars and content management strategies" per information and content management strategies" / $100. overhead.Metric name Net Promoter Score (NPS) Formula NPS for IT solutions Units percent 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 * 0.0010) Copyright 2015 APQC and IBM 647 of 733 .000010) Total cost of the process "develop information and Total cost to perform the process "develop dollars content management strategies" per $1.000010) Outsourced cost of the process "develop Outsourced cost to perform the process "develop dollars information and content management strategies" information and content management strategies" / per $100.000 revenue (Total business entity revenue * 0.000 information and content management strategies" / revenue (Total business entity revenue * 0. dollars and outsourced to perform the process "develop information and content management strategies" / (Total business entity revenue * 0.

0 Other cost of the process "define enterprise information architecture" per $100.0010) Systems cost of the process "define enterprise information architecture" per $100.000 revenue Personnel cost to perform the process "define the dollars enterprise information architecture" / (Total business entity revenue * 0. systems.000010) dollars Overhead cost of the process "define enterprise information architecture" per $100.000010) Personnel cost of the process "define enterprise information architecture" per $1.000 revenue Systems cost to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.0010) dollars Copyright 2015 APQC and IBM Units 648 of 733 .000 revenue percent Costs other than personnel.000 revenue Overhead cost to perform the process "define the dollars enterprise information architecture" / (Total business entity revenue * 0. overhead.000010) Outsourced cost of the process "define enterprise Outsourced cost to perform the process "define information architecture" per $100.000000001) Percentage of budget for managing enterprise (IT budget related to the process group "manage information used for the process "develop enterprise information" allocated to the process information and content management strategies" "develop information and content management strategies" / IT budget allocated to the process group "manage enterprise information") * 100.Metric name Formula Number of IT FTEs for the process "develop Number of FTEs who perform the process group FTEs information and content management strategies" "manage enterprise information" who perform the per $1 billion revenue process "develop information and content management strategies" / (Total business entity revenue * 0. dollars and outsourced to perform the process "define the enterprise information architecture" / (Total business entity revenue * 0.000010) dollars 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 * 0.000 revenue the enterprise information architecture" / (Total business entity revenue * 0.

0010) dollars Systems cost of the process "manage information Systems cost to perform the process "manage resources" per $100.000010) dollars Personnel cost of the process "manage information Personnel cost to perform the process "manage resources" per $1.000010) dollars Overhead cost of the process "manage information Overhead cost to perform the process "manage resources" per $100.000010) dollars Total cost of the process "manage information resources" per $1.0010) 649 of 733 .Metric name Formula Number of IT FTEs for the process "define the Number of FTEs who perform the process group FTEs enterprise information architecture" per $1 billion "manage enterprise information" who perform the revenue process "define the enterprise information architecture" / (Total business entity revenue * 0.000 revenue Outsourced cost to perform the process "manage information resources" / (Total business entity revenue * 0. systems. overhead.0 Other cost of the process "manage information resources" per $100.000 revenue dollars Copyright 2015 APQC and IBM Total cost to perform the process "manage information resources" / (Total business entity revenue * 0.000 revenue information resources" / (Total business entity revenue * 0.000 revenue Costs other than personnel.000 revenue information resources" / (Total business entity revenue * 0.000010) dollars Outsourced cost of the process "manage information resources" per $100.000 revenue information resources" / (Total business entity revenue * 0.000000001) Units Percentage of budget for managing enterprise (IT budget related to the process group "manage percent information used for the process "define enterprise enterprise information" allocated to the process information architecture" "define the enterprise information architecture" / IT budget allocated to the process group "manage enterprise information") * 100. and outsourced to perform the process "manage information resources" / (Total business entity revenue * 0.

000010) Total cost of the process "perform enterprise data Total cost to perform the process "perform dollars and content management" per $1.000 revenue Outsourced cost to perform the process "perform dollars enterprise data and content management" / (Total business entity revenue * 0. overhead.0010) Systems cost of the process "perform enterprise data and content management" per $100.000 enterprise data and content management" / (Total revenue business entity revenue * 0.000000001) Units Percentage of budget for managing enterprise information used for the process "manage information resources" (IT budget related to the process group "manage percent enterprise information" allocated to the process "manage information resources" / IT budget allocated to the process group "manage enterprise information") * 100.000 revenue enterprise data and content management" / (Total business entity revenue * 0.000010) Copyright 2015 APQC and IBM 650 of 733 .0 Personnel cost of the process "perform enterprise Personnel cost to perform the process "perform dollars data and content management" per $1. dollars and content management" per $100.000010) Outsourced cost of the process "perform enterprise data and content management" per $100.Metric name Number of IT FTEs for the process "manage information resources" per $1 billion revenue Formula Number of FTEs who perform the process group FTEs "manage enterprise information" who perform the process "manage information resources" / (Total business entity revenue * 0.000010) Overhead cost of the process "perform enterprise Overhead cost to perform the process "perform dollars data and content management" per $100. systems.000 enterprise data and content management" / (Total revenue business entity revenue * 0.000 revenue Systems cost to perform the process "perform dollars enterprise data and content management" / (Total business entity revenue * 0.0010) Other cost of the process "perform enterprise data Costs other than personnel.000 revenue and outsourced to perform the process "perform enterprise data and content management" / (Total business entity revenue * 0.

Metric name Formula Number of IT FTEs for the process "perform Number of FTEs who perform the process group FTEs enterprise data and content management" per $1 "manage enterprise information" who perform the billion revenue process "perform enterprise data and content management" / (Total business entity revenue * 0.000000001) Percentage of budget for managing enterprise information used for the process "perform enterprise data and content management" Units (IT budget related to the process group "manage percent 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 Cost performance index at completion for level-5 completion of project/solution for: Level 5 solutions solutions CPI Average cost performance index (CPI) at completion of project/solution for: all other solutions other than Level 5 CPI Cost performance index at completion for nonlevel-5 solutions Percentage of IT budget for product development Percentage of the IT budget supporting product that is to support: new platform/market completed development allocated to new platforms/or or released to production during the survey year markets percent 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 percent 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 percent development for product UPGRADES released this year Copyright 2015 APQC and IBM 651 of 733 .

0010) hours Annual uptime percentage for IT systems supporting product development Avg.0010) Average time from disposition to customer acceptance for: Level 5 solutions Average time from disposition to customer acceptance for: all other levels Defect removal effectiveness percentage (pre/post operations) Number of IT FTEs for the process "Create IT services and solutions" per $1 billion revenue Cycle time from disposition to customer acceptance for level 5 solutions Cycle time from disposition to customer acceptance for non-level-5 solutions Ratio of post-operational defects to total-lifecycle defects Number of IT FTEs supporting the process "create IT services and solutions" / (Total business entity revenue * 0.000 of revenue MTTR for critical incidents on IT systems supporting product development MTTR for high incidents on IT systems supporting product development MTTR for routine incidents on IT systems supporting product development (IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "support IT services and solutions"*0.000000001) work days Mean time to resolution (MTTR) in hours: critical incidents Mean time to resolution (MTTR) in hours: high incidents Mean time to resolution (MTTR) in hours: all other incidents Total cost to perform "Support IT services and solutions" per $1.000000001) 652 of 733 . monthly percentage of issues resolved within SLA Number of IT FTEs for the process "Support IT services and solutions" per $1 billion revenue 100-Average unplanned machine downtime for percent systems supporting product development Percentage of issues resolved within SLA (monthly) percent Copyright 2015 APQC and IBM Units dollars work days percent FTEs hours hours dollars Number of IT FTEs supporting the process "support FTEs IT services and solutions" / (Total business entity revenue * 0.01) / (Total business entity revenue* 0.01) / (Total business entity revenue* 0.Metric name Total cost to perform "Create IT services and solutions" per $1.000 of revenue Formula (IT budget dedicated to supporting product development*Percentage of the IT budget dedicated to "create IT services and solutions"*0.

"manage and process collections".Metric name Outsourced cost to perform the processes "perform cost accounting and control" and "perform cost management" per $1. 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) Units dollars FTEs Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process to the process group "perform planning and "perform planning/budgeting/forecasting" + management accounting" 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 percent Total cost to perform the order to invoice processes per $1.000 revenue Formula Outsourced cost to perform the processes "perform cost accounting and control" and "perform cost management" / (Total business entity revenue *.000000001) FTEs Copyright 2015 APQC and IBM 653 of 733 .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 * .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) dollars Number of FTEs for the processes "manage and process accounts receivable".

"process "manage sales orders" + Number of FTEs who customer credit".001) dollars Total cost to perform the process group "Perform ((Total cost to perform the process "manage general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform assets) as a percentage of revenue the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / Total business entity revenue) * 100 percent Total cost to perform the process group "Perform (Total cost to perform the process "manage general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform assets) per $1 billion revenue the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / (Total business entity revenue * . 000000001) dollars Copyright 2015 APQC and IBM 654 of 733 .Metric name Formula Units Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent to the processes "manage sales orders". and "invoice customer" perform the process "process customer credit" + Number of FTEs who perform the process "invoice customer") / Number of FTEs who perform the function "manage financial resources") * 100 Total cost to perform the process group "Perform (Total cost to perform the process "manage general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform assets) per $1.000 revenue the process "perform general accounting" + Total cost to perform the process "perform financial reporting") / (Total business entity revenue * 0.

see 12684) + Number of FTEs who perform the process "perform financial reporting" (deprecated. see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated.Metric name Formula Total cost to perform the process group "Perform (Total cost to perform the process "manage general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform assets) per process group FTE 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 12686)) Copyright 2015 APQC and IBM Units dollars 655 of 733 .

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)) / (Number of FTEs who perform the process "manage policies and procedures" (general accounting and reporting) (deprecated. see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated.Metric name Personnel cost to perform the process group "Perform general accounting and reporting" per process group FTE Copyright 2015 APQC and IBM Formula Units ((Total cost to perform the process "manage dollars policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to personnel cost * . see 12686)) 656 of 733 .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 * . 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.

000000001) Copyright 2015 APQC and IBM 657 of 733 .0001)) / (Total business entity revenue * .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 * .000 revenue Formula Units ((Total cost to perform the process "manage dollars policies and procedures" * Percentage of total cost of the process "Manage policies and procedures" allocated to internal cost * Percentage of internal cost of the process "Manage policies and procedures" allocated to personnel cost * .Metric name Personnel cost to perform the process group "Perform general accounting and reporting" per $1.001) Cycle time in days to perform annual close at the site level Cycle time in calendar days between running trial days balance to completing the consolidated financial statements 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 FTEs "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 * .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 * .

000000001) Units Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent to the process group "perform general accounting "manage policies and procedures" (general and reporting" (excluding fixed asset accounting) accounting and reporting) + Number of FTEs who perform the process "perform general accounting" + Number of FTEs who perform the process "perform financial reporting") / Number of FTEs who perform the function "manage financial resources") * 100 Number of FTEs for the process group "manage fixed-asset project accounting" per $1 billion revenue (Number of FTEs who perform the process FTEs "perform capital planning and project approval" + Number of FTEs who perform the process "perform capital project accounting") / (Total business entity revenue * . see 12686)) / (Total business entity revenue * . see 12685) + Number of FTEs who perform the process "perform financial reporting" (deprecated.000000001) Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent to the process group "manage fixed asset project "perform capital planning and project approval"+ accounting" 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 658 of 733 .Metric name Formula Number of FTEs who perform the process group (Number of FTEs who perform the process FTEs "Perform general accounting and reporting" per $1 "manage policies and procedures" (general billion revenue accounting and reporting) (deprecated. see 12684) + Number of FTEs who perform the process "perform fixed-asset accounting" (deprecated. see 12683) + Number of FTEs who perform the process "perform general accounting" (deprecated.

001) Total cost to perform the process group "process payroll" per $1.Metric name Total cost to perform the process group "process payroll" as a percentage of revenue Formula Units ((Total cost to perform the process "report time" + percent 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 ((Total cost to perform the process "report time" + percent percentage of cost of continuing operations Total cost to perform the process "manage pay" + Total cost to perform the process "process payroll taxes") / Total costs of continuing operations) * 100 Personnel cost to perform the process group "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 * .000 revenue (Total cost to perform the process "report time" + dollars 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" + dollars 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 dollars dollars 659 of 733 .

Metric name Total cost to perform the process group "process payroll" per manual check/payment Formula Units (Total cost to perform the process "report time" + dollars 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" + dollars 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" + dollars 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 dollars time"+Personnel cost to perform the process "manage pay"+Personnel cost to perform the process "process payroll taxes")/(Number of FTEs who perform the process "report time"+Number of FTEs who perform the process "manage pay"+Number of FTEs who perform the process "report payroll taxes") Cycle time in business days to process the payroll Cycle time in business days to process payroll days from HR/benefits system cut-off to payroll transmit date Copyright 2015 APQC and IBM 660 of 733 .

001) Number of payroll inquiries per "process payroll" FTE Number of payroll inquiries received / (Number of payroll inquiries 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 employees who perform the process "report time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes") Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process "report percent to the process group "process payroll" 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 661 of 733 .000000001) Units Number of FTEs for the process group "process payroll" per 1.000 employees paid (Number of FTEs who perform the process "report FTEs time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes") / (Total number of employees paid * 0.Metric name Number of FTEs for the process group "process payroll" per $1 billion revenue Formula (Number of FTEs who perform the process "report FTEs time" + Number of FTEs who perform the process "manage pay" + Number of FTEs who perform the process "process payroll taxes") / (Total business entity revenue * .

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 "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 "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")) * 100 662 of 733 .Metric name Personnel cost of the process group "process payroll" as a percentage of the total cost to perform the process group Copyright 2015 APQC and IBM Formula Units (((Percentage of internal costs of the process percent "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 "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 "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 "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 Units Systems cost to perform the process group (((Percentage of internal cost of the process percent "process payroll" as a percentage of the total cost "Report time" allocated to systems costs * of the process group Percentage of total cost of the process "report time" allocated to internal costs * 0.

00001) Copyright 2015 APQC and IBM 664 of 733 .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 * .Metric name Personnel cost to perform the process group "process accounts payable and expense reimbursements" per process group FTE Formula Units ((Total cost to perform the process "process dollars accounts payable" * Percentage of total cost of the process "Process accounts payable" allocated to internal cost * Percentage of internal cost of the process "Process accounts payable" 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 dollars 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 * 0.0001) + (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 * .

001) Outsourced cost to perform the process group "process accounts payable and expense reimbursements" per $1.0001)) / (Total business entity revenue * 0.Metric name Total cost to perform the process group "process accounts payable and expense reimbursements" per $1.001) 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 percent accounts payable" + Total cost to perform the process "process expense reimbursements") / Total business entity revenue ) * 100 Copyright 2015 APQC and IBM Units dollars 665 of 733 .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 * .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 dollars 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) *.000 revenue Formula (Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements") / (Total business entity revenue * 0.000 revenue ((Percentage of total cost of the process "Process dollars accounts payable" allocated to external cost * Total cost to perform the process "process accounts payable" / 100) + (Percentage of total cost of the process "Process expense reimbursements" allocated to external cost * Total cost to perform the process "process expense reimbursements" / 100)) / (Total business entity revenue * 0.

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 FTEs "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements") / (Total business entity revenue * .Metric name Total cost to perform the process group "process accounts payable and expense reimbursements" per $1 billion revenue Formula (Total cost to perform the process "process accounts payable" + Total cost to perform the process "process expense reimbursements") / (Total business entity revenue * 0.000000001) dollars Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent to the process group "perform accounts payable "process accounts payable" + Number of FTEs who and expense reimbursements" perform the process "process expense reimbursements") / Number of FTEs who perform the function "manage financial resources") * 100 Copyright 2015 APQC and IBM 666 of 733 .000000001) Units Total cost to perform the process group "process accounts payable and expense reimbursements" per process FTE (Total cost to perform the process "process dollars 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 FTEs "process accounts payable" + Number of FTEs who perform the process "process expense reimbursements") / (Total business entity revenue * 0.

Metric name Outsourced cost to perform the process group "process accounts payable and expense reimbursements" as a percentage of the total cost of the process group Formula Units (((Total cost to perform the process "process percent 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 percent 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 667 of 733 .

Metric name Formula Units Personnel cost to perform the process group (((Total cost to perform the process "process percent "process accounts payable and expense accounts payable" * Percentage of total cost of the reimbursements" as a percentage of the total cost process "Process accounts payable" allocated to of the process group 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 (((Total cost to perform the process "process percent "process accounts payable and expense accounts payable" * Percentage of total cost of the reimbursements" as a percentage of the total cost process "Process accounts payable" allocated to of the process group 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 668 of 733 .

001) dollars 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 dollars Return on invested capital Return on invested capital percent 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) FTEs Number of bank accounts per "manage treasury operations" FTE Number of corporate bank accounts managed by bank accounts this finance SSC / Number of FTEs who perform the process group "manage treasury operations" dollars Number of global legal entities supported per FTE Number of global legal entities supported by entities that performs the process group "Manage treasury treasury management operation / Number of FTEs operations" who perform the process group "manage treasury operations" Number of global legal entities supported per $1 billion revenue Number of global legal entities supported by treasury management operation / (Total business entity revenue * .Metric name Total cost of the process group "Manage treasury operations" per $1 billion revenue Formula Total cost to perform the process group "manage treasury operations" / (Total business entity revenue * .000000001) entities Return on working capital Return on working capital percent Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group to the process group "manage treasury "manage treasury operations" / Number of FTEs operations" who perform the function "manage financial resources") * 100 Copyright 2015 APQC and IBM percent 669 of 733 .000000001) Units 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 * .

000010) Total cost to perform the process group "manage internal controls" as a percentage of revenue Copyright 2015 APQC and IBM ((Total cost to perform the process "establish percent internal controls. policies.000 revenue Formula Units (Personnel cost to perform the process "establish dollars internal controls. 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) * 100.0 670 of 733 .0010) Systems cost to perform the process group (Systems cost to perform the process "establish dollars "manage internal controls" per $100. 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.Metric name Personnel cost to perform the process group "manage internal controls" per $1. 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 * 0.000 revenue internal controls.

Metric name Total cost to perform the process group "manage internal controls" per $1 billion revenue Formula Units (Total cost to perform the process "establish dollars internal controls. policies.000000001) Total cost to perform the process group "manage internal controls" per $1.0010) Total cost to perform the process group "manage internal controls" per process FTE (Total cost to perform the process "establish dollars internal controls. 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. policies. 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 671 of 733 .000 revenue (Total cost to perform the process "establish dollars internal controls. 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. 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.

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 Total cost to perform the process group "manage $1 billion revenue taxes" / (Total business entity revenue * . 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 * . policies. policies.Metric name Number of FTEs that perform the process group "manage internal controls" per $1 billion revenue Formula (Number of FTEs who perform the process FTEs "establish internal controls.001) dollars Number of FTEs that perform the process group "manage taxes" per $1 billion revenue Number of FTEs who perform the process group FTEs "manage taxes" / (Total business entity revenue * . 000000001) dollars Total cost of the process group "Manage taxes" per Total cost to perform the process group "manage $1.000 revenue taxes" / (Total business entity revenue * . 000000001) Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent to the process group "manage taxes" "manage taxes" / Number of FTEs who perform the function "manage financial resources") * 100 Copyright 2015 APQC and IBM 672 of 733 .000000001) Units Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent to the process group "manage internal controls" "establish internal controls.

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 Units dollars percent 673 of 733 . budgeting.0001 * Total cost to perform the process "perform planning/budgeting/forecasting") / (Total business entity revenue * 0. and forecasting" allocated to internal costs * 0.0001 * Total cost to perform the process "perform planning/budgeting/forecasting") / (Total business entity revenue * 0. budgeting.000 revenue (Percentage of internal costs of the process dollars "planning.000 revenue Formula Outsourced cost to perform the process "perform planning/budgeting/forecasting" / (Total business entity revenue *. and forecasting" allocated to internal costs * 0.001) Systems cost to perform the process "perform planning/budgeting/forecasting" per $100. budgeting.Metric name Outsourced cost to perform the process "perform planning/budgeting/forecasting" per $1. budgeting.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. budgeting.0010) Personnel cost to perform the process "perform planning/budgeting/forecasting" per process FTE (Percentage of internal costs of the process dollars "planning. and forecasting" allocated to personnel costs * Percentage of total cost of the process "planning. budgeting. and forecasting" allocated to internal costs * 0. and forecasting" allocated to personnel costs * Percentage of total cost of the process "planning.000 revenue (Percentage of internal costs of the process dollars "planning. and forecasting" allocated to systems costs * Percentage of total cost of the process "planning.

000 revenue Total cost to perform the process "perform planning/budgeting/forecasting" / (Total business entity revenue * 0.Metric name Total cost to perform the process "perform planning/budgeting/forecasting" per process FTE Formula Units Total cost to perform the process "perform dollars 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 $1.000000001) 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 Percentage of total finance function FTEs allocated (Number of FTEs who perform the process to the process "perform planning/ budgeting/ "perform planning/budgeting/forecasting" / forecasting" Number of FTEs who perform the function "manage financial resources") * 100 percent Copyright 2015 APQC and IBM 674 of 733 .001) Cycle time in days to complete the annual budget Cycle time in days to complete the budget dollars days Cycle time in days to prepare the financial forecast Cycle time in days to prepare the financial forecast days Cycle time in days to update/revise the rolling forecast Number of budget versions produced before final approval Number of FTEs that perform the process "Perform planning/budgeting/forecasting" per $1 billion revenue Cycle time in days to update/revise the rolling days forecast Number of budget versions produced before final budget versions approval Number of FTEs who perform the process "perform FTEs planning/budgeting/forecasting" / (Total business entity revenue * .

0001 * Total cost to perform the processes "perform cost accounting and control" and "perform cost management") / (Total business entity revenue * 0.Metric name Formula Units Personnel cost to perform the processes "perform (Percentage of internal costs of the process dollars cost accounting and control" and "perform cost "perform cost accounting and control" and management" per process FTE "perform cost management" allocated to personnel costs * Percentage of total cost of the process "perform cost accounting and control" and "perform cost management" allocated to internal costs * 0.0001 * Total cost to perform the processes "perform cost accounting and control" and "perform cost management") / Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management" Personnel cost to perform the processes "perform (Percentage of internal costs of the process dollars cost accounting and control" and "perform cost "perform cost accounting and control" and management" per $1.001) dollars 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" dollars Copyright 2015 APQC and IBM 675 of 733 .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 * 0.000 revenue "perform cost management" allocated to personnel costs * Percentage of total cost of the process "perform cost accounting and control" and "perform cost management" allocated to internal costs * 0.

00001) Outsourced cost to perform the process "evaluate Outsourced cost to perform the process "evaluate dollars and manage financial performance" per $1.00001) Copyright 2015 APQC and IBM 676 of 733 .000 and manage financial performance" / (Total revenue business entity revenue *.000000001) Units FTEs Percentage of total finance function FTEs allocated (Number of FTEs who perform the processes percent to the processes "perform cost accounting and "perform cost accounting and control" and control" and "perform cost management" "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 $100.0001* Total cost to perform the process "evaluate and manage financial performance") / (Total business entity revenue * 0.0001 * Total cost to perform the processes "perform cost accounting and control" and "perform cost management") / (Total business entity revenue * 0.000 "evaluate and manage financial performance" revenue allocated to systems costs * Percentage of total cost of the process "evaluate and manage financial performance" allocated to internal costs* 0.Metric name Number of FTEs for the processes "perform cost accounting and control" and "perform cost management" per $1 billion revenue Formula Number of FTEs who perform the processes "perform cost accounting and control" and "perform cost management" / (Total business entity revenue * 0.000 revenue (Percentage of internal cost of the process dollars "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 * 0.0010) Systems cost to perform the process "evaluate (Percentage of internal costs of the process dollars and manage financial performance" per $100.

000 revenue (Percentage of internal costs of the process dollars "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* 0.000 revenue Total cost to perform the process "evaluate and manage financial performance" / (Total business entity revenue * 0.0001* Total cost to perform the process "evaluate and manage financial performance") / (Total business entity revenue * 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 $1.001) dollars Total revenue per active customer Total business entity revenue / Number of total customers in customer master file that are active dollars Personnel cost to perform the process "evaluate and manage financial performance" per process FTE (Percentage of internal costs of the process dollars "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.Metric name Total cost to perform the process "evaluate and manage financial performance" per process FTE Formula Total cost to perform the process "evaluate and manage financial performance" / Number of FTEs who perform the process "evaluate and manage financial performance" Units Total cost to perform the process "evaluate and manage financial performance" per $1.001) dollars Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days of new customers of new customers Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days of new markets of new markets Copyright 2015 APQC and IBM 677 of 733 .

taxes. taxes. depreciation and amortization over the past three reporting periods) / Earnings before interest. taxes.0 Percentage of employees with compensations affected by profit (Number of employees with compensation affected by profit / Number of business entity employees) * 100.000000001) Units Revenue per employee for the current reporting period EBITDA margin (current reporting period) Total business entity revenue / Number of business dollars entity employees (Earnings before interest. taxes. depreciation and percent amortization for the current 12-month period / Total business entity revenue) * 100.Metric name 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 Formula Cycle time in days to perform financial evaluation days of new products Number of FTEs who perform the process FTEs "evaluate and manage financial performance" / (Total business entity revenue * .0 Percentage growth in EBITDA over the past three reporting periods ((Earnings before interest. tax. depreciation and percent amortization for the current 12-month period Earnings before interest. taxes. taxes.3333) . depreciation and amortization over the past three reporting periods) * 100.1) * 100.0 Compounded annual growth rate of revenue over the past three reporting periods (((Total business entity revenue / Total revenue percent over the past three reporting periods) ^ 0. depreciation and amortization over the past three reporting periods) ^ 0. depreciation and amortization amortization for the current 12-month period over the past three reporting periods /Earnings before interest.0 percent Copyright 2015 APQC and IBM 678 of 733 .0 percent 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 Compounded annual growth rate in earnings (((Earnings before interest.3333) 1) * 100. depreciation and percent before interest.

000 revenue Total cost to perform the process "process customer credit" / (Total business entity revenue * .Metric name Formula Percentage of total finance function FTEs allocated (Number of FTEs who perform the process to the process "evaluate and manage financial "evaluate and manage financial performance" / performance" Number of FTEs who perform the function "manage financial resources") * 100 Units percent Revenue growth over the past three reporting periods ((Total business entity revenue .001) Total cost to perform the process "process customer credit" as a percentage of revenue (Total cost to perform the process "process percent 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" dollars 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 * .001) dollars Outsourced cost to perform the process "process customer credit" per $1.000 revenue (Percentage of total cost of the process "process dollars customer credit" allocated to internal costs * Percentage of internal costs of the process "process customer credit" allocated to personnel costs * 0.Total revenue over the past three reporting periods) / Total revenue over the past three reporting periods) * 100.0010) dollars Cycle time in days for credit approval Cycle time in days for credit approval days Copyright 2015 APQC and IBM 679 of 733 .0001 * Total cost to perform the process "process customer credit") / (Total business entity revenue * 0.0 percent Personnel 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 *.000000001) dollars Total cost to perform the process "process customer credit" per $1.

0001 * Total cost to perform the process "invoice customer") / (Total business entity revenue * 0.000000001) Units Number of FTEs for the process "process customer Number of FTEs who perform the process "process FTEs credit" per $1 billion revenue customer credit" / (Total business entity revenue * .0001 * Total cost to perform the process "invoice customer") / (Total business entity revenue * 0.000000001) Number of active customers per "process customer credit" FTE Number of active customers in business entity's customer master file / Number of FTEs who perform the process "process customer credit" active customers Number of credit reviews per "process customer credit" FTE Credit reviews performed at account level by credit staff / Number of FTEs who perform the process "process customer credit" credit reviews Percentage of total finance function FTEs allocated (Number of FTEs who perform the process to the process "process customer credit" "process customer credit" / Number of FTEs who perform the function "manage financial resources") * 100 percent Personnel cost to perform the process "invoice customer" per $1.000 revenue (Percentage of total cost of the process "invoice dollars customer" allocated to internal costs * Percentage of internal cost of the process "Invoice customer" allocated to systems costs * 0.00001) Copyright 2015 APQC and IBM 680 of 733 .001) Systems cost to perform the process "invoice customer" per $100.Metric name Number of FTEs for the order to invoice cycle per $1 billion revenue Formula (Number of FTEs who perform the process FTEs "manage sales orders" + Number of FTEs who perform the process "process customer credit" + Number of FTEs who perform the process "invoice customer") / (Total business entity revenue * 0.000 revenue (Percentage of total cost of the process "invoice dollars customer" allocated to internal costs * Percentage of internal costs of the process "invoice customer" allocated to personnel costs * 0.

000 revenue Total cost to perform the process "invoice dollars 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" per invoice processed Total cost to perform the process "invoice dollars customer" / Number of line items billed/invoiced Total cost to perform the process "invoice dollars customer" / Number of invoices billed to customer Outsourced cost to perform the process "invoice customer" per $1.0 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" dollars Total cost to perform the process "invoice customer" per $1 billion revenue Total cost to perform the process "invoice customer" / (Total business entity revenue * 0.0001 * Total cost to perform the process "process customer credit") / (Total business entity revenue * 0.0010) Cycle time in days between transmission of invoice and shipment of goods or delivery of services Cycle time in calendar days from the transmission days 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 days 681 of 733 .000 revenue Formula Units (Percentage of total cost of the process "process dollars customer credit" allocated to internal costs * Percentage of internal cost of the process "Process customer credit" allocated to systems costs * 0.000 revenue Outsourced cost to perform the process "invoice dollars customer" / (Total business entity revenue *.000000001) dollars Total cost to perform the process "invoice customer" per $1.Metric name Systems cost to perform the process "process customer credit" per $100.00001) Total cost to perform the process "invoice customer" as a percentage of revenue (Total cost to perform the process "invoice percent customer" / Total business entity revenue) * 100.

000 revenue Copyright 2015 APQC and IBM Number of line items billed/invoiced / Number of invoices billed to customer Total value of line items billed/invoiced / Number of line items billed/invoiced Outsourced cost to perform the process "process accounts receivable (AR)" / (Total business entity revenue *.Metric name Formula Number of FTEs that perform the process "Invoice Number of FTEs who perform the process "invoice FTEs customer" per $1 billion revenue customer" / (Total business entity revenue * .0010) invoice line items dollars dollars 682 of 733 . 000000001) Units Percentage of invoice line items invoiced using electronic or automatic methods Percentage of invoice line items processed error free the first time Percentage of invoices automatically generated based on event triggers Number of invoice line items processed per "invoice customer" FTE Percentage of invoice line items invoiced using electronic or automatic methods Percentage of invoice