Professional Documents
Culture Documents
CLASSIFICATION FRAMEWORK
VERSION NUMBER 7.2.1
GENERATED ON 1/17/2019
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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 throughout
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back to
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by the
process element. It will be consistent across releases as long as the conceptual meaning does not change.
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This number will not be consistent across releases - meaning that a process element may have a different
hierarchy ID among a set of releases.
Difference index is a score identifying the volume of changes to this process element across releases. The score
is only computed when a specific release is compared to another specific release. The difference index
encapsulates the changes among all of the process element's descendents, not just the immediate children. The
greater the number, the more significant the changes between the two releases.
Change details is a sentence explaning the differences in the immediate child-level descendents of the specific
process element. A "plus" symbol ("+") before a number indicates that the specific process element was added
since the last release. A "minus" symbol ("-") before a number indicates that the specific process element was
removed since the last release. If the process element was renamed, the sentence will include the phrase
"RENAME, WAS:" followed by the name previously used by the process element. A new element is identified
by the word "NEW". A "c" before a number indicates that the specific process element changed since the
compared release; it saw elements added, removed, the name changed, or some combination of those three
operations.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarking
library for this specific process element. For more information, please visit http://www.apqc.org/osb
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17051 7 7.3. Manage employee skill and competency development 1 RENAME, WAS:Manage employee skills
development
10473 5 7.3.4 Develop and train employees 7 +16940, +20125, c10490
10490 7 7.3. Align employee with organization development needs 1 RENAME, WAS:Align employee and
organization development needs
16940 7 7.3. Define employee competencies 1 NEW
10491 7 7.3. Align learning programs with competencies 0
10492 7 7.3. Establish training needs by analysis of required and 0
available skills
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17051 7.3.3.3 Manage employee skill and competency development 1 RENAME, WAS:Manage employee skills N
development
10473 7.3.4 Develop and train employees 7 +16940, +20125, c10490 Y
10490 7.3.4.1 Align employee with organization development needs 1 RENAME, WAS:Align employee and N
organization development needs
16940 7.3.4.2 Define employee competencies 1 NEW N
10491 7.3.4.3 Align learning programs with competencies 0 N
10492 7.3.4.4 Establish training needs by analysis of required and 0 N
available skills
17040 1.1 Define the business concept and long-term vision Creating a conceptual framework of the organization's business
activity and strategic vision with long-term applicability. Scout the
organization's internal capabilities, as well as the customer's needs
and desires, to identify a fit that can be used to advance a conceptual
structure of the organization's business activity. Conduct analysis in
light of relevant externalities and large-scale shifts in the market
landscape.
10017 1.1.1 Assess the external environment Assessing all forces, entities, and systems that are external to an
organization but can affect its operation. Analyze far-reaching
currents in the macroeconomic situation, assess the competition,
evaluate technological changes, and identify societal as well as
ecological issues of concern. Create a big-picture understanding of
externalities, with sufficient depth across individual aspects.
19945 1.1.1.1 Identify competitors Identifying your competitors, their service and/or product.
Evaluating competitors strategies to determine their strengths and
weaknesses relative to those of your own product or service.
10021 1.1.1.2 Analyze and evaluate competition Assessing the competitive forces in the marketplace that could
potentially affect the organization. Analyze various aspects of
business competition including competing firms. Aggregate
competitive intelligence, create benchmarks to juxtapose processes
and performance metrics, and inject crucial information about the
competition into management models to synthesize insights.
10023 1.1.1.4 Identify political and regulatory issues Identifying areas of concern pertaining to public policy and
regulation, established by sovereign or multinational authorities.
Examine various regions and geopolitical formations to identify
those political and regulatory issues-present or developing-that can
potentially affect the organization. Plan for an iterative process,
partitioned across regional and geopolitical entities that have a
direct bearing on the organization's activities. Assess changes in
environmental compliance, product standards, trade barriers, etc.
10024 1.1.1.5 Assess new technology innovations Assessing developments in technologies presently being used by the
business, new technologies that have a potential for the business,
and any disruptive innovations. Conduct a survey of advancement in
technologies that are already deployed with inputs from the
personnel closely working with them, tracking utility and feasibility
for deployment. Arrange for mid- to senior-level management
personnel who explore contingent uses to assess new and disruptive
technologies. Follow up with desk research, involving physical
scoping and viability assessment.
10026 1.1.1.7 Identify social and cultural changes Distinguishing changes in societal makeup, as well as the cultural
composite. Isolate shifts in the societal composition and
distribution, as well as the value systems and attributes that bind the
organization together. Analyze well-regarded publications--and
gather the perspective of public intellectuals and opinion leaders--on
relevant issues.
10027 1.1.1.8 Identify ecological concerns Identifying changes in ecological ecosystems that can be directly or
indirectly detrimental to the organization. Analyze ecological
factors within the immediate ecosystem for near to middle-term
impact. Analyze the ecology, at large, to get a sense of long-term
shifts and concerns. Gather analyses from research publications.
Speak to subject matter experts. Engage with advocacy groups,
lawyers, journalists, and the active populations.
16790 1.1.1.11 Identify intellectual property concerns Establishing measures and procedures for identifying various
intellectual property threats and concerns.
16791 1.1.1.12 Evaluate IP acquisition options Establishing and defining measures and methods for valuation and
acquisitions of IP. Defining the value of intellectual property for
buying and licensing of IP rights.
10018 1.1.2 Survey market and determine customer needs and wants Examining the market to identify customer required solutions.
Assess the relevant market(s) to determine the products/services that
are needed or wanted by customers. Carry out quantitative and
qualitative analyses to capture and investigate products/services.
Employ creative techniques that allow for a closer appreciation of
the customer, and design relevant solutions.
19946 1.1.2.2 Capture customer needs and wants Identifying and collecting customers' wants and needs of a product
and/or services from a marketing perspective. Identify which
consumer needs are important and whether needs are being met by
current products/services.
19947 1.1.2.3 Assess customer needs and wants Creating customer profiles to get a picture of customers and their
needs. Identify particular groups of people/organizations that benefit
from your product/services and then selling to them.
10019 1.1.3 Assess the internal environment Undertaking a review of the organization's in-house skills and
resources in order to create a big-picture understanding of internal
capacities. Assess the organization's capabilities in order to advance
the advantageous and weed out the detrimental aspects. Identify
synergic associations within the backdrop of the forces and players
active in the market, and take into account all externalities.
10030 1.1.3.1 Analyze organizational characteristics Identifying and examining key attributes that differentiate the
organization in the market and those that underscore the core of its
operations. Consider how the organization functions. Reflect over
tangible and intangible aspects in order to spot critical correlations
and the interplay between these attributes. Have senior executives
conduct the analysis, with input from management and operational
personnel.
19948 1.1.3.2 Analyze internal operations Identify key elements of operations and measure effectiveness of
these elements within internal operations.
10032 1.1.3.4 Analyze systems and technology Analyzing the capabilities of technology and process automation
systems deployed within the organization in order to direct future
associated processes. Conduct a broad-based survey to examine
various aspects associated with such systems and technologies, with
the objective of identifying key facets that are of interest.
Investigate the intended purpose, purpose served, utility, longevity,
remaining service-life, repair or service requirements, etc.
10033 1.1.3.5 Analyze financial health Appraising the financial state of the organization so that
management can create resource allocation strategies. Scrutinize the
organization's financials--including balance sheets, statements of
income, cash-flows, equity holdings, and liquidity--with the
objective of understanding the organization's financial health and
capacities. (This analysis directly feeds into Conduct organizational
restructuring opportunities [16792] and Define a business concept
and long-term vision [17040].)
10034 1.1.3.6 Identify core competencies Determining a strategically significant aggregate of competence and
capacities that differentiates the organization in the market. Identify
distinguishing attributes including unique skills and resources and
its brand and services in the marketplace. Have senior executives
and management personnel assess competencies in order to further
develop these capabilities into distinct commercial value
propositions.
10020 1.1.4 Establish strategic vision Establishing the organization's long-term vision as a strategic
positioning and engagement of stakeholders. Institute the vision by
creating strategic orientations of all stakeholders. Understand the
strategy development frameworks in this context.
10036 1.1.4.3 Communicate strategic vision to stakeholders Developing and executing communication strategies to convey an
alignment plan of all organizational stakeholders, which helps the
organization realize its vision. Create custom communication
strategies and delivery channels with the objective of orienting
stakeholders according to the configuration maps created in the
process Align stakeholders around a strategic vision [10035]. Have
senior strategy personnel closely collaborate with the
communications/marketing team.
16792 1.1.5 Conduct organization restructuring opportunities Examining the scope and contingencies for restructuring based on
market situation and internal realities. Map the market forces over
which any and all probabilities can be probed for utility and
viability. Once the restructuring options have been analyzed and the
due-diligence performed, execute the deal. Consider seeking
professional services for assistance in formalizing these
opportunities.
16794 1.1.5.2 Perform due-diligence Auditing the status quo of the probabilities, before formalizing any
restructuring of the organization with another entity. Systematically
investigate all entities discerned to be of interest in Identify
restructuring opportunities [16793], to verify all tangible and
substantial facts. Consider engaging specialist professional services
including legal, accounting, and consulting help.
16795 1.1.5.3 Analyze deal options Examining various options shortlisted for assimilating new entities
into the organization or dissociating from it. Undertake a piecemeal
and comprehensive consideration of each option identified for
acquisition, merger, de-merger, and divestment. Consider intangible
and non-material aspects of the entities involved and synergic
aspects. Consider the assistance of specialist professional services.
16796 1.1.5.3.1 Evaluate acquisition options Appraising entities identified as being suitable for acquisition,
taking into account the restructuring opportunities in the internal
and external context. Verify the appropriateness and viability of the
short-listed options. Ensure these entities pertain to the state-of-
affairs in the market, as well as fit with the resources and
capabilities of the organization.
16798 1.1.5.3.3 Evaluate de-merger options Evaluating departments and subsidiaries within the organization,
and/or previously merged entities, to assess the appropriateness of a
de-merger, taking account of the fit between these entities as well as
any relevant externalities. Examine the pertinence and soundness of
a formalized dissociation.
16799 1.1.5.3.4 Evaluate divesture options Evaluating departments and/or subsidiaries within the organization
to assess the appropriateness of a divestment, taking account of all
market externalities. Examine any internal entities that have been
identified to be suitable for dismemberment from the organization.
Ensure the pertinence and soundness of such a move.
10015 1.2 Develop business strategy Developing an organization's mission statement, strategy, and
business design. Create a concise statement that clearly articulates
the mission of the organization, outlining practicable targets to
Establish a strategic vision [10020]. Delineate strategic options by
matching these alternatives with the organization's internal
capabilities. Create an organizational design, and identify goals by
developing strategies at the functional and process levels.
10044 1.2.1.1 Define current business Defining the status quo relating to the de facto core of what the
business is. Reflect over the fundamental essence of what the
business accomplishes and the manner in which it operates. Look
beyond the obvious solution capabilities to delineate capacities that
form the basis of the business engine. Involve senior executives and
management personnel and possibly professional services providers.
10045 1.2.1.3 Formulate mission Outlining actionable objectives that effectively set a course to fulfill
the organization's vision. In this fundamental activity, articulate
certain goals or targets in broad but practicable terms to reach long-
term objectives.
10046 1.2.1.4 Communicate mission Developing and executing a communication strategy to convey the
mission statement. Create a universal communication strategy and
appropriate delivery channels, with the objective of leveraging the
latter to execute the former. Convey the inherent message of the
mission to all stakeholders, including employees, customers, and the
public. Ensure collaboration between senior strategy personnel and
the communications/marketing team.
10038 1.2.2 Define and evaluate strategic options to achieve the objectives Assessing sets of strategic decisions designed to drive the
organization's long-term objectives. Identify various strategies
concerning core functional areas. Appraise strategic options in light
of auxiliary decision frameworks that ensure smooth functioning,
the advancement of functional efficiencies, and vitality. Involve
senior management executives, especially strategy and/or business
unit personnel, with need-based consultative assistance from
professional services providers.
18083 1.2.2.1.1 Select partnerships and relationships to support the extended Supporting the design, manufacture and distribution of product and
enterprise services through the extended enterprise model. This is concerned
with the strategic decisions on make vs buy, in house or out
sourced. Senior Executives map out how they want to run their
business. Make strategic choices as to whether to buy in
components / sub-assemblies, run their own distribution fleet or
contract out, own their dealerships or franchise out, etc. Strategize
with partnerships. Collaborate design consideration at strategy level
for automotive and procurement act within the Target Operating
Model set at strategy level.
10048 1.2.2.2 Assess and analyze impact of each option Scoping and probing to study the impact of strategic options for
fulfilling the organization's objectives. Estimate a measure of the
impact effectuated by each set of strategic decisions, which
comprise Define strategic options [10047]. Closely examine the
consequences of each option.
13289 1.2.2.2.1 Identify implications for key operating model business elements Determine impacts of elements such as staffing, skills, training, new
that require change markets, technology, or policies within operating model which
needs change.
13290 1.2.2.2.2 Identify implications for key technology aspects Determining key factors for technology ROI, benefits, architecture,
etc.
16800 1.2.2.3 Develop B2B strategy Defining a long term plan of action and roadmap to achieve
business to business objectives and goals.
16801 1.2.2.3.1 Develop service as a product strategy Defining objectives related to business and delivery models to
productize service.
16802 1.2.2.4 Develop B2C strategy Defining a long term plan of action and roadmap to achieve
business to consumer objectives and goals.
16806 1.2.2.7 Develop innovation strategy Developing a plan and vision to encourage advancements in
technology or services. Create a roadmap for changing or innovating
the business model to make business operations more competitive.
Set up new R&D services for changing or bringing new value
propositions, services, production processes, and invention of
technology not previously used by competitors etc.
14189 1.2.2.8 Develop sustainability strategy Formulating strategic options that create opportunities for the
sustenance and prosperity of the business in the long run. Go
beyond business longevity to consider alternate strategies that allow
the organization's preservation of vitality over time. Earmark
resources and target processes, the former of which are dedicated to
the absorption of sustainable practices in the latter.
19950 1.2.2.9 Develop global support strategy Developing a plan to deploy support services and support functions
throughout the organization globally. Arrange the organization �s
functional support areas to create efficiencies of scale in the
delivery of support services, globally.
19951 1.2.2.10 Develop shared services strategy Charting a plan to leverage internal services and support functions
throughout the organization. Delineate a framework of parameters
and criteria to selectively filter service areas for inclusion among the
organization�s common resources. Arrange the organization �s
functional areas to create efficiencies of scale in the delivery of
internal services.
19952 1.2.2.12 Develop innovation strategy and framework Creating a framework for disruptive change. Change includes
practices for growth strategies, new product categories, services or
business models. Changes generate significant new value for
consumers, customers, and the corporation. It also seeks to leverage
breakthrough disruptive innovation .
10040 1.2.3 Coordinate and align functional and process strategies Aligning the approach and method of individual units, departments,
systems, and operations within the organization, in accordance with
the larger strategic course adopted. Employ the organization's
strategic path to guide the functions, divisions, and operations.
Calibrate the plan and method of each functional area, as well as the
processes therein, to Select the long-term business strategy [10039].
10041 1.2.4 Create organizational design Formulating a design for the organization's resources that allow it to
meet its objectives. Develop a new framework for molding the
organization's various processes into a coherent and seamless whole.
10049 1.2.4.1 Evaluate breadth and depth of organizational structure Evaluating the structural makeup of the organization, including
pertinent features of and associated synergies among constituent
elements. Examine the organization's architectural framework,
paying close attention to the individual elements, the relations
among them, and the conjoint and co-acting forces therein. Analyze
functions and processes, as well as work-related positions.
Scrutinize various relevant characteristics associated with each of
them, depending upon the scale, scope, and type of organization.
10051 1.2.4.3 Develop role activity diagrams to assess hand-off activity Examining the constituent exercises and undertakings within a
work-related position for the purpose of effective delegation.
Deconstruct job-specific roles into activities and visualize the
relations among them, with the objective of assigning
responsibilities to the appropriate personnel.
10052 1.2.4.4 Perform organization redesign workshops Organizing workshop sessions to adopt organizational redesign.
Communicate the organizational structure and mapping of
responsibilities against job roles in order to facilitate an effective
understanding among personnel. Use a collaborative process that
may include participative workshop sessions.
10053 1.2.4.5 Design the relationships between organizational units Fleshing out the connections and dependencies among the various
units of the organization. Delineate the relationship among business
units or process frameworks within the organization, in terms of
activities, synergies, and shared resources and responsibilities.
Formalize relationships among business units so that any mutual
coherence is clearly understood and can be attended to.
10054 1.2.4.6 Develop role analysis and activity diagrams for key processes Creating an understanding of the fit between job roles and
organizational processes in order to properly place personnel.
Deconstruct key processes into constituent activities, and examine
job-related roles. Take cues from Develop role activity diagrams to
assess hand-off activity [10051]. Map appropriate positions against
these important processes, which in turn expedite the deployment of
staff members.
10056 1.2.4.8 Migrate to new organization Embracing and ratifying a new organizational structure. (Assume
the new framework to be the best fit through Assess the
organizational implications of feasible alternatives [10055].)
10042 1.2.5 Develop and set organizational goals Developing overall goals for the organization that help in
accomplishing its mission. Formulate organization-wide targets in
the near to middle term, which will accumulate and propel the
organization to realize its long-term objectives, as outlined in
Develop an overall mission statement [10037]. Enlist business unit
heads or equivalent personnel, in close collaboration with senior
management executives.
19953 1.2.5.1 Identify organizational goals Creating and developing strategic objectives that establishes a
process to outline expected outcomes and guide employees' efforts.
19954 1.2.5.2 Establish baseline metrics Establishing baselines that provide standards for assessing
performance. Create metrics and KPI's for various
functions/processes/activities based on organizational goals.
19955 1.2.5.3 Monitor performance against goals Defining methodology and frequency of assessment for measuring
and monitoring performance of various
functions/processes/activities against standard set goals.
10043 1.2.6 Formulate business unit strategies Charting a strategic course for business units in order to leverage
opportunities, sidestep hurdles, and create synergies among each
other. Create strategic road maps for the organization's units--in
light of their individual resources and requirements, as well as their
relationships with other business units--to achieve organizational
goals.
19956 1.2.6.1 Analyze business unit strategies Assessing the performance of a business unit against set
organizational goals which are based on pre-defined metrics
collected through various business unit operations.
19962 1.2.7.1.2 Assess customer experience across touchpoints Evaluating customer experiences, expectations, and suggestions in
both liked and disliked areas of the product or services. Analyze all
modes of communication, human and physical interactions, or
customers experience during the relationship lifecycle with your
organization. Evaluate the gaps/further development/alterations to
the existing product/service to attain better customer response.
19963 1.2.7.1.3 Perform root cause analysis of problematic customer Analyzing the core reason for the customer
experiences experience/feedback/response about the product/service to take
considerable action for better customer experience.
19964 1.2.7.2 Design customer experience Creating a design of how customers interact with the business by
analyzing data captured through various customer interaction and
customer involvement. These will be captured through various
channels such as customer satisfaction surveys, feedback forms,
product reviews, targeted studies, observational studies, or voice of
customer research.
19965 1.2.7.2.2 Create customer journey maps Creating a story of the customer�s experience: from initial contact,
through the process of engagement and into a long-term
relationship. The goal is to teach organization about the customer.
19966 1.2.7.2.3 Define single view of the customer for the organization Defining parameters to show aggregated, consistent, and holistic
representation of known data about customers. Define key
parameters which enable the tracking of customers and
communications across every channel.
19967 1.2.7.2.4 Define a vision for the customer experience Establishing a direction and vision on how the organization behaves
towards customers in a consistent, effective way. The key attributes
for customer experience vision consists of emotional connection,
commitments and expectations, compelling value proposition, and
ease of understanding the organization's behavior.
19968 1.2.7.2.5 Validate with customers Creating a process to validate the sales process and the assumptions
that underpin the business model. Understand if the
products/services have a repeatable, scalable business model around
that product.
19969 1.2.7.2.6 Align experience with brand values and business strategies Aligning and defining a relevant, differentiated, and credible value
proposition for the brand. Align experience to ensure that the
product and service quality is consistent with brand promise and
business strategies.
19970 1.2.7.2.7 Develop content strategy Planning, development, and management of content �written or in
other media. Getting the right content to the right user at the right
time through strategic planning of content creation, delivery, and
governance.
19971 1.2.7.3 Design customer experience support structure Creating a roadmap for customer experience support with an overall
approach, process flow, and impact timeframe.
18916 1.2.8 Communicate strategies internally and externally Conveying planned procedures and methods to both internal
departments and external stakeholders like customers, suppliers,
etc., in an effective manner based on organizational objective.
10016 1.3 Execute and measure strategic initiatives Manage strategic initiatives focuses on actions, projects, or
programs that enable an organization to realize its strategy and
achieve goals. It includes analyzing the operating environment for
the development of strategic initiatives. Strategic initiatives are
evaluated and the most appropriate initiatives are selected for
execution. It is critical to follow the progress of execution so that
the impact of the initiatives is identified. Refer to 12.2 Manage
portfolio, program, and project for additional information on
managing strategic initiatives.
19696 2.1 Govern and manage product/service development program Supervising the complete product/service program from innovation
until its commercial success. Meeting the customer demand and
expectations. Conduct further development and innovation
pertaining to business goals.
10063 2.1.1.1 Evaluate performance of existing products/services against The Evaluate performance of existing products/services against
market opportunities market opportunities process is used to identify gaps between
existing product/service capabilities or performance levels and the
current market demand, available technologies, and customer
requirements. This process culminates in the decision of whether or
not to proceed with investments in the development of new
deliverables. Input gathered from customers through exercises such
as focus groups assess marketplace need. In addition, input can be
gathered from internal or third-party service organizations to
support the product/service evaluation. Although the marketplace
may look for new technologies or techniques to enhance existing
products and services, customers may not be willing to pay more for
them. Accordingly, remember that perfection can be the enemy of
good enough. Find out exactly what customers are willing to pay
for, and ensure that efforts do not exceed the parameters of the
development business case. This is especially important for global
products where cost and availability issues may be more apparent.
10074 2.1.1.3 Prioritize and select new product/service concepts Selecting from among the potential new/revised solutions and
capitalizing on market opportunities so that they meet the cost and
quality prerequisites. Create an index of product/service concepts,
and arrange them in order of preference. Base prioritization on
adherence to Plan and develop cost and quality targets [10073], and
choose options that would comprise the revised solution portfolio.
10073 2.1.1.4 Plan and develop cost and quality targets Setting prerequisites for the cost of development and quality
standards for the new solutions' portfolio and/or its individual
offerings. Set targets for the budget and quality standards for the
revamped portfolio of solution offerings. Prepare a plan for the
outlay required for revising and adding new product/services.
Identify intended levels of quality for these, bearing in mind the
existing standards of solutions offered by the organization and its
competitors. Enlist senior management executives, particularly
those responsible for finance and budgeting, product/service design,
manufacturing/processing, delivery, and quality control.
10076 2.1.1.6 Plan for product/service offering modifications Developing a programmatic procedure for changing
products/services while paying heed to all stakeholders involved and
the prerequisites identified. Create a plan for changing the existing
portfolio of solution offerings. Develop a systematic program for
the design, processing, and delivery of the new product/service
concepts. Construct project-flow diagrams. Identify the stakeholders
involved and personnel responsible for each stage, as well as the
necessary decisions. Earmark the budgetary outlay, and conduct any
strategic planning required.
10067 2.1.2 Manage product and service life cycle The Manage product and service life cycle process describes how
new products and services are conceived, introduced to the market,
supported, and retired. This process also encompasses how new
product performance in the marketplace is monitored and
continuously improved. Introduction of the new product/service
may be timed to coincide with key marketing opportunities.
Products and services should be retired when their marketplace or
cost effectiveness begins to decline below a predetermined
threshold. Once a product or service has reached marketplace
maturity, its performance indicators should be continuously refined.
16824 2.1.2.1 Develop plan for new product/service development and Program Development & Management Perspective
introduction/launch
10078 2.1.2.3 Retire outdated products/services Removing nonconforming products and services. Withdraw those
products/services that do not conform to market realities and are not
positioned to take advantage of prevailing opportunities. Coordinate
with processing/delivery teams within the organization and key
stakeholders in the supply chain. Create mechanisms for continued
after-sales servicing, as well as deploy effective public relations
efforts in order to preserve the image and goodwill of the
organization through the process.
10079 2.1.2.4 Identify and refine performance indicators Attuning the performance measures of products/services to better
reflect the revamped portfolio of solution offerings. Revise the
parameters used to measure performance, apropos the organization's
product/service offerings. (Modify these standards in consideration
of the changes made to the portfolio by Introduce new
products/services [10077] and Retire outdated products/services
[10078].)
11423 2.1.2.5 Conduct post launch review Learning from either a test or a full production run within the
consumer market. Companies use this as an opportunity to both test
and react to new products, ideas, or innovations based on the initial
reaction of consumers on an individual level. Within this process,
analytics are used to determine the relative success of a new product
offering. Within this process, companies will launch key analytics
to test a products acceptance. They will also review market
performance and compare to similar products and against the
business case or the financial plan. Companies can also measure the
effectiveness of their supply chain network, and can apply what is
learned from the post launch review to other new products,
processes, and procedures to ensure and enhance the product
quality.
11424 2.1.2.5.2 Review market performance by country and geographic area Conducting customer and market analysis to review progress and
identify opportunities for increasing market position. Track and
review product/service response through sales reports, website
statistics, direct response from customers, and survey reports.
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution network Determining the performance of supply chain to all departments and
logistics from input to shop floor. Seeking performance reviews at
each intersection and communication channels. Review
effectiveness of supply chain and distribution to check if it is
meeting the demands of the various groups and organizations that
are concerned with its activities (groups might include customers,
partners, suppliers, and vendors).
19647 2.1.2.5.4 Apply data and analytics review to supply chain methodologies Collecting and examining raw data with the purpose of drawing
conclusions about that information and correlate gaps and
efficiencies to the existing supply chain channels. Apply the
information to make better business decisions to the related supply
chain methodologies to meet efficiency.
11426 2.1.2.5.5 Review quality and performance of the product Identifying the quality and performance of the product/service
delivered to customers. Analyze data from the customer feedback,
audits, measures of customer satisfaction (such as product quality
complaints and recalls), and organizational policies on delivery.
11427 2.1.2.5.6 Conduct financial review Evaluating organization's financial reports and financial reporting
processes. Review and document the ROI catered by the
product/service delivery to the customer in the market.
11428 2.1.2.5.7 Conduct NPD process assessment Analyzing the steps involved in the development of new product, its
effect on existing product, resources, and functions related to the
development of the new product until its sale in the competitive
market place.
12771 2.1.3.5 Manage regulatory requirements Aligning regulatory activities related to managing industry
requirements. Train employees on regulatory requirements.
Records for the appropriate regulatory agencies must be maintained
and the new product process must be approved by the appropriate
regulatory body before it is published to the organization. The
submission lifecycle - i.e. creation, review, and approval of the
submission and its components must be managed in a collaborative
fashion.
12776 2.1.3.5.3 Manage regulatory submission life cycle Determine and follow the timely input and update of regulatory
information by assessing reforms, regulatory policies, and
guidelines.
11740 2.1.4 Manage product and service master data Controlling/authorizing to enable services' and products' data and
other critical data of these functions through a well secured storage
and accessibility processes backed by siloed applications/IT
systems.
11741 2.1.4.1 Manage materials master lists Controlling the details of materials' storage and utilization, supplier
details linked to materials, in a defined sequential manner and
ensuring regular updates with permissible accessibility.
11742 2.1.4.2 Manage bills of material Managing the purchase details/bills through regular and error free
updates to applications. Create manual entries wherever necessary
and ensure timely review of the laid processes and systems.
11743 2.1.4.3 Manage routings Controlling and executing the flow of operations from raw form to
finished product in a defined format using industry
applications/routing sheets for the specific product/service layout.
11744 2.1.4.4 Manage specifications Direct, supervise, and control the product/service details necessary
to execute the process. Adhere to details and descriptions for
product/service through identified or guided parameters towards
final outcome in the market with due critical analysis formed on
organizational objectives.
11745 2.1.4.5 Manage drawings Administering the specifications of the product/service and ensure
accessibility for product alteration/new product development.
11749 2.1.4.9 Manage traceability data Identifying and handling data accessed by the permitted touch
points. Ensure that no data is accessible to any unnecessary
recipient. Data flow should be controlled through secured access
and free from unauthorized access.
11750 2.1.4.10 Review and approve data access requests Determining the requests pertaining to data accessibility. Review
the requester details based on internal data security policies and
permit data access only if internal policies and data access
parameters are met.
19698 2.2 Generate and define new product/service ideas Identifying and describing new product or service thoughts based on
organizational objectives/targets.
10065 2.2.1 Perform discovery research Coordinating R&D activity to identify new technologies to integrate
into the revamped portfolio of products/services. Conduct early-
stage R&D activity to close gaps between existing solution offerings
and changing market expectations. Triangulate appropriate
technologies that can support the development of a revised
product/service portfolio.
10070 2.2.1.1 Identify new technologies Determining new technologies to revise the portfolio of solution
offerings. Identify recently developed technological advances that
can be leveraged in the development or advancement of the
organization's product/service portfolio. Enlist senior management
in conjunction with personnel responsible for the design,
processing, and delivery of products/services. Have the
organization's research division(s) carry out the process.
10072 2.2.1.3 Assess feasibility of integrating new leading technologies into The Perform discovery research process encompasses those tasks
product/service concepts and decisions associated with early-stage research and development
—when product/service assumptions are greater than knowledge.
Based on the gap between current product/service characteristics
and new/changing requirements (from the marketplace, customers,
or other business forces), organizations use this process to identify
and develop new technologies in support of a new product. This
process also includes an assessment of how feasible it is to
incorporate those new or potential technologies into products and
services. This process guides the funding and documentation of
preliminary research and development projects and ensures that any
findings (related to feasibility of technology or other
recommendations) carry over to stage-gate processes that drive
overall product/service development. Consider the ramifications of
being too “bleeding-edge” (as opposed to being on the leading or
cutting edge) with new products. Key stakeholders in the supply
chain or marketplace may not be ready to adopt the latest and
greatest technologies, increasing the risk that the product or service
will not succeed or be adopted.
19669 2.2.2 Generate new product/service concepts Producing and defining ideologies for new product/service
offerings.
19990 2.2.3 Define product/service development requirements Encompassing the identification and capture of new product/ service
requirements or potential improvements to current
products/services. Collaborating with members of the supply chain
to ensure the feasibility of what is being defined in the
requirements. For example, a product with manufacturing
requirements that supply chain cannot currently fulfill requires a
corporate decision to either upgrade manufacturing capabilities or
abandon the new product. Enterprise-level effects and needs must be
considered. Depending on the nature of the final product or service,
these requirements are often defined as a set of abilities, such as
availability or reliability, that influence product development
decisions.
11331 2.2.3.1 Define product/service requirements Determining requirements related to the creation of the
product/service. Explain potential achievements that could be made.
19994 2.3.1.1.1 Identify requirements for product/service design/development Determining essential elements for collaborators involved in
partners blueprint/development of product/service.
10084 2.3.1.2 Prepare high-level business case and technical assessment Preparing a business-level business case and a technical feasibility
assessment in order to move the product/service projects forward.
Weigh the costs and benefits of designing, developing, and
evaluating the shortlisted product/service concepts. Prepare a
business case to justify the product/service projects. Conduct a
technical appraisal to ensure that the organization has the technical
know-how and resources to further develop these concepts.
10085 2.3.1.3 Develop product/service design specifications Creating design specifications. Create specifications for the design
of new or revised product/service concepts as a measure to meet
during development. Have the senior functional-level solutioning or
design staff create a framework of compliance standards for these
products/services.
16813 2.3.1.4 Develop user experience design specifications Usability and User Experience have a very high business impact
16817 2.3.1.5 Provide warranty-related recommendations Warranty Plan & Pricing
10086 2.3.1.6 Document design specifications Documenting requirements to meet in the design of new or revised
products/services. Specify technical, quality, and costing
requirements, as well as ergonomic, safety, and servicing
requirements for such products/services. Ensure the information
presented can be understood by the personnel executing the design
and includes examples, anecdotal references, and illustrations.
19995 2.3.1.8 Design products/services Creating a sketch of the customer focused product/service in
Develop and Manage Products and Services [ 10003 ].
16819 2.3.1.8.1 Design for manufacturing Design appropriately for manufacture, prevent wrong assembly ?
[design the application, design the product hardware, plastic, mold,
casting, mechanical, electrical ]
16820 2.3.1.8.2 Design for product servicing application service view, product service + refurbishing
16821 2.3.1.8.3 Design for re-manufacturing replacement of a core component + re-publishing
16822 2.3.1.8.4 Review product troubleshooting methodology Review the design and approach for troubleshooting the product
16818 2.3.1.8.5 Design and manage product data, design, and bill of materials Design BOM-Bill of material, Manufacture BOM & Service BOMA
bill of materials lists all the raw materials and components / parts
used in the manufacture of an end product.
16823 2.3.1.8.6 Design for product upgrades Hardware and Software upgrade techniques
10088 2.3.1.9 Build prototypes/proof of concepts Building prototypes for shortlisted product/service concepts.
Develop prototypes for those product/service concepts that have
been identified for further development. Provide proof-of-concepts,
and test any processes involved. Build prototypes in line with the
design specifications already outlined. Enlist the solutioning and/or
design staff.
10098 2.3.1.10 Develop and test prototype production and/or service delivery Creating the new manufacturing/delivery processes for the new
process products/services, and testing them to ensure proper functioning.
Create the production/delivery process for the prototypes that have
been built for the new products/services. Conduct trial-runs to test
these processes and their integration with the organization's other
processes.
19635 2.3.1.13 Develop first run/sample products Creppel, Mellissa: this may be a good add - perhaps under "design
and prototype"?
10081 2.3.2 Test market for new or revised products and services Creppel, Mellissa: figure out why this number differs from 6.x -
what was added/removed? Can it be replaced there?
10096 2.3.2.3 Finalize technical requirements Reassessing the technical requirements in light of the final
product/service attributes. Revisit the technical assessment to
revalidate the organization's capacity for progressing with new
product/service projects, in light of the revised product/service
characteristics.
10097 2.3.2.4 Identify requirements for changes to manufacturing/delivery Identifying any changes that need to be effectuated in the
processes organization's internal processes for manufacturing, and delivering
the newly developed products/services. Determine if any changes
need to be made to the production and distribution processes, in
light of the new products/services. Begin production process
planning. Prepare for factory layout planning. Generate shop-floor
instructions and changes to the supply chain.
19634 2.3.3 Prepare for production and marketplace introduction Creppel, Mellissa: why is this a different 5-digit it? Can something
be merged?
10099 2.3.3.1 Design and obtain necessary materials and equipment Developing and/or sourcing the essential machinery needed for
creating purpose-built processes, as well as the raw materials, to
produce the new products/services. Either design the equipment and
materials needed internally, or source from external vendors. Obtain
the feedstock or raw materials needed to prepare the finished
products, as well as the machinery - hardware and software - needed
to arrange production lines, factory operations, assemblies, and
manufacturing processes. Revisit the technologies that underpin the
new or revised products/services in order to source the right
equipment and materials.
10100 2.3.3.2 Install and validate production process or methodology Finalizing production process or methodology. Install and initiate
the production process to manufacture the new products, using the
equipment and machinery already assembled. In the case of new
services, implement delivery processes and methodologies. Validate
processes for the accuracy of their operation and proper functioning.
11416 2.3.4 Support and implement changes to product manufacturing and Creppel, Mellissa: this may be a good add, both to cross industry
service delivery process v7.1.0 and cp 7.0.x -> note that is represents post-launch changes to
the existing products; may be considered "enhancements"
11417 2.3.4.1 Monitor production runs Regularly monitoring production runs of the production and/or
delivery operations.
11419 2.3.4.3 Manage engineering change orders Coordinating the implementation of requests for component
changes, equipment repairs, and the optimization of
production/delivery processes. Oversee Request an engineering
change [11418] in the production and/or delivery operations.
Coordinate with the concerned divisions that will implement these
changes.
19998 2.3.5 Validate launch procedures Verifying the measures/processes/techniques through systems and
tools involved in the introduction of products and services.
10004 3.0 Market and Sell Products and Services Outlining process groups related to understanding markets,
customers, and capabilities; developing marketing strategies;
executing marketing plans; developing sales strategies; developing
and managing marketing plans; and managing sales partners and
alliances.
10101 3.1 Understand markets, customers, and capabilities Making sense of the market and customers to identify the right
opportunities to be capitalized, given the organization's
competencies. Discern trends and shift in the market and customers.
Identify the right market opportunities that fit closely with the
organization's capabilities and strategy by gathering intelligence on
various attributes of different market/customer segments.
10106 3.1.1 Perform customer and market intelligence analysis Gathering intelligence on the market and customers. Closely
examine the inherent attributes and collective behavior of the
various market and customer segments. Track trends in the market.
Determine what drives the customers to make purchasing decisions
in order to identify opportunities in the market.
10110 3.1.1.5 Analyze market and industry trends Examining large-scale shifts and trends, with relevance to the
organization's products/services. Vet the industrial and larger
market landscape to identify broad-based movements that could
have a direct or tangential impact on the uptake of the organization's
products/services. Examine, among other things, the market
capitalization of similar products, the profitability of organizations
offering competing products/services, the stock price of key
vendors/suppliers in the organizational value-chain, the rate and
scale of innovation activity in the organization's product/service
category, the price and availability of raw materials, and the shelf-
life of similar products/services. Conduct primary and secondary
research, and consider enlisting professional services.
10111 3.1.1.6 Analyze competing organizations, competitive/substitute Examining the strengths and weaknesses of competing
products/services organizations. Assess competing organizations for offerings,
product strategy, marketing and delivery channels, etc. Analyze the
usability experience, durability, USP, and other key attributes of
competing and substitute products. Gather competitive intelligence,
and consider enlisting professional services.
10112 3.1.1.7 Evaluate existing products/services Examining the brands owned and products offered in the market.
Determine the relative position of the existing products/brands in
the marketplace.
10107 3.1.2 Evaluate and prioritize market opportunities Appraising market opportunities by quantifying and subjecting them
to prioritization, as well as validation tests. Closely examine the
market opportunities that have been identified by Perform customer
and market intelligence analysis [10106]. Triangulate those
opportunities to capitalize by finding a fit between identified
opportunities and the composite of organizational capabilities and
business strategy.
10116 3.1.2.1 Quantify market opportunities Attaching quantifiable indicators to opportunities that have been
identified in the market. Compute estimated figures of the
approximate value that can be captured with the provision of
existing products/services (i.e., the extent of financial benefits that
can be reaped in the market).
10117 3.1.2.2 Determine target segments Identifying the targeted segment of customers. Deduce those
particular customer segments that are to be targeted from among the
market segments.
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and overall Creating an index of market opportunities, and arrange them in
business strategy order of preference. Prioritize based on the opportunities' adherence
to the overall business strategy. Correlate with the competencies and
capacities that the organization, as a whole, processes.
10119 3.1.2.4 Validate opportunities Confirming the practicability and reasonableness of the market
opportunities that have been identified. Give substance to the real-
time feasibility of the market opportunities.
11168 3.2.1 Define offering and customer value proposition The Define offering and customer value proposition process
includes all processes necessary to develop and flesh out the details
of a customer or market offering. These offerings should address
and align with customer needs as determined in process group 3.1.
This process also includes the development and positioning of any
new, related branding for the target customer segments outlined in
activity 3.1.2.2 Determine target segments. Use customer case
studies and qualifications to support your proposition.
11169 3.2.1.1 Define offering and positioning Defining problem(s) that the organization's products/services solve
for the customers, thereby determining how they are positioned in
the market. Refine the product/service concepts from the
perspective of customers. Succinctly outline the problem the
organization's offerings solves for the customers, making a case for
why the customer should buy a product or use a service. Define the
offering's unique value.
11170 3.2.1.2 Develop value proposition including brand positioning for target Boosting the attractiveness of products/services to the targeted
segments customers, and creating a unique brand projection around these
features. Identify and enhance those product/service features that
reinforce the attractiveness of these offerings, for these segment of
customers. Underscore the perceived value delivered to the
customers by clearly specifying the relevance and desirability of
these products/services. Once it has been clarified how the
organization's offerings meet the customer's expectations or deliver
specific benefits, position the brands around these benefits.
11172 3.2.1.4 Develop new branding Creating branding collaterals and campaigns that carve a significant
and differentiated presence for the organization's offerings. Create
new collaterals, which include names, designs, and symbols, for
their products/services. Ensure collaterals reflect the unique value
proposition of the respective offerings through a consistent theme.
Create advertising and promotion campaigns.
10123 3.2.2 Define pricing strategy In the Define pricing strategy to align to value proposition process,
the organization determines the pricing that will be applied to
specific customer offerings and gets the proper approval for that
pricing plan For many organizations, pricing is not one size fits all.
In typical business-to-business service offerings, for example, the
price depends entirely on the scope of the project or service.
10124 3.2.2.2 Establish guidelines for applying pricing and discounting of Creating a framework that allows for a uniform methodology while
products/services determining the price of individual offerings. Devise a blueprint for
establishing the pricing of specific products/services. Create
guidelines that factor in the cost of production/servicing, price
sensitivity, product lifecycle, and the price of competing/substitute
products.
10125 3.2.2.4 Approve pricing strategies/policies and targets Confirming the strategy and specifications developed for pricing the
organization's products/services. Approve pricing guidelines by
vetting the soundness of the methodology and the guidelines'
alignment with the value proposition.
10127 3.2.4.3 Determine channel role and fit with target segments Analyze the various channels for their relevance to the targeted
segments. Identify the channel that can effectively market to the
targeted customers in regard to the drives, desires, and
characteristics of these populations, their uptake, extent of
engagement, frequency of use, and effectiveness in communicating.
10128 3.2.4.4 Select channels for target segments Choose the most pertinent marketing channel for the targeted
segments (based on Determine channel fit with target segments
[10127]).
10126 3.2.4.6 Evaluate channel attributes and potential partners Assessing the attributes of all marketing channels, and evaluating
the key partners in those channels. Closely examine the various
characteristics of all available marketing channels such as the cost
of using them, durability of impact, applicability to the
organization's products/services, turn-around time, involvement of
middlemen, and conversion rate. Analyze key partners in the
marketing channels including those who have been associated with
the organization; evaluate their capabilities, the scale and scope of
their operations, quality of support provided, etc.
18924 3.2.7 Design and manage customer loyalty program A loyalty program is a key part of airline marketing, with elaborate
strategy and process for acquiring, retaining and engaging with
members
10149 3.3.2 Establish marketing budgets Creating a budget for the organization's marketing efforts, in line
with the business-wide strategic outlook. Create a plan to distribute
resources for achieving the marketing strategy in light of the overall
business strategy. Make cost assumptions; calculate the estimated
total revenue from the marketing activities against the
costs/expenses of these activities. Forecast the return on investment.
Attribute costs to the appropriate marketing activities such as
promotional campaigns, advertising, marketing communications,
PR campaigns, personnel, and office space. Enlist the financial and
marketing functions.
10155 3.3.2.1 Confirm marketing alignment to business strategy Ensuring corroboration of the marketing strategy and the
organizational strategy. Ensure the organization's marketing
strategy/plan aligns with the overall business strategy. Fine-tune the
marketing plan according to the organizational strategy.
10156 3.3.2.2 Determine costs of marketing Calculating the total cost of marketing the organization's portfolio
of products/services. Calculate the total outlay needed for
promoting, selling, and delivering the organization's
products/services to customers. Account for all costs to acquire
customers and sustain a relationship with them. Include the
expenses needed for promotional actives, warehousing, transactional
costs, and distribution of the organization's offering.
10158 3.3.3.1 Define advertising media objectives and strategy Creating a set of general objectives that the organization aims to
achieve through the use of various media vehicles, for its marketing
efforts. Outline the intention and purpose in using certain media
channels for the marketing and promotion of its products/services.
Create a media plan with specific goals for media channels.
10161 3.3.3.5 Engage media provider Enrolling the services of certain media providers, who employ
marketing channels that are appropriate for target audience. Analyze
vendors over several criteria, including channels appropriate for
these populations, price points, turnaround time, reliability, quality
of deliverables, etc.
10162 3.3.3.9 Develop and execute advertising Developing and delivering advertising messages to the target
audience, with the objective of influencing their purchasing
decisions. Create advertising campaigns geared to specific offerings,
and deliver through the media providers. Create content (textual and
visual) that is highly contextualized to deliver the message in a
specific manner. Consider enlisting specialized professional
services.
11253 3.3.3.10 Develop and execute other marketing campaigns/programs Designing and executing additional marketing campaigns, besides
advertising, including undercover marketing, relationship
marketing, sponsorships, viral marketing, social media marketing,
thought-leadership, and content marketing.
20593 3.3.4 Develop and manage pricing Determining and maintaining a pricing mechanism based on
forecasted sales and that enables a pricing equilibrium for the
lifecycles of products/services. Create a pricing mechanism,
factoring in attributes relating to the market, customers, sales, and
the cost of production. Implement this pricing mechanism over all
products/services. Analyze its performance, and adjust accordingly.
10163 3.3.4.4 Determine pricing based on volume/unit forecast Establishing a dynamic pricing mechanism for the organization's
offerings that is supported by the number of units in production.
Outline a system for determining the optimum price point for each
product/service. Based this model on an estimation of the volume of
anticipated sales for each offering and variable costs.
10164 3.3.4.6 Execute pricing plan Implementing the pricing mechanism to determine prices for all
individual offerings in the organizational portfolio. Calculate the
prices of all offerings based on the established methodology and/or
formulaic structure.
10165 3.3.4.7 Evaluate pricing performance Examining the efficiency of pricing with the objective of identifying
any divergence from the equilibrium prices and avoiding any
deadweight loss. Gauge the performance of the pricing plan by
tracking growth in the revenue and/or customer uptake, secured as a
result of new prices. Measure the performance of pricing by
periodically checking the profits generated from the sale of each of
the organization's offerings against the backdrop of any events that
may have influenced the uptake of a certain good/service by the
customer base.
20010 3.3.5 Develop and manage promotional activities Conceptualizing, testing, and executing product/service/brand
promotions. Once a promotion has launched, this process continues
as the organization tweaks parts of the promotion or chooses to use
ideas or lessons learned during the promotion in future activities.
The promotion�s performance according to organizational
measures is also evaluated in this process. Determine early on
whether you need third party help with promotion. Purchase lists,
consult with social media experts, hire seasonal staff, or pay for
additional research.
10167 3.3.5.1 Define promotional concepts and objectives Outlining a conceptual framework for all promotional activity in
order to create an overarching aspiration and ensure consistency.
Create a plan for running promotional programs and designing the
associated activities in order to increase visibility or sales.
Determine how the organization quantifies what it wishes to achieve
from these activities, what sort of messages the organization
comfortable publicizing, what channels the organization wishes to
employ, etc.
10159 3.3.5.2 Develop marketing messages Developing the central messages for a segment of its customers.
Craft concise statements that position the value proposition of
individual products/services around the pressing concerns in the
market, thereby showing how the organization's offerings are the
right fit for the customers.
10168 3.3.5.4 Plan and test promotional activities Developing a scheme for executing the promotional programs and
campaigns, and testing these on sample audiences. Create a program
plan, and carry out trials for promotional activities. Develop a
scheme for how, when, where, and by whom the promotional
schemes and campaigns will be deployed. Design incentives that
convince or tempt the consumer to take up the organization's
offerings. Conduct focus groups and pilot programs that reach out to
a smaller number of people from among the target audiences to
validate effectiveness.
10169 3.3.5.5 Execute promotional activities Executing promotional programs in the market for reaching out to
the desired customer segments. Implement the promotional schemes
and campaigns. Create collaterals for the dissemination of
information about the product, product line, brand, or company to
the target audiences in an effective manner. Leverage relationships
with distributors, vendors, and retailers. Consider enlisting
professional services such as design, PR, and advertising firms.
10170 3.3.5.6 Evaluate promotional performance metrics Evaluating the success of promotional programs through metrics
that track the impact of these activities. Examine the performance of
promotional activities. Measure the success of these programs
through metrics representative of customer uptake, market
penetration, sustenance of impact created, revenue growth through
offerings marketed, etc. Measure through primary data collection.
Analyze through various statistical techniques to generate insights.
10172 3.3.5.8 Incorporate learning into future/planned consumer promotions Incorporating the understanding developed by studying promotional
activities as well as refining them. Include the best practices and
value-enhancing attributes identified in Refine promotional
activities [10171] into similarly planned schemes, programs, and
campaigns. Adjust promotional activities to further increase the
effectiveness of the overall promotional efforts.
10153 3.3.7 Track customer management measures Collating all customer-centered metrics. The objective is to create a
big-picture view of the customers' mindset and their behavior
pertaining to the organization's offerings.
10173 3.3.7.1 Determine customer lifetime value Estimating customer loyalty and the average contribution made by
them to revenues, over their lifespan. Use metrics to quantify the
commitment of customers to the offerings of the organization, such
as measures of tendency to switch brands/providers,
number/proportion of return customers, and the number of
customers using multiple substitutable offerings.
10174 3.3.7.2 Analyze customer revenue trend Analyzing the revenue stream generated by the sale of the
organization's products/services in order to identify trends therein.
Examine data relating to the inflow of revenue from
individual/groups of customers in order to identify patterns in the
generation and sustenance of receivables. Conduct statistical
analysis over the stream of revenue collected and the point of origin
associated with each unit of sale through metrics such as the
accounting rate of return, the GAAP revenue over a given period,
and customer lifetime revenue.
10176 3.3.7.4 Analyze customer metrics Studying all measures of the customer's behavior and conduct
toward the organization's offerings in order to glean insight and
identify patterns into their decision making. Closely examine all
categories of data sets over a customer base. Analyze data points
related to customer loyalty, retention, value, conversion, level of
satisfaction, attrition, etc. Flesh out measures for an all-
encompassing analysis that provides a macro-level picture of the
customer's behavior and mindset related to the organization's
products/services.
10177 3.3.7.6 Revise customer strategies, objectives, and plans based on Reviewing and reappraising the strategies, objectives, and plans for
metrics all customer-centered processes. Revisit all customer-focused
processes and activities--which relate to their acquisition,
conversion, and retention--with the objective of revising them in
light of customer analysis. Revise accordingly.
10154 3.3.9 Develop and manage packaging strategy Creating, executing, and administering a strategic road map for
packaging products/services. Determine how to package
products/services into finished offerings that can be directly
marketed to prospective customers. Consider physicality,
perishability, and shelf-life. Develop a strategy for packaging
products/services. Test alternatives. Collect feedback. Refine the
option chosen for execution. Have marketing, product development,
and supply chain functions work together to develop sound
packaging.
10179 3.3.9.2 Test packaging options Piloting the packaged products/services in the market with a test
audience. Create trial runs using techniques such as focus groups of
the final product, wrapped and bundled.
10180 3.3.9.3 Execute packaging strategy Implementing the final packaging. Put into action the packaging
strategy in light of the insights accumulated from testing various
options.
10181 3.3.9.4 Refine packaging Fine-tuning the packaging that has been developed and tested using
insights gleaned from feedback.
10103 3.4 Develop trade customer sales strategy Developing concrete plans for guiding and providing support to the
sales function. Chart a road map for the sales function, including an
analysis of historical sales data to create forecasts for anticipated
sales, forming sales targets, forging partnerships with other
economic agents to boost sales, devising a budget for this function,
and determining metrics to measure customer management activities
as well as progress in achieving sales targets.
10129 3.4.1 Develop sales forecast Developing a sales forecast for the organization's portfolio of
offerings, bearing in mind the effect of promotional events, and
fine-tuning these in the context of the new forecast. Estimate the
future demand for the organization's products/services by analyzing
historical information and any promotional activity.
10135 3.4.1.2 Analyze sales trends and patterns Analyzing sales order data to identify patterns in order to capitalize
on emerging trends in the industry or the economy. Closely examine
the directory of sales orders. Discern any patterns from this index,
which is representative of the demand for the organization's
offerings. Identify trends among the various segments of the
organization's customer base to create forecasts. Glean patterns
from this analysis, including the triangulation of segments that are
showing the most growth in demand or those that represent the
highest decline revenue, industry-wide trends such as decline/boost
in overall demand, and any unusual trends that lie outside of the
organization's expectations.
10136 3.4.1.3 Generate sales forecast Calculating the future demand for the organization's
products/services. Use the trends and patterns identified in the sales
data to estimate future demand. Use forecast to prepare for future
customer demand and to recalibrate the strategic course of functions
and business units.
10137 3.4.1.5 Analyze historical and planned promotions and events Reviewing promotional activities' effect on the sales orders.
Analyze all promotional events and campaigns that the organization
has already employed or is planning to deploy.
10130 3.4.2 Develop sales partner/alliance relationships Cultivating an alliance of partners by identifying, analyzing,
negotiating, and managing partnerships with other economic agents.
10139 3.4.2.3 Design alliance programs and methods for selecting and Creating the frameworks needed to select alliance partners, and
managing relationships maintaining relationships with them. Create a framework for
structured programs that can receive and support multiple alliances.
Clearly outline the responsibilities and benefits of the alliance
partners. Create frameworks for selecting the right alliance partners,
and maintain a relationship with them. Create or repurpose teams of
relationship managers and outline a methodology for selecting
alliance partners.
10140 3.4.2.4 Select alliances Choosing alliance partners using the selected programs and
methodology. Select the most feasible and profitable alliance
partners, based on Design alliance programs and methods for
selecting and managing relationships [10139] and through a careful
scrutiny of the potential alliance.
10141 3.4.2.9 Develop partner and alliance management strategies Designing strategies for effectively managing, identifying, and
countering any possible issues from the alliance partnerships
formed. Create a strategic road map for managing the partnerships
forged through Design alliance programs and methods for selecting
and managing relationships [10139]. Determine where the alliance
partnerships are headed, possible problems or pushback from the
partners, how these issues might be countered, how these alliance
partnerships would evolve in the future, any other business cases
where these partnerships might be deployed, etc.
10131 3.4.4 Establish overall sales budgets Setting up a financial plan for the sales function. Calculate the
estimated sales revenue and costs, which helps in calculating the
overall net profit. Create a sound plan for resource outlay by
comparing the forecast with historical data.
10143 3.4.4.2 Calculate product revenue Estimating revenue from the sale of products/services. Approximate
the anticipated sale of products/services and multiply it by the
selling price of the respective offering. (This represents the total
amount of money that the organization receives from the sale of its
portfolio of offerings.)
10144 3.4.4.3 Determine variable costs Calculating the variable costs of production. Approximate those
costs that depend on the volume of products/services produced by
the organization.
10145 3.4.4.4 Determine overhead and fixed costs Calculating the overhead costs associated with selling the
organization's products/services. Determine fixed costs that are not
directly related to the volume of products/services processed or the
sale of these offerings (e.g., expense over machinery and
equipment).
10146 3.4.4.5 Calculate net profit Calculating the net income. Calculate the organization's profitability
by accounting for Determine overhead and fixed costs [10145] and
Determine variable costs [10144].
10147 3.4.4.6 Create budget Creating a plan in measurable terms for the financial outlay that best
captures resource allocation for the sales forecast. Consider the
outlay of capital, HR, raw materials, and provisions needed to reach
sales targets.
11478 3.4.6 Establish customer management goals, and strategies Developing the business plan, strategy, targets, and funding options
for major customer accounts. Planning activities are conducted and
in collaboration with these key accounts, sales and promotional
plans are created. For each account, promotional and category
management calendars are created as well as strategic and tactical
sales plans, all of which is communicated to the customer account
teams.
10133 3.4.7 Establish customer management measures Identifying the appropriate measures that can represent key
attributes of the customer management function. Select measures to
track customer activity, feedback, satisfaction, organizational
responsiveness to customer needs, and general data on how the
organization is managing customer accounts, leads, and contacts.
Build on customer and market intelligence to identify metrics
gauging aspects related to customer management. Select measures
based on the nature of the business, the type and size of customer
base, strategic goals, and the model used to structure sales and
customer relationships.
10105 3.5 Develop and manage sales plans Selling products/services. Set appropriate customer expectations.
Work with customers using the same schedule that product/service
development, production, and customer service functions follow.
Manage sales personnel and sales partnerships/alliances.
10188 3.5.1.1 Identify potential customers Identifying people who can be converted into customers. Leverage
personal and professional networks, business research over
databases and directories, and secondary research.
10189 3.5.1.2 Identify/receive leads/opportunities Qualifying the prospective customers into credible leads by gauging
their behavior against the organization's offering. Triangulate leads
to increase the efficiency of sales and marketing efforts. Build a
detailed profile of the prospects. Determine what products/services
they already use, if they have decision-making authority, their views
on the products/services they already use, how prone they are to
switch, if the organization's solution better in some attributes than
those prospects currently use, etc.
10209 3.5.1.7 Determine sales resource allocation Planning the distribution of personnel across various sales functions.
Match the capabilities of individual employees with the skill sets
needed for specific roles. Seek assistance from HR.
10184 3.5.1.8 Manage customer sales calls Managing the entire sales process, from using leads to open sales to
closing sales and creating records. Govern all sales activities. Make
sales calls based on leads and preparatory work (drafting terms of
the sale, creating proposals, suggesting prices, etc.). Close the sale,
along with any administrative activities related to data entry and the
processing of the sale.
11173 3.5.2.2 Develop sales/key account plan Creating a plan for managing the accounts of key customers in order
to better maintain relationships with them. Chart a scheme for
managing sales. Create a plan for administering accounts of the
significant and most important customers of the organization.
Coordinate the accounts of principal clients.
11174 3.5.2.6 Manage customer relationships Managing the organization's relationship with its customers, by
systematically coordinating interactions over multiple touch points,
on a regular basis. Coordinate the organization's efforts to reach out
to its customers. Create and manage effective touch points for
interactions from the customers, which could include emails, social-
media interactions, newsletters, and direct conversations.
14208 3.5.2.7 Manage customer master data Managing the corpus of data relating all customers acquired over
time. Manage the storage, maintenance, access, revision, and usage
of all data on customers. Ensure its security, and determine
legitimate use cases that are beneficial to the organization.
10185 3.5.4 Manage sales orders Taking, receiving, processing, and acknowledging new customer
orders or amendments to outstanding customer orders. Monitoring
status from order receipt to customer delivery/customer invoicing.
10194 3.5.4.1 Accept and validate sales orders Receiving and confirming orders from customers. Verify that no
extra expenses have to be disbursed on part of the organization for
labor or inventory when processing the order.
10195 3.5.4.2 Collect and maintain account information Collecting and maintaining all account information. Collect
information about the purchase, servicing, return, and/or
commitment of any products/services on part of the organization to
its customers. Bring together information from various
organizational divisions, and update periodically.
10196 3.5.4.3 Determine availability Ascertaining the volume or scale of products/services to provide to
customers to fulfill sales orders. Check the finished products stored
in warehouses, the production capacity, and (in the case of services)
the processing speed, as well as work force availability.
10198 3.5.4.5 Enter orders into system Analyzing all data relating to sales orders by entering it into a
centralized repository, and using the insights generated to create
opportunities for cross-/up-selling. Maintain up-to-date records of
sales, along with current status. Include all sales activity with
relevant information about the associated customers, and identify
patterns in the data. Glean insights from these patterns to persuade
customers to purchase additional offerings or upgrade purchased
products/services.
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity Utilizing customer inquiries as opportunities to either provide a
comparable service to the one in question, offer additional
complimentary service, or suggest a service that is better than what
was initially offered.
10199 3.5.4.7 Process back orders and updates Processing any unfulfilled orders, and updating the status of any
orders that have been accepted and are being attended to. Deliver on
any purchase orders that remain unserviced due to temporary
unavailability of the product/service. Manage any updates to the
sales orders. Revise their status in the order system.
10200 3.5.4.8 Handle sales order inquiries including post-order fulfillment Attending to any queries received from the customers, even after a
transactions sales order has been serviced. Deploy ad hoc personnel for
managing these enquiries.
10187 3.5.5 Manage sales partners and alliances Managing the organization's partners and alliances, with the
objective of maximizing revenue. Train partners regarding the
organization's portfolio of products/services. Craft sales forecasts.
Examine their performance. Manage all data held by the
organization on these partners.
10214 3.5.5.2 Evaluate partner/alliance results Examining the performance of its partners/alliances in selling its
products/services. Use metrics such as growth in revenue generated,
conversion rate, and total outreach to customers for assessing the
performance results.
20022 4.0 Deliver Products Performing supply chain activities include planning supply chain,
procuring materials and services, and managing logistics.
10215 4.1 Plan for and align supply chain resources Creating strategies for production and materials. Handle the demand
for the products of the organization. Develop plans for handling
materials. Develop and administer the schedule for master
production. Plan for distribution requirements and its constraints by
reviewing and assessing distribution policies and performance and
by establishing quality standards and procedures.
10221 4.1.1 Develop production and materials strategies Creating strategies for production processes, as well as the process
of managing materials. Define production and supply constraints.
Design a blueprint of the workplace. Establish rules and regulations
regarding the employees, outsourcing of services, and the
expenditure to be incurred on the manufacturing capital.
10229 4.1.1.1 Define manufacturing goals Creating quantifiable strategic objectives for each manufacturing
segment in conjunction with sales projections.
10230 4.1.1.2 Define labor and materials policies Setting up internal rules and regulations regarding the employees
and the materials.
10231 4.1.1.3 Define outsourcing policies Creating rules and regulations regarding contracting out of a
business process to another party in order to reduce costs.
10232 4.1.1.4 Define capital expense policies Designing rules and regulations pertaining to the expenditure
incurred in acquiring or upgrading the existing stock of
manufacturing capital.
10234 4.1.1.6 Define production network and supply constraints Defining limitations in the ability of the organization's supply chain
to deliver a new stock, and creating a network of production
stakeholders. Frame and manage relationships within the flow of
manufacturing and processing operations. Identify probable supply
issues.
14193 4.1.1.7 Define production process Outlining the scheme of processing inventory into finished
products/services. This includes the use of raw materials,
machinery, skill sets, and knowledge to create new offerings.
14194 4.1.1.9 Define production workplace layout and infrastructure Determining the floor plans for the processing facility that is meant
for delivering finished products/services. Identify the totality of
infrastructure needed for using this space in the manufacturing
process, including machinery, factory floors, offices, and furniture.
10222 4.1.3 Manage demand for products Forecasting demand for products using secondary research and
customer feedback. Refine these forecasts. Inspect the approach
used in creating forecasts, and determine its accuracy.
10235 4.1.3.1 Develop baseline demand forecasts Identify the bedrock levels of market demand anticipated for the
organization's products/services. Estimate future demand for
product and services using historical data, analysis of the market
environment and any externalities, etc. to create ex ante
approximations.
10236 4.1.3.2 Collaborate demand with customers Working closely with the organization's customers to understand
their drives and behavior, with the objective of estimating future
demand. Reach out to customers through various means to
understand their behavior patterns, usage elasticity, and degree of
variability--and ultimately determine demand for each offering.
10238 4.1.3.4 Determine available to promise Identify the volume of products/services that may be committed for
delivery to fulfill sales. Figure out the amount of stock available.
Forecast its volumes.
10239 4.1.3.5 Monitor activity against demand forecast and revise forecast Picking out any activity that deviates from the forecast, and
adjusting it. Closely track and study the levels of demand as they
emerge. Refine the consensus forecast as needed.
10240 4.1.3.6 Evaluate and revise demand forecasting approach Examining the methodology used to estimate future demand. Refine
it in light of current market realities and demand.
10241 4.1.3.7 Measure demand forecast accuracy Calculating and inspecting the accuracy of demand forecasts. Use
metrics to check the reliability of the forecasts created.
10223 4.1.4 Create materials plan Developing a scheme that allows for advance planning for the
availability of raw materials and spares. Start with an unconstrained
plan, and refine based on supply chain realities by identifying
critical materials required for production, checking material
specifications, and collaborating with all vendors over the supply.
10242 4.1.4.1 Create unconstrained plan Developing a plan for raw materials and other inventory items in
order to meet market demand. Ensure the availability of all
inventory items such as raw materials and spares. Create a blueprint
in line with Define labor and materials policies [10230].
10243 4.1.4.2 Collaborate with supplier and contract manufacturers Collaborating with vendors and contractual manufacturers with the
objective of ensuring a continual supply of raw materials and spares.
Leverage long-term connections/relationships with various
suppliers, and cultivate new ones. Track the activities of all vendors.
Receive regular updates to prepare for any fluctuations in supply.
10245 4.1.4.4 Monitor material specifications Observing and surveying all inventory items in order to check for
the veracity of their specifications. Monitor various attributes and
characteristics for respective inventory items such as density,
volume, and size, as well as contextualized specifications particular
to the respective materials.
10246 4.1.4.5 Generate constrained plan Generating a bounded plan that takes stock of the actual supply
chain scenario. Take stock of all information collected while
creating an inventory supply plan.
14196 4.1.4.6 Define production balance and control Defining an equitable volume for the production of
products/services that adheres to an equilibrium value, and creating
a scheme of control for processing items. Create schematics for
systematically planning, coordinating, and directing the
manufacturing activities in line with the production balance
determined.
10224 4.1.5 Create and manage master production schedule Taking care of the master production plan. The master production
includes creation and implementation of the site-level production
plan, as well as management of the inventory that is currently in the
production process.
17041 4.1.5.3 Maintain master production schedule Supervising and overseeing the plan for internal activities such as
production, inventory, and staffing. Set the quantity of items to
produce each week of a short-range planning horizon.
10252 4.1.6.1 Maintain master data Maintaining and preserving the master data plan for distribution
requirements. Create a systematic collection of facts and figures
regarding the distribution of the inventories. Maintain policies,
processes, and tools covering the distribution function.
10253 4.1.6.2 Determine finished goods inventory requirements at destination Interact with the concerned person at the destination to validate the
requirements and to avoid any miscommunication of information.
10254 4.1.6.4 Calculate requirements at destination Interact with the concerned authority at the destination to reach a
specific figure that correctly represents requirements.
10255 4.1.6.5 Calculate consolidation at source Determining the aggregate volume of products/services consolidated
at the source. Calculate the number of finished products that are
ready to be delivered to the customers, particularly at one date.
10256 4.1.6.6 Manage collaborative replenishment planning Administering the plan for collaborative replenishment of goods.
Replenish inventory by creating a plan in case of faulty production.
10258 4.1.6.7 Calculate and optimize destination dispatch plan Estimating the timing and duration of the delivery of the inventory
from the source to the destination. Plan the logistic details of all the
distribution routes and activities.
10259 4.1.6.8 Manage dispatch plan attainment Accomplishing the dispatch plan. Strictly follow the schedule, and
adjust for deviations. Coordinate with the concerned authorities at
various destinations.
10260 4.1.6.9 Calculate and optimize destination load plans Evaluating the plans for delivering loads to destinations. Create a
systematic plan that specifies the load plans for every single
destination.
10261 4.1.6.10 Manage partner load plan Administering the load plan for partners. Manage the delivery, and
dispatch from the source to the partners.
10263 4.1.6.12 Manage capacity utilization Determining the capacity utilization of the organization's production
process. Realize the extent to which an enterprise uses its installed
productive capacity (i.e., the relationship between output and the
potential output if capacity was fully used).
10226 4.1.7 Establish distribution planning constraints Instituting the constraints for planning of distribution process.
Create a plan that specifies every element in the distribution process
from the blueprint of the distribution centers to how and when the
inventory would reach the distribution centers.
10267 4.1.7.1 Establish distribution center layout constraints Instituting the constraints for creating a layout for distribution
center. Consider factors such as the number of customers, demand
forecasting, product groups, condition of product conservation,
warehousing, and transportation management.
10268 4.1.7.2 Establish inventory management constraints Determining any problems that might be faced while managing
inventory. Identify problems and possible issues in managing the
warehousing of the raw materials, spares, and other items of
inventory. Take stock of inventory needs, and determine the exact
quantity of the inventory needed in the near future.
10269 4.1.7.3 Establish transportation management constraints Identifying any potential constraints while deciding on the dispatch
and delivery plan from the source to the various distribution centers.
Decide how the inventory will be transported , which and how many
transportation means to use, what route to take, etc.
10227 4.1.8 Review distribution planning policies Revisiting and refurbishing the policies for planning the distribution
process. Asses the distribution strategies, including how the
products are to be made available and sent to different distributors.
Set guidelines regarding relationships between the sources and the
distribution centers.
10277 4.2.1 Provide sourcing governance and perform category Creating strategies for procuring materials and services from
management various sources, and for managing and evaluating categories.
Establish a procurement process that describes the approach for
obtaining products and purchasing activities. Evaluate the sources.
Create sourcing relationships in order to continuously improve. Re-
evaluate purchasing activities.
10282 4.2.1.2 Clarify purchasing requirements Defining the purchasing requirements for materials and services.
Specify the exact inventory required for the production process.
Create a specific quotation for all the sources in order to avoid any
duplication or overlap.
10283 4.2.1.3 Establish materials management contingency plans Developing a strategy to deal with issues projected to arise during
implementation of the inventory plan. Identify how to react to issues
that arise and require changes to the inventory plan, such as a
vendor failing to deliver materials on time. Collaborate with
production and suppliers to prepare solutions to projected problems.
10284 4.2.1.4 Match needs to supply capabilities Synchronizing the requirements of materials and services and the
capacity of suppliers for providing these materials and services.
Revamp the procurement needs of the company in consideration of
the capabilities of the suppliers.
10285 4.2.1.5 Analyze organization’s spend profile Evaluating the spend profile of the organization. Collect, cleanse,
classify, and analyze the procurement data with the purpose of
reducing procurement costs, improving efficiency, and monitoring
compliance.
10286 4.2.1.6 Seek opportunities to improve efficiency and value Seeking the most efficient sourcing and procurement opportunities.
10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities Collaborating with the suppliers of materials and services in order to
determine new opportunities for sourcing.
10278 4.2.3 Select suppliers and develop/maintain contracts Evaluating supplier options to select the most effective and efficient
suppliers. Validate selected suppliers. Establish and manage
supplier contracts.
10302 4.2.5.4 Monitor quality of product delivered Track the performance of the suppliers on product quality. Use this
information to further improve sourcing and supplier performance.
10217 4.3 Produce/Assemble/Test product Processing and delivering the finished goods manufactured by the
organization. Schedule the production of products. Execute the
product production activities. Perform tests to oversee and ensure
quality of production. Maintain records of the production process.
Track lots.
10303 4.3.1 Schedule production Scheduling the production of final products. Generate a detailed
schedule plan. Create and release production orders and lots.
Schedule the planned and unplanned maintenance orders.
10306 4.3.1.2 Generate line level plan Initiating the line-level plan for production. Break down the
production schedule into specific lines, specifying the various
objectives the production schedule.
10315 4.3.1.5 Schedule preventive (planned) maintenance (preventive Scheduling planned maintenance of the production equipment.
maintenance orders)
10316 4.3.1.6 Schedule requested (unplanned) maintenance (work order cycle) Scheduling requested maintenance in order to address breakdowns
where repairs or corrective remedies are needed immediately.
Create a scheme for undertaking unplanned maintenance work on
equipment/machinery that has come to be in urgent need for it.
Express turnaround to redress using specialized personnel.
10309 4.3.1.7 Release production orders and create lots Initiating the delivery of production orders, and creating lots.
Communicate the order that specifies which material to produce,
where to produce it, which operations to require, and on which date
production takes place. Define how to settle the order costs. Create
production lots, which is a particular production unit of an assembly
that is planned and manufactured.
10304 4.3.2 Produce/Assemble product Manufacturing the product. Convert the raw materials to develop
consumer-ready products. Manage the raw materials to implement
the detailed production schedule. Reproduce the defective items to
ensure efficiency. Benchmark performance.
10311 4.3.2.2 Execute detailed line schedule Creating and implementing the detailed line production schedule on
the ground level.
10319 4.3.2.3 Report maintenance issues Recording and reporting any deviations or issues in the maintenance
schedule, in the performance to the production management team,
and for unplanned maintenance.
10313 4.3.2.5 Rerun defective items Reproducing the items produced defectively. Assess the produced
items by conducting quality and standardization tests in order to
diagnose any discrepancies. Reproduce defective items.
10314 4.3.2.7 Assess production performance Analyzing and benchmarking the production process to judge its
effectiveness and efficiency. Create production metrics to
numerically calculate the performance of the production process.
10369 4.3.3 Perform quality testing Executing tests to evaluate the quality of the products manufactured.
Calibrate the test equipment. Conduct the actual tests. Record the
results and outcomes of the quality test conducted.
10318 4.3.3.1 Calibrate test equipment Regulating the equipment used for performing quality tests. Assess
correspondence between the quality testing equipment and the
desired quality standards. Ensure the calibration standard is more
accurate than the instrument being tested.
10374 4.3.3.2 Perform testing using the standard testing procedure Performing testing using calibrated equipment and in consent with
the standard testing procedure, including testing time.
10375 4.3.3.4 Record test results Documenting the results and outcomes of the quality tests. Track the
performance of the production process. Record/Document it to
evaluate the qualitative efficiency of the production process. Use
electronic devices and software in order to ensure effectiveness in
recording the results and outcomes of the test.
10338 4.4.1 Provide logistics governance Defining logistics strategy refers to the process of translating
customer service requirements into capacity requirements and lead
time requirements; designing the logistics network required to meet
these requirements, including network components such as
warehouse and distribution center (DC) assets, transportation assets,
technology infrastructure, and inventory deployment; working with
procurement to identify, negotiate, and maintain outsourcing
agreements; defining delivery service policy elements such as lead
times, delivery performance levels, and shipping days; and defining
key performance measures such as logistics costs, inbound delivery
performance, space utilization, asset utilization, and outbound
carrier delivery performance. It also includes managing third-party
resources and global/international logistics strategies.
10343 4.4.1.1 Translate customer service requirements into logistics Determining the requirements for managing the flow of things
requirements between the point of origin and the point of consumption by
assessing the service requirements of the customers.
10344 4.4.1.2 Design logistics network Developing a network for logistical activities. Create a network of
entities through which materials and information flow,
encompassing all related activities associated with the flow of
transformation of products.
10346 4.4.1.4 Develop and maintain delivery service policy Establishing rules and regulations, as well as the terms and
conditions regarding the delivery of service by the company.
Develop a delivery plan that specifies what, how, when, and in
which way to deliver services to the customer.
10347 4.4.1.5 Optimize transportation schedules and costs Optimizing the schedule and costs of transportation services. Design
a logistics strategy by strategically creating delivery routes and
systems, which optimizes the overall transportation schedules and
costs. Evaluate different transportation sources in order to select the
most appropriate and cost-effective sources.
10348 4.4.1.6 Define key performance measures Establishing measures for evaluating the performance of the
logistics strategy of the organization. Establish key performance
indicators, including the logistics performance index, delivery in
full, and delivery on time.
10349 4.4.2.1 Plan inbound material receipts Managing the receipts of inbound materials. Create a plan
accounting for the materials procured from the source of supply and
the materials delivered to the distribution center or the warehouse.
10350 4.4.2.2 Manage inbound material flow Managing all the internal activities related to the flow/transfer of
materials. Manage materials being delivered to distribution center or
warehouse. Gauge the time taken for delivery and if the delivery
process is on time.
10351 4.4.2.3 Monitor inbound delivery performance Overseeing the performance of an inbound delivery system. Check
the present delivery system's efficiency, cost effectiveness, and
adherence to a delivery schedule.
10352 4.4.2.4 Manage flow of returned products Tracking and taking care of the products that have been internally
returned either because of their deficiency or in cases of incorrect
delivery.
14195 4.4.2.6.2 Manage repair/refurbishment and return to customer/stock Administering the reinstatement of the returned product in order to
return them back to customers. Repair or remanufacture the
defective or ineffective products returned by the customer. Process
the delivery of the repaired or remanufactured products back to the
customer.
10340 4.4.3 Operate warehousing Tracking the inventory deployment. Accept and store products. Ship
the products. Measure the accuracy of the inventory. Assess the
performance of the outsourced logistics activities.
10353 4.4.3.1 Track inventory deployment Tracking the logistical act of delivering or releasing an inventory
item or entity to targeted end users. Track how much inventory has
been deployed at all the distribution centers, individually.
10354 4.4.3.2 Receive, inspect, and store inbound deliveries Coordinating the incoming inbound materials/products. Accept the
delivery of these materials and the subsequent storage. Track them
at the warehouse/distribution center.
10355 4.4.3.3 Track product availability Keeping track of the availability of different materials/products at
the warehouse and distribution centers.
10356 4.4.3.4 Pick, pack, and ship product for delivery Packing and shipping the product to deliver to the customer. Take
care of the internal and external packaging of the products in order
to ensure safe transportation of the products from the warehouse to
delivery locations. Notify the ERP system and/or Accounts
Receivable Dept.
10358 4.4.3.6 Track third-party logistics storage and shipping performance Keeping a track on the storage and shipping performance of third-
party agencies. Monitor logistics storage and shipping performance
for third-party agencies. Use measures such as a logistics
scoreboard, activity-based costing, economic value analysis, and
balanced scorecards.
10359 4.4.3.7 Manage physical finished goods inventory Administering the movement of the finished products that are
processed by the organization through its warehouses. Track goods
through the use of systems such as barcodes in order to monitor the
volumes available, quantity of out-flowing goods, remaining shelf
life of the product, etc.--ultimately, to best manage the warehouse
capacity.
10341 4.4.4 Operate outbound transportation Creating a plan that specifies the schedule and system for
transportation and delivery of the outbound products, as well as
tracking the performance of the carrier delivery system. Conduct
vehicle management and processing of all carrier-related
documents.
10360 4.4.4.1 Plan, transport, and deliver outbound product Organizing the transportation and delivery of outbound products.
Plan and organize the transportation, shipping, and delivery of the
end products. Create a plan that specifies dispatch and delivery of
the product to its destination, as well the transportation.
10361 4.4.4.2 Track carrier delivery performance Monitoring delivery performance when carrying products from the
warehouse/distribution centers to the retailers or end consumers.
Create a performance metrics based on the key performance
indicators.
10363 4.4.4.4 Process and audit carrier invoices and documents Organizing and inspecting all account statements and any other
documentation for the carriers used in delivery. Create, manage, and
inspect all documents related to the financial, regulatory, and
administrative accounts of all the carriers/freights. Generate receipts
for all freight transactions.
20025 5.0 Deliver Services Offering services to customers. This is the act of providing service
delivery as a core business practice and covers identifying strategies
for performing service delivery, managing resources, and delivering
services to the customer.
20026 5.1 Establish service delivery governance and strategies Creating rules and regulations for service delivery to the customer.
Establish a system to manage performance, delivery, and direction
of service delivery. Engage with the customer for satisfaction
feedback. Define goals, policies, processes, and workplace layout
and infrastructure as a part of the service delivery strategy.
20027 5.1.1 Establish service delivery governance Establishing service delivery governance through a system that
manages performance, development, and direction. Allow for
customer feedback on delivery satisfaction.
20028 5.1.1.1 Set up and maintain service delivery governance and Providing a system for which to manage customer needs and a
management system structure for which to facilitate service delivery to fulfill those
needs.
20029 5.1.1.2 Manage service delivery performance Conducting and implementing performance measures to ensure
successful delivery of service to the customer.
20030 5.1.1.3 Manage service delivery development and direction Providing guidance of resources to ensure that the development and
direction of service delivery is in line with customer needs.
20031 5.1.1.4 Solicit feedback from customer on service delivery satisfaction Engaging the customer post delivery to gauge the effectiveness of
services rendered in order to improve on key delivery functions
going forward.
20033 5.1.2.1 Define service delivery goals Aligning organization practices to meet the needs of the customer
by creating service delivery goals.
20034 5.1.2.2 Define labor policies Outlining labor policies for resources and ensuring that those
policies meet the needs of the organization, the customer, and
government regulations.
20035 5.1.2.3 Evaluate resource availability Understanding the needs of the customer and providing the
necessary resources to meet those requirements.
20036 5.1.2.4 Define service delivery network and supply constraints Identifying and understanding the limitations imposed upon service
delivery network and supply.
20037 5.1.2.5 Define service delivery process Defanging policies and procedures that focus on meeting the needs
and expectations of the customer within the working parameters of
the organization.
20038 5.1.2.6 Review and validate service delivery procedures Revisioning service delivery procedures that fall short of
performance parameters. Realign procedures with specified
expectations in order to provide successful service delivery.
20039 5.1.2.7 Define service delivery workplace layout and infrastructure Creating a workplace that best serves the needs of the organization
and customer through strategic layout and infrastructure.
20040 5.2 Manage service delivery resources Understanding the demands on resources and creating a plan to
enable the delivery of services via those resources.
20041 5.2.1 Manage service delivery resource demand Ensuring necessary resources are maintained through monitoring
pipeline, developing forecasts, and collaborating with customers.
Determine skills needed for service deliver and forecast customer
orders. Monitor forecasted orders and modify if where needed.
Measure forecast accuracy.
20042 5.2.1.1 Monitor pipeline Tracking potential opportunities as they move through the various
stages of the pipeline.
20048 5.2.1.7 Evaluate and revise forecasting approach Recognizing potential problems in the current forecast and making
the necessary changes to align the forecast meet demand.
20049 5.2.1.8 Measure forecast accuracy Analyzing forecasting against actuals to determine accuracy.
Modify forecasting to align with actual need.
20050 5.2.2 Create and manage resource plan Identifying the need for and creating a resource plan. Understand
resource demand and align with capacity, skills, and capabilities.
Enlist suppliers and partners to supplement needed skills and
capabilities. Monitor and manage capabilities and skills with an eye
on critical resources and supplier capacity.
20051 5.2.2.1 Define and manage skills taxonomy Analyzing the skills needed to perform services to be delivered.
Classify and organize these skills requirements.
20052 5.2.2.2 Create resource plan Creating a plan to ensure that all resources are available to carry out
services required for the customer. This can include physical
resources and personnel.
20053 5.2.2.3 Match resource demand with capacity, skills, and capabilities Matching demand with skills and capability. Enlisting suppliers and
partners to help with demand when needed.
12129 5.2.3.2 Develop training materials Developing materials necessary to provide comprehensive training
for the skills or behavior needed to deliver services. This can be
any number for formats such as classroom or computer based
training.
12131 5.2.3.3 Manage training schedule Providing training to the employee within a manageable timeframe
to meet the needs of both the individual and the organization.
12132 5.2.3.4 Deliver operations training Educating service delivery personnel on all aspects of the operations
process of the organization.
12133 5.2.3.5 Deliver technical training Ensuring that all personnel are trained on all technical aspects of
service delivery.
20057 5.2.3.6 Perform skill and capability testing Verifying that training provided to the person was successful
through the administration testing and the application of skills for
practical use.
20060 5.3.1.1 Review contract and agreed terms Meeting with the customer, partner, and/or supplier to review the
terms of the solutions contract and agree on the terms set forth.
20061 5.3.1.2 Understand customer requirements and define refine approach Taking the customer requirements for a solution and applying those
requirements to a refined approach for service.
20062 5.3.1.3 Modify/revise and approve project plan Updating the project plan to align with the new solution approach
agreed upon with the customer.
20063 5.3.1.4 Review customer business objectives Aligning the customer business objectives with the agreed service
delivery solution.
20064 5.3.1.5 Confirm environmental readiness Confirming that the organization has the recourses necessary to
meet the expectations for the solution for service delivery.
20065 5.3.1.6 Identify, select, and assign resources Identifying, selecting, and assigning resources required to deliver
service to the customer. Ensure that all objectives are established
and met, and the all rules of engagement have been identified and
communicated.
20066 5.3.1.6.1 Establish people objectives Providing the workforce with a plan of action and goals necessary to
provide a service. Make sure that those objectives are met.
20067 5.3.1.6.2 Establish engagement rules Establishing guidelines for how resources engage with the customer.
For example, set rules of accountability, interaction, and
accommodation when engaging the customer. Resources should be
polite, empathetic, and attentive.
20070 5.3.2.1 Analyze environment and customer needs Understanding the needs of the customer and providing the
necessary resources to meet those requirements within the scope of
the organization.
20071 5.3.2.2 Define solution Creating a plan of action to provide service delivery to the customer
through a possible solution. This solution should be in response to a
collaborative effort made by the organization and the customer to
meet service delivery needs.
20072 5.3.2.3 Validate solution Validating that the proposed solution is feasible and provides the
needed services for the customer.
20073 5.3.2.4 Identify changes Realizing issues within the original drafted solution and providing
changes to correct those issues.
20074 5.3.2.5 Obtain approval to proceed Gaining approval from all avenues to proceed with providing
solutions for service delivery.
20075 5.3.2.6 Make build/buy solution Constructing or purchasing solutions necessary to provide service
delivery.
20076 5.3.2.7 Deploy solution Providing the customer with promised services and solutions.
20077 5.3.3 Complete service delivery Implementing final steps to complete service delivery to the
customer. Evaluate success through project review, complete
finance activities, and confirm delivery. Release resources and
manage completion by harvesting knowledge and systems by
archiving records.
20078 5.3.3.1 Conduct service delivery/project review and evaluate success Reviewing the entire service delivery process to evaluate the
success of the project from beginning to end.
20079 5.3.3.2 Complete/finalize financial management activities Insuring all payments are received and all activates therein are
completed.
20086 6.1.1 Define customer service requirements across the enterprise Defining a set of behaviors, skills, and policies needed to provide
customer service effectively across the enterprise.
20087 6.1.2 Define customer service experience Communicating to the customer service resources what is expected
when engaging the customer. Relate service level expectations to
the workforce. Ensure positive customer experience.
10382 6.1.4 Define customer service policies and procedures Outlining the framework of policies and methods for developing
customer service strategy. Establish the rules and regulations that
serve as a guideline for the customer service strategy. Take into
account customer needs and behavior.
10384 6.1.5.1 Analyze existing customers Analyzing existing customers needs and behaviors to enhance the
customer experience as a whole. Use techniques such as behavior
analysis, purchasing analysis, and ceiling price analysis.
10385 6.1.5.2 Analyze feedback of customer's needs Adopting a feedback strategy by designing and implementing
feedback forms--or through direct communication by phone or
online. Comprehend the customer needs and behavior to help
develop customer segmentation.
16890 6.1.6.2 Create and manage warranty rules/claim codes for products Establishing and maintaining claims processing and routing rules.
Establish and maintain claims processing and routing rules for
product warranties, coverage lists, repair, fault, trouble codes, repair
time setup, and warranty policy registration. This also includes
rolling out the codes and rules, and the improvements/ updates to
these rules and codes via systematic updates.
12673 6.1.6.5 Communicate warranty policies and offerings Communicating rules and updates via training manuals for new
products and training resources.
10387 6.2.1 Plan and manage customer service work force Creating and administering the work force deployed for the
customer service process. Forecast the customer work force needs to
correctly schedule the work force. Track the utility of the work
force deployed. Examine the interactions between the customer and
customer service representatives to achieve high quality.
10391 6.2.1.2 Schedule customer service work force Deploying the work force to manage customer service contracts.
Create a systematic summary of the operations and service required,
as well as the specific amount of work force that is to be deployed
to the customer service operations. Ensure work force is directly
proportional to the estimated forecast of customer service contracts.
10392 6.2.1.3 Track work force utilization Tracking the utilization of work force deployed for managing
customer service operations. Monitor the utility of the work force
deployed for managing customer service operations in order to
evaluate its efficiency and cost effectiveness. Calculate the overall
labor effectiveness, which measures the utility, performance, and
quality of the work force.
10393 6.2.1.4 Monitor and evaluate quality of customer interactions with Tracking and determining the quality of interactions between the
customer service representatives customer and customer representatives. Use electronic devices to
record and effectively assess customer representatives' interactions.
10388 6.2.2 Manage customer service problems, requests, and inquiries The Manage customer service requests/inquiries process deals with
the actual receipt, routing, and response to customer
requests/inquiries. This process depends on the planning that
occurred in process group 5.1 and process 5.2.1. The customer
service representatives themselves accomplish these activities, and
their performance is measured in process group 5.3 Measure and
evaluate customer service operations.
13482 6.2.2.2 Analyze problems, requests, and inquiries Analyzing various requests and inquiries from customers regarding
products/services. Provide answers and offerings to satisfy the
customer's needs.
10395 6.2.2.3 Resolve customer problems, requests, and inquiries Routing customer inquiries in order to service them with the most
apposite response. Direct customer inquires to the best suited
personnel or system. Have a system or procedure capable of
efficiently channeling these requests.
10396 6.2.2.4 Respond to customer problems, requests, and inquiries Responding to customer requests by email, conversation, interactive
voice response, mail, etc. with the most appropriate reply. Instill a
robust process to locate the right information for a solution to a
customer's problem.
16928 6.2.2.5 Identify and capture upsell/cross-sell opportunities Utilizing customer inquiries as opportunities to either provide a
comparable service to the one in question, offer additional
complimentary service, or suggest a service that is better than what
was initially offered.
16937 6.2.2.6 Deliver opportunity to sales team Providing possible sales leads to the sales team in an effort to garner
more business opportunities.
10389 6.2.3 Manage customer complaints Obtaining customer complaints online or by phone. Direct these
complaints to higher-level representatives as appropriate. Resolve
them. Respond to customers.
10397 6.2.3.1 Receive customer complaints Receiving any complaints or grievances from customers for the
organization's products/services. Receive objections, complaints,
and criticism from customers regarding products/services through
email, telephone, online forms, text messages, social media, in
person, etc. Dedicate equipment, systems, and personnel.
10399 6.2.3.3 Resolve customer complaints Resolving any customer complaints that are deemed to be sound and
reasonable. Redress any objections, grievances, and complaints
received from customers regarding the offerings provided by the
organization. Identify the legitimate complaints, where the situation
needs to be appropriately corrected. Deploy personnel who can
rectify the issue within a stipulated time frame.
10400 6.2.3.4 Respond to customer complaints Responding to customer complaints including all activities
necessitated to service any objections, complaints, or grievances
with the most appropriate reply. Source the right information to
formulate a response that eases the discomfort being experienced by
the customer. (Closely coordinate with Resolve customer
complaints [10399].)
19072 6.2.3.5 Analyze customer complaints and response/redressal Analysis of log provides input for continuous service improvement
and customer profiling e.g. claims for lost baggage or refunds on
cancelled tickets
20094 6.2.4 Process returns Acquiring returns and identify if the returns are scraped or salvaged.
10364 6.2.4.1 Authorize return Approving and carrying forward the requests by the customers to
return the product. This is part of the process of returning a product
in order to receive a refund, replacement, or repair during the
product's warranty period.
20095 6.2.4.2 Process return and record reason Notating the reason for the return of the product.
12840 6.2.5 Report Incidents, Adverse Events and Corrective Action Notifying all stakeholders, legal, and industry regulatory bodies of
Preventive Action (CAPA) the incidents and risks related to a return or recall, if needed.
12669 6.3.2 Process warranty claims Identifying, investigating, and processes warranty claims. This
process includes: receipt and validation of a warranty claim;
definition and diagnosis / root cause analysis of an issue and
recommendation for corrective action; the determination of
responsibility for settlement of the claim; the transaction being
approved or denied; and the originator being notified and payment
authorized. In the case of a recurring event, further investigation
(definition and diagnosis or root cause analysis) is performed, and a
recommendation for corrective action is made and implemented in
production/design. It ends when the claim is closed.
12671 6.3.2.2 Validate warranty claim Ensuring that the claim falls within the parameters of the warranty
in question. After validation is made, the claim must be
investigated.
12677 6.3.2.3.2 Schedule field service Scheduling additional investigative field service. This is performed
for high priority claims or claims that require additional
investigation. Field service engineers will gather additional
information, perform further investigation, and qualify the
definition of the issue.
12678 6.3.2.3.3 Request and receive defective part Requesting receipt of a defective part for further investigation.
12668 6.3.2.6 Approve or reject warranty claim Following Defining issue [20098], an approval or rejection with be
made against the warranty claim. If it is deemed that the claim falls
within the warranty parameters, the claim will be approved. If the
claim is deemed to fall outside warranty parameters, the claim with
be rejected.
12667 6.3.2.10 Reconcile warranty transaction disposition Assuring that the warranty transaction has been completed.
10320 6.3.5.1 Confirm specific service requirements for individual customer Acquiring or soliciting information about specific service
requirements for individual customers through the customer service
function. Obtain information about customer specific requests,
process these requests, and create customer profiles to generate a
service order.
10324 6.3.5.1.1 Process customer request Soliciting or acquiring information using various sources such as
databases, customer interactions, and customer request forms. Hand
them further up the hierarchy to deal with them. Categorize the
user's request, determining if the request is supportable and
prioritizing the request.
10325 6.3.5.1.2 Create customer profile Documenting the individual customer service requirements
solicited, along with personal information of the customers, in order
to generate customized profiles that hasten the delivery process.
10326 6.3.5.1.3 Generate service order Designing a short-term agreement between the service provider and
customer. One-time services are ordered by the service recipient and
resource-related billing is performed upon completion. Use the
service order to document service and customer service work.
10321 6.3.5.2 Identify and schedule resources to meet service requirements Determining and scheduling the resources required to fulfill
customer service requirements. Create a detailed schedule about the
service orders and development of these service orders.
10328 6.3.5.2.2 Create service order fulfillment schedule Designing a detailed summary of customer service order
requirements, along with information concerning the timing and
duration for these services. Categorize the customer needs. Monitor
the services delivered.
10322 6.3.5.3 Provide service to specific customers This process involves organizing the daily product service order
fulfillment schedule, dispatching resources, managing the order
fulfillment request, and validating the order fulfillment block
completion. This process does not address planning and
management of ongoing service and service agreements; it only
addresses the specific onetime product fix or replacement activities.
10330 6.3.5.3.1 Organize daily service order fulfillment schedule Laying out a daily plan of specific service orders that need to be
fulfilled. Document and systematically order these activities to
ensure high effectiveness and efficiency.
10331 6.3.5.3.2 Execute product repair Dispatching and delivering the resources needed for the specific
service requirements from the source/warehouse. Manage the
dispatch, transportation, and delivery of the services.
10332 6.3.5.3.3 Manage service order fulfillment Handling and managing orders fulfilled, along with the orders are
not or partially fulfilled to track the order fulfillment progress. Use
electronic devices such as trackers and GPS in order track and
ensure delivery of the orders.
10323 6.3.5.4 Ensure quality of service Guaranteeing the quality of service provided to customers. Identify
the successful and unsuccessful orders along with the service
failures. Collect customer feedback. Process the feedback to ensure
the quality of service in the future.
10336 6.3.5.4.3 Solicit customer feedback on services delivered Obtaining and procuring customer reviews or feedback on the
services delivered. Design a customer feedback form, or
communicate with the customer through the phone or online.
10337 6.3.5.4.4 Process customer feedback on services delivered Assessing and incorporating customer reviews/feedback into the
service plan to ensure high quality of service.
19671 6.4 Manage product recalls and regulatory audits Managing effective product recalls. To effectively manage product
recalls, develop and initiate a clearly defined recall strategy while
assessing the likelihood and consequences of occurrence of any
hazards. As part of the process, develop and manage recall related
communications and submit the required regulatory reporting.
Monitoring effectiveness and reviewing and terminating the strategy
are necessary components as well. In order to define a cross
functional/end-to-end manage recalls process, the following
processes would be used in conjunction with Manage product
recalls and regulatory audits: Manage customer complaints [10389];
Manage returns and reverse logistics [10342]; Report incidents,
adverse events, and corrective action/preventive action [12840];
Manage public relations program [11014], Manage legal and ethical
issues [11013], and Maintain production records and manage lot
traceability [10370].)
10401 6.5.3 Measure customer satisfaction with customer problems, In the Measure customer satisfaction with customer
requests, and inquiries handling requests/inquiries handling process, the organization gathers
information from customers about their experience dealing with
customer service, whether through an inquiry, a sales transaction, or
other interaction with customer service representatives. (Note that
the measurement of complaint handling occurs in process 5.3.2, and
customer satisfaction with the products and services themselves is
measured in process 5.3.3.) This information may be collected in
person, through surveys, by interviewing customers, in online
forms, by retrieving it from other areas of the business, or through
other methods. This process includes both the solicitation and
analysis of feedback along with reporting any feedback and
conclusions to management. Feedback may be analyzed
quantitatively or qualitatively, depending on the nature of the
customer responses and the needs of the organization. Likewise, the
reporting methods should match the standards of the organization,
whether through spreadsheets, meetings, or online tools. The extent,
duration, and frequency of the evaluation will also depend on the
organization and its business.
11236 6.5.4.1 Solicit customer feedback on complaint handling and resolution Requesting customer feedback on the process of handling and
resolving customer complaints. Obtain information about the
effectiveness and performance of the customer complaint handling
process from the customers through various means (e.g., online and
by phone).
11689 6.5.4.3 Identify common customer complaints Determining complaint patterns in order to identify common issues.
Document common problems for correction.
10403 6.5.5 Measure customer satisfaction with products and services Calculating satisfaction levels of customers with products/services.
Obtain customer feedback on products/services, as well as the
effectiveness of the advertising campaigns. Examine this
information to reach meaningful conclusions, which could then be
used to enhance the customer service operations.
11238 6.5.5.1 Gather and solicit post-sale customer feedback on products and Obtaining customer feedback/review on the quality and utility
services derived from the products/services after the sale is complete. Use
techniques such as surveys, feedback boxes, and user activity and
usability tests.
11239 6.5.5.2 Solicit post-sale customer feedback on ad effectiveness Assessing the influence of advertisements on purchasing behavior.
Use techniques such as surveys and product recognition tests,
questionnaires or feedback flyers, and toll-free numbers in order to
encourage customer interaction after the sale.
20117 6.5.5.3 Solicit customer feedback on cross-channel experience Engaging with the customer to understand their cross-channel
experience. Find out what channels were effective and what areas
need improvement.
11240 6.5.5.4 Analyze product and service satisfaction data and identify Assessing the information collected on customer satisfaction levels
improvement opportunities with products/services in order to determine areas for improvement.
Examine the data and information extracted from the customer
feedback and reviews to measure the satisfaction levels of the
customers. Identify opportunities that could enhance the customer
satisfaction levels and the overall customer service strategy.
10007 7.0 Develop and Manage Human Capital Delivering processes traditionally defined as "human resources."
Process groups include those related to developing and maintaining
workforce strategy, recruiting employees, developing and
counseling employees, managing employee relations, rewarding and
retaining employees, redeploying and retiring employees, managing
employee information, and managing employee communications.
17043 7.1 Develop and manage human resources planning, policies, and Creating strategies for the HR function. Create and implement
strategies strategies for managing the work force. Supervise and enhance the
strategies, plans, and policies supporting the HR function.
Developing models for managing competency levels of the HR of
the organization.
10418 7.1.1.1 Identify strategic HR needs Strategically defining the current and future needs for developing an
efficient HR strategy.
10419 7.1.1.2 Define HR and business function roles and accountability Outlining the charge and duty of the HR function by defining its
responsibility areas, as well as ensuring its accountability. Establish
the HR function by laying out the roles and responsibilities for this
function and the rules and regulations guiding HR. Define the goals
and objectives of the HR, as well as a mission and vision for this
function. Create a mechanism involving a set of policies, code of
conduct, and institutional procedure to ensure HR accountability.
10420 7.1.1.3 Determine HR costs Ascertaining the costs and expenses of the HR function. Identify
and report HR investments using, for example, a cost approach or a
present value of future earnings approach.
10422 7.1.1.5 Communicate HR strategies Conveying the strategies of HR function to employees and
management. Effectively explain the vision, plans, and anticipated
benefits of the HR strategy employees, as well as the public.
Develop statements and messages that are easy to read, informative,
and relevant to the audience.
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools Creating a strategy for the use of systems/technologies/tools in
operating the HR function. Create a strategy concerning the use and
utility of HR support tools and technologies. Decide what specific
tools to use and in what quantity. Determine the levels of
technology required for the HR management.
17045 7.1.2 Develop and implement workforce strategy and policies Creating and executing strategies and policies for smooth
administration of work force. Determine and gather skill
requirements. Plan the requirements for employee resourcing per
unit. Create compensation, succession, HR program, and employee
diversity plans. Develop and administer policies for HR. Develop
benefits for employees. Create models for work force strategies.
10423 7.1.2.1 Gather skill requirements according to corporate strategy and Evaluating the current and future skill requirements of the
market environment organization with regard to the overall corporate strategy of the
organization and market conditions. Identify and establish the
minimum skills needed for the requisite HR needs.
10424 7.1.2.2 Plan employee resourcing requirements per business Determining the requirements for employees and the need for
unit/organization employee resourcing for each every unit/function. Lay out a plan
detailing employee resourcing requirements of individual functions
and the organization as a whole.
10210 7.1.2.3.1 Establish incentive plan Creating a scheme of awards and recognition for sales employees to
promote a results-based culture. Create specific incentives to reach
desired outcomes, such as landing key clients, growing the customer
base, providing exceptional servicing, and increasing profit margins.
10426 7.1.2.4 Develop succession plan Creating and implementing the plan for continuation of key
positions within the organization. Identify internal people with the
potential to fill key business leadership positions. Provide critical
development experiences to employees who can move into
important roles. Engage leaders to support the development of high-
potential leaders.
16938 7.1.2.5 Develop high performers/leadership programs Creating a program that incorporates incentives and compensation
put forth by the organization to recognize high performing workers
and excellence in leadership.
10427 7.1.2.6 Develop employee diversity plan Creating and implementing the plan for ensuring a diverse work
force. Develop and hire employees with varying characteristics
including, but not limited to, religious and political beliefs, gender,
ethnicity, education, socioeconomic background, sexual orientation,
and geographic location.
11622 7.1.2.7 Develop training program Identifying skills, knowledge, and attributes that need enhancement
in order to perform a job. Develop the appropriate training
programs. These programs can be computer-based, classroom, or
on-the-job training, etc.
11623 7.1.2.8 Develop recruitment program Developing a program to entice prospective resources to engage
with the organization for a position of employment.
20122 7.1.2.14 Implement workforce strategy models Implementing models for effectively strategizing the work force of
the organization. Carry out all aspects of performance required for
the work force to function, including recruitment, selection,
retention, and professional development.
10417 7.1.3 Monitor and update strategy, plans, and policies Supervising the HR strategy, plans, and policies in order to
refurbish them whenever needed. Determine the performance of HR
plans and policies by measuring the objective achievement rate and
its contribution to the overall business strategy. Ensure that
information about these plans and strategies is effectively
communicated to various stakeholders. Incorporate any suggestions
by these stakeholders when revising HR plans and policies.
10435 7.1.3.2 Measure contribution to business strategy Determining the role of HR function in implementing the
organizational strategy. Measure the correlation between the HR
performance and the overall business strategy. Calculate the amount
of contribution of the HR function to the overall business growth.
10436 7.1.3.3 Communicate plans and provide updates to stakeholders Conveying the plans for HR function to stakeholders. Ensure that
the HR plans and strategy are effectively communicated to the
people who can affect or be affected by the organization's actions,
objectives, and policies such as the creditors, shareholders,
employees, and suppliers. Provide regular updates to these
stakeholders to ensure effective communication.
10438 7.1.3.4 Review and revise HR plans Reassessing the strategies, plans, and policies of the HR function,
with the objective of revising them. Revisit the schematic plans for
the HR function. Taking stock of any suggestions or feedback from
the stakeholders, revamp the blueprint of HR strategies and plans.
17046 7.1.4 Develop competency management models Creating and implementing the tools for managing the competency
levels of HR. Design a model for integrating HR planning with
business planning. Assess current HR capacity based on the
competencies against the capacity needed to achieve the vision,
mission, and business goals of the organization. Consider factors
such as employee development, career path, compensation policies,
and performance management.
10439 7.2.1 Manage employee requisitions Handling the requirements for new employees. Create and open job
requisitions by clearly defining the job descriptions. Post these
requirements internally and externally, and modify them as
appropriate. Manage the dates of the whole requisition process.
10445 7.2.1.1 Align staffing plan to work force plan and business unit Creating a correspondence between the plan for hiring new
strategies/resource needs employees and the desired employee requirements. Staff an
adequate amount of people with the appropriate skills to effectively
accomplish its legislative, regulatory, service, and production
requirements.
10447 7.2.1.2 Develop and maintain job descriptions Creating descriptions for job requisitions. Define the normal
components of a job description, such as the overall position
description with general areas of responsibility listed, essential
functions of the job described with a couple of examples of each,
required knowledge, skills, abilities, required education and
experience, a description of the physical demands, and a description
of the work environment.
10446 7.2.1.3 Open job requisitions Developing specific job requisitions, and ensuring their
accessibility. Create and open a job requisition to fill the vacant
positions within the organization. Clearly describe the job title,
department, fill date, and the requisite skills and qualifications for
the job.
10448 7.2.1.4 Post job requisitions Posting and advertising job descriptions. Display open job
descriptions internally and externally. Use public portals, online
portals, and websites to upload these requisitions in order for
applications to be received.
10451 7.2.1.6 Notify hiring manager Informing and communicating with the hiring manager. Notify the
manager responsible for the hiring process in cases of any new
position openings or changes.
10452 7.2.1.7 Manage requisition dates Determining and managing the dates for the employee requisition
process.
10440 7.2.2 Recruit/Source candidates Recruiting new candidates for deployment across various functional
areas inside the organization. Select methods for sourcing new
employees. Manage relationships with third-party agencies. Stage
recruitment fairs and drives. Manage employee referral programs.
10453 7.2.2.1 Determine recruitment methods and channels Defining the methods and channels for recruitments in order to
maximize the amount of candidate availability. Use channels such
as headhunting, job postings, job portals, networking websites, and
media advertising. Choose from the various methods of recruitment
such as internal/external third-party sourcing.
10454 7.2.2.2 Perform recruiting activities/events Organizing and executing recruiting activities and events. Activities
and events include on-campus hiring, refresher courses, information
sessions, career fairs, etc. to increase the coverage of the sourcing in
order to ensure that the most deserving and appropriate candidates
are hired.
10455 7.2.2.3 Manage recruitment vendors Establishing and maintaining relationships with recruitment vendors
(suppliers). Create and maintain relationships with third-party
agencies such as staffing and firms to expand. Use these
relationships to implement the sourcing process effectively.
17047 7.2.2.4 Manage employee referral programs Creating and managing a recruiting strategy where current
employees are rewarded for referring qualified candidates for
employment.
10457 7.2.3.2 Interview candidates Assessing the candidates by their performance in the interviews.
Conduct HR interview, technical interview, hiring manager
interview, etc. Understand the mindset of the candidate, and
comprehend his/her personal and professional lives.
10458 7.2.3.3 Test candidates Examining the candidates through tests. Prepare tools such as
aptitude, technical, and grammar tests. Test the skills of the
candidate through a written, oral, or computerized test.
10459 7.2.3.4 Select and reject candidates Approving the deserving candidates, and rejecting the others.
Examining the performance of candidates. Ensure candidates would
fit well with the organization. (Assess performance from Interview
candidates [10457] and Test candidates [10458].)
10443 7.2.4 Manage new hire/re-hire Creating and making job offers to the selected candidates. Fairly
negotiate the job offers. Agree on terms with the candidate to
complete the hiring process.
10463 7.2.4.1 Draw up and make offer Compiling job-related information for the selected candidates in
order to make up a job. Include information about the job
description, reporting relationship, salary, bonus potential, benefits,
and vacation allotment.
10464 7.2.4.2 Negotiate offer Negotiating an offer with selected candidates. Discuss the job offer
with the candidate to ensure a mutual understanding.
10460 7.2.5.1 Obtain candidate background information Conducting a background investigation on the candidates with the
objective of looking up and compiling criminal, commercial, and
financial records.
10466 7.2.5.2 Create applicant record Creating and documenting the records of all applicants. Manage all
individual applicants, including hires and non-hires. Maintain
records to avoid any duplication and promote efficiency.
10467 7.2.5.3 Manage/track applicant data Keeping track of all the information about the candidates who apply
for jobs. Use applicant-tracking systems that can be accessed online
as a central location and database for recruitment efforts.
20124 7.2.5.3.1 Complete position classification and level of experience Identifying the requirements for the position to be filled. Determine
the experience and skills necessary to perform the tasks outlined.
10468 7.2.5.4 Archive and retain records of non-hires Retaining and storing the records of the candidates who were
rejected and not hired to ensure future availability in case the need
arises. Create a centralized repository of profiles. Label these
records in order to readily identify them. Add remarks for any future
consideration.
20599 7.3 Manage employee on-boarding, development, and training Assisting employees in developing their capabilities, and providing
them counseling services. Handle the orientation and deployment of
the employees. Administer the performance of employees.
Administer the development and enhancement of the employees.
Provide training and development programs for employees.
10474 7.3.1.1 Create/maintain employee on-boarding program Creating and maintaining a mechanism through which new
employees acquire the necessary knowledge, skills, and behaviors to
become effective organizational members and insiders. Conduct
formal meetings, lectures, videos, printed materials, and/or
computer-based orientations to introduce newcomers to their new
jobs and the organization.
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding program Assessing the performance and effectiveness of employee on-
boarding program. Examine the performance of on-boarding
program through feedback and reviews from the new employees.
Create web and written forms. Obtain information through face-to-
face discussions.
17050 7.3.1.3 Execute on-boarding program Bringing the employee on-boarding program into effect. Implement
Create/Maintain employee on-boarding program [10474]. Conduct
training sessions and employee engagement programs.
10470 7.3.2 Manage employee performance Defining individual performance objectives. Review performance in
order to provide appraisals. Evaluate the efficiency and
effectiveness of the current performance program. Update it
regularly.
10479 7.3.2.1 Define employee performance objectives Outlining the objectives for employee performance. Establish key
performance objectives and measures such as customer-focus
objectives, financially focused objectives, and employee growth
objectives.
10480 7.3.2.2 Review, appraise, and manage employee performance Refurbishing, appraising, and managing the performance of
employees. Create performance reviews for all the employees by
qualitatively and quantitatively measuring them. Use the reviews to
provide performance appraisals. Monitor under-performing
employees.
10488 7.3.3.2 Develop employee career plans and career paths Designing a future career path for the employees that encourages
them to explore and gather information.
17051 7.3.3.3 Manage employee skill and competency development Administering the development of employee skills. Conduct
training, coaching and mentoring, job-rotation and cross training,
lateral moves, etc.
10473 7.3.4 Develop and train employees Creating a link between employee and organizational development
needs. Conduct and manage employee training programs by
considering the need and availability of these programs.
10490 7.3.4.1 Align employee with organization development needs Aligning the needs of the employees to development needs.
16940 7.3.4.2 Define employee competencies Defining the skills, knowledge, abilities, and attributes needed to
carry out a specific job.
10491 7.3.4.3 Align learning programs with competencies Aligning the learning programs with the core capabilities and
competencies of the organization. Contextualize the training
programs so that employees can expand their knowledge base and
add new skills in line with the core competencies of the
organization.
10493 7.3.4.5 Develop, conduct, and manage employee and/or management Creating, implementing, and managing the programs for training
training programs employees. Create and design sessions on the basis of the needs and
the availability of the skills. Conduct the sessions on the ground.
Manage all aspects related to the training programs. Consider
including literacy training, interpersonal skills training, technical
training, problem-solving training, diversity or sensitivity training,
etc.
20125 7.3.4.6 Manage examinations and certifications Managing identified training programs for employees. Engage with
industries to provide certifications, administer certification test, and
maintain active certification.
20126 7.3.4.6.1 Liaise with external certification authorities Coordinating with third party certification authorities to provide
training and certifications for necessary skills.
20127 7.3.4.6.2 Administer certification tests Providing tests to the workforce that will satisfy completion of
certifications.
20128 7.3.4.6.3 Appraise experience qualifications Ascertaining the experience level needed to qualify for a specific
job or certification within the organization. Some certificates
require practical experience as well as training programs.
20129 7.3.4.6.4 Administer certificate issue and maintenance Administering certificates to all candidates that have successfully
met experience qualifications, and passed all tests necessary to
obtain the certificate.
17052 7.4 Manage employee relations Assisting general management in developing, maintaining, and
improving employee relationships. This is accomplished through
communication, performance management, processing grievances,
and/or dispute. Interpret and convey organizational policies.
10494 7.5.1 Develop and manage reward, recognition, and motivation Developing a salary/ compensation structure and plan; developing a
programs benefits and reward plan; develop commission plan; performing
competitive analyses of benefits and rewards; identifying
compensation requirements based on compensation, benefits, and
HR policies; administering compensation, commission, and rewards
to employees; and rewarding and motivating employees.
10498 7.5.1.1 Develop salary/compensation structure and plan Creating the framework for the provision of salary/compensation to
employees. Break down the salary structure into different
components such as fixed pay, variable pay, bonus, and allowances
such medical allowance, and rent allowance, etc. Develop, adjust,
and maintain a pay structure.
10499 7.5.1.2 Develop benefits and rewards plan Developing a plan for provision of rewards, commission, and
benefits to employees. Plan health benefits, retirement benefits,
non-monetary benefits, etc.
10502 7.5.1.5 Administer compensation and rewards to employees Managing the provision of compensations and rewards to the
employees while maintaining consistency with the compensation
and benefits plan. Follow the compensation and benefits plan
rigorously in order to avoid any discrepancies.
10503 7.5.1.6 Reward and motivate employees Rewarding and stimulating the performance efforts of employees.
Create methods for motivating employees. Spur extrinsic and
intrinsic motivation.
10495 7.5.2 Manage and administer benefits Managing and ensuring benefits enrollment by the employees.
Process any benefit claims made by the employees. Balance the
estimated amount and entitled amount of benefits.
10504 7.5.2.1 Deliver employee benefits program Implementing the programs that specify employee benefits, other
than salary provided, such as those concerning medical care, death,
and disability.
10505 7.5.2.2 Administer benefit enrollment Handling the employee enrollment for obtaining benefits. Manage
employee enrollment and eligibility. Encourage employees to enroll
for benefits.
10506 7.5.2.3 Process claims Processing any formal requests or demands made by the employees
claiming that they have earned some benefits. Send the request
further up the managerial hierarchy to ensure approval.
10507 7.5.2.4 Perform benefit reconciliation Carrying out reconciliation of benefits delivered to employees.
Compare the estimated benefit requirement made by the employee
and the actual amount of benefits the employee is entitled to
receive.
10508 7.5.3.1 Deliver programs to support work/life balance for employees Designing programs that prompt proper balance between work (i.e.,
career and ambition) and lifestyle (i.e., health, pleasure, leisure,
family, and spiritual development/meditation). Account for
dependent care, flexible working arrangements, leaves of absence,
on-the-job training, etc.
10509 7.5.3.2 Develop family support systems Creating a support structure that aligns with local and federal laws
that allow for support for families. This could include things like
maternity leave, care for a family member, or in some cases,
extended sick leave.
10510 7.5.3.3 Review retention and motivation indicators Reassessing the indicators for retention and motivation of
employees. Monitor the indicators that signal the levels of
motivation and retention. Regularly update and upgrade indicators
to avoid depreciation and ensure high efficiency.
10511 7.5.3.4 Review compensation plan Analyzing existing compensation plans and making changes
necessary to continue to retain employees.
10497 7.5.4 Administer payroll Managing the sum of all financial records of salaries for an
employee, including wages, bonuses, and deductions. Use a payroll
management system to deal with the financial aspects of employees'
salaries, allowances, deductions, gross pay, net pay, etc. Generate
pay slips for a specific period.
10413 7.6 Redeploy and retire employees Managing the reassignment and retirement of employees. Manage
the process of employee promotion and demotion. Administer
separation, retirement, and leaves of absence. Outplace employees.
Deploy personnel. Relocate employees in order to manage
assignments.
10513 7.6.2 Manage separation Managing the process of employee separation, including
resignations, discharges, and layoffs. Inform the employee of the
termination. Complete paperwork for continuation of benefits.
10514 7.6.3 Manage retirement Managing and administering instances where a person stops
employment completely.
10515 7.6.4 Manage leave of absence Managing the period of time that an employee must be away from
their primary job, while maintaining the status of employee (i.e.,
paid and unpaid leave of absence but not vacations, holidays,
hiatuses, sabbaticals, and work-from-home programs).
10516 7.6.5 Develop and implement employee outplacement Helping former employees transition to new jobs or to re-orient
themselves in the job market. Deliver help through one-on-one
sessions or in a group format. Provide guidance in career evaluation,
resume writing, interview preparation, developing networks, and job
searching.
20132 7.6.6 Manage workforce scheduling Organizing the workforce so that all positions are covered for all
shifts with the necessary skilled resources in place. Have a system
in place to backfill positions while an employee is on leave.
20133 7.6.6.1 Receive required resources/skills and capabilities Obtaining resources necessary to fill a position utilizing specific
skills and capabilities.
10517 7.6.6.2 Manage resource deployment Allocating employees. Deploy personnel to ensure that the labor of
the organization is continuously in an optimal relation to the jobs
and organizational structure.
17055 7.6.7 Relocate employees and manage assignments Managing the relocation of employees in order to carry out
assignments. Manage internal business processes to transfer
employees, their families, and/or entire departments of a business to
a new location.
10522 7.7.1 Manage reporting processes Providing information and reports regarding employees to
management.
10523 7.7.2 Manage employee inquiry process Handling instances where an employee believes that he/she has been
inappropriately treated or he/she desires clarification. Encourage
employees to inquire when needed. Record and clarify the issues for
which the enquiry has been made.
10524 7.7.3 Manage and maintain employee data Capturing and updating employee information and data and
information on the employees.
10525 7.7.4 Manage human resource information systems HRIS Administering and maintaining HR information systems that take
care of activities related to HR, accounting, management, and
payroll.
10526 7.7.5 Develop and manage employee metrics Creating and maintaining performance metrics for employees.
Create and manage a strategic system of data and statistics to
accurately gauge each employee's information. Consider
productivity metrics, efficiency metrics, training metrics, etc.
10527 7.7.6 Develop and manage time and attendance systems Developing and maintaining systems for managing the time and
attendance of employees. Routinely upgrade the process and
systems that track when employees start and stop work, the
department where the work is performed, attendance in addition to
tracking meals and breaks, the type of work performed, and the
number of items produced.
17057 7.8 Manage employee communication Creating an effective plan that initiates and promotes
communication and engagement among the employees and between
employees and management.
10529 7.8.1 Develop employee communication plan Creating a plan for managing communication among employees.
Inform employees of direction. Counter resistance with change
management approaches. Seek specific areas of input to the
decision-making process. Seek varying degrees of involvement and
co-creation.
16944 7.8.2 Conduct employee engagement surveys Questioning employees to ascertain overall workplace satisfaction.
10532 7.9 Deliver employee communications Implementing the communication plan for employees. Initiate
dialogues and engagement by monitoring the exchange of ideas and
opinions, the development of personal relationships, etc.
20607 8.0 Manage Information Technology (IT) Managing process groups relevant to the business of information
technology within an organization. The process groups include
"Develop and manage IT customer relationships," �Develop and
manage IT business strategy," " Develop and manage IT resilience
and risk," " Manage information, � " Develop and manage
services/solutions," �Deploy services/solutions, � and " Create
and manage support services/solutions."
20608 8.1 Develop and manage IT customer relationships Creating and administering relationships with IT customers.
Understanding customer needs including high-level business
requirements for IT transformation. Plan for and communicate IT
services along with establishing IT service levels, providing
transformation guidance, and performance analysis that foster IT
customer relationships.
20618 8.1.3.1 Manage IT customer expectations Managing customer expectations of the existing IT environment
while considering how it will affect the business.
20620 8.1.3.3 Determine IT performance indicators Determining IT KPIs crucial to the organization's success. Measure
indicators such as IT costs as percentage of revenue, IT maintenance
ratio, and system downtime in an effort to evaluate the performance
of IT across the organization.
20621 8.1.3.4 Create IT marketing messages Developing concise statements that position the value proposition
around the pressing concerns of the internal IT user base, thereby
showing how the IT offerings are the right fit for a segment of IT
customers.
20622 8.1.3.5 Create IT service marketing plan Creating a marketing strategy for IT offerings to customers. Plan
processes for making budgets; identifying and developing media;
and managing marketing content and promotional activities.
20623 8.1.4 Provide IT transformation guidance Understanding the necessity of IT transformation for the business.
Collect and analyze customer requirements. Identify opportunities
and prioritize outcomes. Develop and support business case for
transformation. Develop transformation plan and roadmap.
20624 8.1.4.1 Develop IT transformation plans Developing a robust plan to replace or upgrade an organization's
information technology systems. Understanding the business need
of IT transformation from current to an expected state for the
business. Developing a strategic plan for IT operating model,
governance, service delivery, and workforce transformation.
20625 8.1.4.2 Collect IT customer requirements Identifying existing or potential IT gaps between the expected
business performance levels and current business outcomes.
20937 8.1.4.3 Analyze IT customer requirements Assessing identified IT gaps to plan for remediation efforts to allow
outcomes to meet established performance levels.
20626 8.1.4.4 Identify and prioritize IT opportunities Identifying IT opportunities on the basis of collection and analysis
of IT customer requirements, then prioritize the identified IT
opportunities on the basis of their importance.
20633 8.1.5.1 Understand IT service requirements Understand requirements related to information technology (IT)
services considering enterprise-level effects and understand
potential achievements in the business environment.
20634 8.1.5.2 Forecast IT service demand Forecasting demand for IT services using current business growth,
research, and customer feedback. Refine these forecasts, inspect the
approach used in creating forecasts, and determine its accuracy.
20635 8.1.5.3 Maintain IT services catalog Maintain information about IT deliverables, prices, contact points,
and processes for requesting a service.
20636 8.1.5.4 Define service level agreement Designing and maintaining commitment of service by performance
evaluation of IT services and communicate the results to the
management.
20641 8.1.6 Manage IT customer relationships Managing the IT relationship with its customers by systematically
coordinating interactions over multiple touch points on a regular
basis. Coordinate the IT's efforts to reach out to its customers,
which include emails, social-media interactions, newsletters, and
direct conversations.
20642 8.1.6.1 Establish relationship management mechanisms Create mechanisms for effective public relationship in order to
preserve the image and goodwill of the organization through the
process.
20643 8.1.6.2 Understand IT customer strategy Understanding the strategy for staff dependent on information
technology (IT). Create a plan to create services and solutions,
conduct daily operations, and train new employees.
20644 8.1.6.3 Understand IT customer environment Understanding the environment of staff dependent on information
technology (IT). Assess and evaluate services and solutions used by
customers to conduct daily operations, and train new employees.
20645 8.1.6.4 Communicate IT capabilities Conveying the goals and objectives of the IT function and how it
contributes to the overall business objectives to staff and
departments across the organization.
20648 8.1.7 Analyze service performance Proactively manage IT service levels against IT customer
requirements.
20649 8.1.7.1 Assess SLA compliance Gather data from each service target defined in an SLA for a time
segment or review period to evaluate an overall performance
percentage.
20650 8.1.7.2 Triage SLA compliance issues Prioritizing SLA compliance issues and plan for remediation.
20647 8.1.7.3 Collect feedback about IT products and services Collecting customer feedback about IT products and services
effectiveness based on overall satisfaction. The data is collected
through surveys, customer responses, and feedbacks based on the
delivered products/services.
20938 8.1.7.4 Synthesize and distribute IT performance information Providing stakeholders with collected IT performance measures for
further development based on evaluation.
20652 8.2 Develop and manage IT business strategy Handling the business of IT. Create a organization-wide strategy for
the IT function. Define the organization's IT architecture. Manage
the IT portfolio. Research and innovate in the field of IT. Assess
and convey the performance and the value of the IT function.
20653 8.2.1 Define business technology and governance strategy Defining the need of technology in business and systematic
implementation of IT investments. It comprises of assessing
competitive technology components to ensure structural analysis,
development, usage and security of technology for efficient business
operations.
20654 8.2.1.1 Build and maintain IT strategic intelligence Building and maintaining intelligence towards changing
organizational goals, supporting management, and operational or
functional levels of the business. It is the ability to understand
business trends that present threats or opportunities for IT in an
organization.
20657 8.2.1.4 Develop IT strategic alignment Developing the process of aligning the organization's business
divisions and staff members with the organization's planned
objectives for IT.
20658 8.2.1.5 Articulate IT alignment principles Systematic approach to clearly communicate and operate the usage
of information technology as it relates to business objectives.
20659 8.2.1.6 Maintain IT strategic alignment Maintaining alignment of the organization's business divisions and
staff members with the organization's planned objectives for IT.
20660 8.2.2 Manage IT portfolio strategy Strategy for systematic management of IT investments, projects,
and activities. Analyze and examine the value of the IT portfolio
and allocate resources based on business objectives.
20661 8.2.2.1 Establish and validate IT value criteria Create and certify the standards to determine the value of the
investments, projects, and activities of IT function for the overall
business objectives.
20662 8.2.2.2 Determine IT portfolio investment balance Determining the uninvested amount out of the total approved
amount for overall IT management, IT investments, projects, and
activities.
20663 8.2.2.3 Evaluate proposed IT investment projects Evaluating IT investment projects to achieve overall business
objectives in regard to implementation, efficiency, and profitability.
20664 8.2.2.4 Prioritize IT projects Listing the IT projects in the order of most important to the least.
Determining which of many IT projects are most important or
critical to business operations.
20665 8.2.2.5 Align IT resources to strategic priorities Aligning physical IT resources like software, IT infrastructure,
networks, and non-physical resources like technology expertise, to
strategic objectives ranked by their importance in achieving the
strategic goals.
20670 8.2.3.1 Create and publish enterprise architecture principles Creating and publishing high level statements of the fundamental
values (principles) based on the organization's objectives that guide
Information Technology (IT) decision-making and activities, and
are the foundation for enterprise architecture.
20671 8.2.3.2 Establish and operate enterprise architecture governance Establishing and operating a structure by which an enterprise
defines appropriate strategies and ensures development alignment
with those strategies. Create and establish the rules, regulations,
policies, and standards that will govern the individual components
of the IT architecture, as well as the architecture in its entirety.
20672 8.2.3.3 Research technologies to innovate IT services and solutions Systematically investigating and studying materials and sources
relevant to the IT function. Reach meaningful insights and
conclusions in the form of new ideas and innovation for delivering
IT services and solutions.
20673 8.2.3.4 Provide input to definition and prioritization of IT projects Analyze the value driven through IT projects and redefine and/or
reprioritize. Evaluate planning, organizing, and implementation of
IT projects based on research outcomes and business objectives.
20674 8.2.4 Define IT service management strategy Defining perspective, position, plans, and patterns needed to execute
designing, delivering, managing, and improving the way
information technology (IT) is used within an organization.
20675 8.2.4.1 Establish IT service management strategy and goals Implementing strategy for designing, delivering, managing, and
improving the way information technology (IT) be used in the
organization. The goal of IT Service Management is to ensure that
the right processes, people, and technology are in place to meet
business goals.
20940 8.3.1.2 Understand business unit risk tolerance Understand the risk tolerance levels of individual business units,
given risk-return trade-offs for one or more anticipated and
predictable consequences.
20709 8.3.1.3 Establish IT risk tolerance Determine the specific maximum risk to take in quantitative terms
for each relevant risk sub-category, including strategic, operational,
financial, and compliance risks.
20710 8.3.1.4 Establish risk ownership Establish an individual or a group who is ultimately accountable for
ensuring that IT risks are managed appropriately.
20711 8.3.1.5 Establish and maintain risk management roles Determine and maintain roles that are specialized in each risk areas
and coordinating all risk management activities for IT function with
due escalation structure.
20712 8.3.1.6 Establish compliance objectives Establishing compliance objectives which ensures that the
organization has systems of internal controls that adequately
measure and manage IT risk.
20941 8.3.1.7 Identify systems to support compliance Identifying and adopting information technology solutions to
support changing regulatory compliance. Safeguard compliance and
manage risk by outlining the risk policies and procedures.
20713 8.3.1.8 Identify and evaluate IT risk Developing a timely and continuous process to identify and evaluate
activities that might hinder IT operations or an IT project's goals.
20714 8.3.1.9 Evaluate IT-related risks resiliency Assess IT-related risk resilience strategies to ensure that the
organization effectively manages its risk.
20715 8.3.1.10 Create IT risk mitigation strategies and approaches Developing activities to improve performance opportunities and
lessen threats in IT. Evolve strategies and policies to attain
organizational objectives.
20716 8.3.2 Develop IT resilience strategy Developing resilience strategies of IT across the organization so that
prospective risks can be avoided.
20727 8.3.3.7 Establish communication standards Establishing standards for communications within the organization
which creates the road map for successful understanding of strategic
initiatives for both business units and information technology (IT)
services.
20728 8.3.3.8 Conduct IT risk and threat assessments Evaluate IT risk and threat assessments by way of IT assets,
information security, and breach points within the organization.
20738 8.3.5.3 Define IT data security and privacy policies, standards, and Outlining and establishing policies, regulations, standards, and
procedures procedures for IT data security and privacy.
20739 8.3.5.4 Review and monitor physical and logical IT data security Identifying, examining, and reviewing physical and logical IT data
measures security measures such as hardware security (smart cards),
cryptographic protocols, and access control.
20745 8.3.6.2 Conduct IT compliance control auditing of internal and external Examine compliance control systems and tools implemented for
services internal and external IT services.
20746 8.3.6.3 Perform IT compliance reporting Execute IT compliance reporting in order to review processes,
standards, regulations, and laws are followed as laid out by the
regulatory bodies.
20747 8.3.6.4 Identify and escalate IT compliance issues and remediation Identify and escalate issues related to IT compliance to ensure that
requirements corrective measures are taken.
20748 8.3.6.5 Support external audits and reports Supporting audits and reports through external resources. This
process requires the organization to follow all the regulations set
forth by external auditors.
20749 8.3.7 Develop and execute IT resilience and continuity operations Create and execute a process to rapidly adapt and respond to any
internal or external opportunity, demand, disruption, or threat in IT.
Maintain continuous IT operations to protect employees, assets, and
overall brand equity.
20750 8.3.7.1 Conduct IT resilience improvement projects Conducting projects to improve the strategy and process for rapidly
adapting to any threat in IT.
20754 8.3.7.5 Provide IT resilience training Conduct and manage employee training programs on IT resilience
so that prospective risks can be avoided.
20755 8.3.7.6 Execute recurring IT business operations continuity Implement regular resources supporting uninterrupted operations of
critical IT services.
20756 8.3.8 Manage IT user identity and authorization The process of identifying, authenticating, and authorizing IT users
to have access to applications, systems, IT components, or networks
by associating user rights and restrictions with established identities.
20757 8.3.8.1 Support integration of identity and authorization policies Create and implement policies that integrate authorization policies
with authorized profiles of users meant to access network resources.
20758 8.3.8.2 Manage IT user directory Managing directory of user profiles and access requirements across
different levels in the organization's IT network.
20759 8.3.8.3 Manage IT user authorization Managing the process of authorizing IT users to access applications,
systems, IT components, or networks by associating user rights.
20760 8.3.8.4 Manage IT user authentication mechanisms Create and manage the process to authenticate IT users from user
directory based on the internal policies.
20761 8.3.8.5 Audit IT user identity and authorization systems Examine the processes responsible for reviewing IT user identity
and authorization.
20770 8.4.2 Define and maintain business information architecture Creating strategies to manage the organization's information and
content. Outline the architecture for information collection and
communication. Administer information resources, data
management and content.
20789 8.5.1.4 Establish service component criteria Establishing standards for selection of IT service components.
20790 8.5.1.5 Understand and select reusable service components Understanding and selecting reusable service components so that
they can be cost-effective and efficient.
20796 8.5.2.3 Determine IT service/solution approach Determining an approach to create a base for delivering IT
service/solution aligned with overall business needs while
maintaining a tight control on delivery and costs.
20797 8.5.2.4 Define IT solution lifecycle Defining solutions to satisfy business needs. IT solution lifecycle
provides a means to address the full life cycle of an information
technology solution and addresses the current and future state of IT
services and solutions.
20798 8.5.2.5 Develop IT service/solution "sunset" plans Developing plans to retire IT service/solution resources when the
service/solution is no longer feasible.
20799 8.5.3 Develop and manage service/solution architecture Creating the architecture for the IT services and solutions. Assess
architecture and business constraints in order to understand
integration requirements. Promote existing architecture. Manage
exceptions.
20800 8.5.3.1 Assess IT application and infrastructure architecture Assessing limitations in IT application and infrastructure
constraints architecture that may hinder expected performance.
20801 8.5.3.2 Assess business constraints on IT service/solution Evaluate business limitations that may hinder IT service/solution
performance.
20809 8.5.4.1 Execute IT service/solution development lifecycle Executing an information system, aiming to produce a high quality
system that meets or exceeds customer expectations, reaches
completion within time and cost estimates, and is inexpensive to
maintain and cost-effective to enhance.
20810 8.5.4.1.1 Assess and validate IT service/solution requirements Evaluating and validating the requirements and needs of IT
service/solution.
20811 8.5.4.1.2 Create service/solution design Formulating a design for service/solution that helps an organization
to meet its objectives. Develop a new framework for molding the
service/solution processes into a coherent and structured form.
20812 8.5.4.1.3 Build and test IT service/solution components Building and testing new components required for the development
of IT services and solutions.
20816 8.5.4.1.7 Manage service/solution process exceptions Identifying and resolving internal needs/inquiries for
service/solution that cannot be resolved immediately. Research
inquiries that require the need of exceptional solutions.
20817 8.5.5 Perform service/solution maintenance and testing Engaging in all aspects of service/solution maintenance and testing
includes all preventative, routine, and corrective activates. Ensure
that IT service/solution are functioning properly and regulations
where applicable.
20818 8.5.5.1 Execute IT service/solution maintenance lifecycle Executing IT service/solution maintenance lifecycle in order to
reduce maintenance costs and increase reliability of IT
infrastructure concerning service/solution related problems.
20819 8.5.5.1.1 Assess IT remediation Evaluate plans to address information technology (IT)
environmental adulteration for rectification efforts.
20820 8.5.5.1.2 Modify service/solution design Redesign the roadmap to seek solution or service with an overall
process flow and impact timeframe.
20821 8.5.5.1.3 Perform IT service/solution remediation Administering the efforts and activities for IT service/solution
remediation. This process element requires the organization to
create plans for corrective action in collaboration with government
agencies and pertinent professional services agencies which
specialize in remediation efforts relevant to the organization's
service/solution. Additionally, the organization needs to consult
experts to validate the plan, determine resources allocation, resolve
any legal concerns, and formulate a company-wide policy for IT
service/solution remediation.
20823 8.5.5.1.5 Prepare fixed/enhanced service/solution packaging Developing packaging for fixed/enhanced service/solution based on
the standalone or bundled offerings to be used by the organization.
20826 8.6.1.1 Assess IT deployment business impact Evaluate the impact of IT deployment (products/services) on the
business. Compare pre and post development performance,
behavior of resources, and cost to assess organizational benefit.
20827 8.6.1.2 Establish IT deployment policies Defining deployment policies regarding IT services and solutions to
allow employees to plan accordingly. Reduce the negative impact to
the user community.
20828 8.6.1.3 Define and create deployment procedure workflow Outlining processes, methods, and equipment for deployment of IT
solutions. Manage core operations servers like subversion server,
production server, and development server, to make the IT services
and solutions available for internal/client use.
20829 8.6.1.4 Define IT change/release standards Establishing guidelines for the changed/released IT services and
solutions to meet business objectives with optimum utilization.
20830 8.6.1.5 Assign deployment approval responsibilities Coordinating development approval responsibilities based on
defined change standards.
20831 8.6.1.6 Analyze deployments outcomes Evaluating the impact (pros and cons) of IT services deployment.
20833 8.6.2.1 Assess IT deployment risk Accessing threats and potential failures related to the deployment of
IT services/solutions.
20834 8.6.2.2 Define implementation schedule and roll-out sequence Defining the schedule for implementation of change. Plan and carry
out a process or procedure to implement the predefined changes.
20835 8.6.2.3 Determine implementation requirements Determine requirements for implementation of IT deployment.
Carry out a pre-implementation audit to assess the impact and use
case. Gauge the possible vulnerabilities and impact the business
operations during and after the implementation.
20836 8.6.2.4 Plan and align user testing and resources Plan methodologies and align resources for user testing of IT
deployment.
20837 8.6.2.5 Develop IT training Create and manage employee training programs by considering the
need and availability of these programs. Manage all aspects related
to the training programs.
20838 8.6.2.6 Create implementation communications Coordinating change implementation in IT services and solutions
communications with employees and stakeholders.
20839 8.6.2.7 Manage IT roll-back procedures Managing procedures to return to initial pre-deployment stage or
previous state from current environment.
20840 8.6.3 Manage change deployment control Creating and deploying an architecture for securing the changes
deployed in the organization. Create and develop protocols that
ensure proper and efficient use of deployed IT services and
solutions. Test, evaluate, and implement the policies and protocols.
20841 8.6.3.1 Asses IT change/release impact Evaluating the impact of IT change/release on the business.
20842 8.6.3.2 Confirm change/release compliance Ensure that change/release meets change guidelines set by the
organization.
20843 8.6.3.3 Assess IT change/release risk Evaluating for any kind of risks or threats which could be caused
due to IT change/release deployment.
20847 8.6.3.7 Document IT change/release outcome Recording outcomes related to the change/release deployment.
20848 8.6.4 Implement technology solutions Deploy the identified solutions for information technology (IT)
important for healthy business operations. Confirm status and
operational availability of IT resources. Perform testing and
distribution of change. Execute roll-back protocol if necessary.
20849 8.6.4.1 Confirm hardware/software operational status Confirm if hardware/software are operating as per the expectation.
20850 8.6.4.2 Confirm operational availability Confirm if operational activities of IT services could be performed.
20851 8.6.4.3 Execute internal IT implementation plan Executing IT implementation plan to make the IT services and
solutions available for internal use.
20852 8.6.4.4 Confirm implementation completion Confirming the completion of IT implementation.
20853 8.6.4.5 Implement software change/release Executing changes in software and services as per change/release
schedule.
20854 8.6.4.6 Perform post-installation testing Perform testing after installation to confirm expected performance is
met.
20855 8.6.4.7 Distribute software components network-wide Distributing and implementing the release of changed IT solutions.
Administer, implement, and install the releases onto internal
systems. Provide methods for installing releases on client users.
20856 8.6.4.8 Verify change/release implementation success Confirming that the release has met expectations.
20857 8.6.4.9 Execute roll-back plan Execution of plan to return to the previous operating state if the
change/release impedes operational expectations.
20859 8.6.5.1 Conduct IT training Preparing users for changes in IT solutions. Conduct training
sessions and engagement activities to familiarize users with the new
changes. Implementing the programs for training IT employees.
20860 8.6.5.2 Prepare and distribute service/solution communications Coordinating communications regarding the changes in IT services
and solutions with employees in the organization.
20861 8.6.5.3 Support organizational changes Creating a strategy for providing support for organizational changes.
Providing support to users of IT services and solutions.
20862 8.6.5.4 Execute rollout plans Executing a plan for introducing the IT services and solutions to the
organization's end user base.
20863 8.6.5.5 Provide rollout support Establishing services for providing support to users of IT services
and solutions for rollout. Define the plethora of services by which
the organization assists users of technology products.
20864 8.6.5.6 Manage rollout support capabilities Managing the necessary skills and competencies required to
efficiently provide IT resolution for rollout through the support
structure. Identify the gaps and needs in support structure.
20865 8.6.5.7 Monitor and record rollout issues Track and record any issues being faced due to rollout. Define
methodology of assessment for measuring and monitoring issues.
20866 8.7 Create and manage support services/solutions Establishing and managing services for providing support to users
of IT services and solutions. Define the plethora of services by
which the organization assists users of computers, software
products, or other information technology (IT) products.
20867 8.7.1 Define and establish service delivery strategy Defining and establishing strategy for delivering IT services and
solutions to the users. Design an IT service delivery model that
defines the processes and procedures needed to deliver the IT
services and solutions.
20880 8.7.3 Plan and manage service delivery control Determine and manage service delivery flow across different
business functions. Understand the level of services needed by
different stakeholders. Identify major service delivery touch points
and criticality associated. Ensure timely communication with users.
20881 8.7.3.1 Plan operational activities for IT service delivery Planning different delivery services for operational activities within
the IT function. Use service delivery systems to manage the IT
service delivery services.
20882 8.7.3.1.1 Schedule service delivery resources Scheduling resources to provide service delivery to IT users. Ensure
design, development, deployment, and operations are aligned with
the business objectives.
20883 8.7.3.1.2 Maintain/optimize batch job schedule Maintaining and scheduling batch jobs to run in the background at a
certain date and time.
20884 8.7.3.1.3 Schedule change/release windows Determine the timely change or release of IT services or support.
Assign periodic release/change to IT systems or services.
20885 8.7.3.1.4 Schedule/optimize backup and archive activities Schedule or optimize backup and archive activities for IT services
and solutions. Use a backup system or application and archive
operations data for future retrieval.
20886 8.7.3.1.5 Balance operational workloads across available infrastructure Balancing workloads of all the processes and services that are
components provisioned to their internal or external clients, across available
components of IT infrastructure. No component should be over or
under utilized with the workflow of the IT operations.
20887 8.7.3.1.6 Determine specific problem support procedures Determining process and procedure to provide support for specific
IT service problems.
20888 8.7.4 Develop and manage infrastructure resource planning Developing and managing the resources required for administration
of infrastructure. Manage the IT inventory and assets to meet
organization's IT resource capacity.
20895 8.7.5 Define service support planning Develop strategies and methodologies to provide service support.
Examine service levels, support complexity, stakeholder
requirements to offer service support.
20896 8.7.5.1 Understand IT support demand patterns Evaluate criticality catered by the IT support and expectations to
resolve raised or identified issues. Determine the usual requests
received for IT support for each area of IT operations. Ensure
resolution to every identified or reported issue within specified
SLAs.
20897 8.7.5.2 Determine required support resource levels, responsibilities, Determining levels of required support resources along with their
and capabilities responsibilities, and capabilities to resolve IT issues. Evaluate and
ensure that support resources are fulfilling their responsibilities n a
timely manner.
20898 8.7.5.3 Maintain service support knowledge repository Create and maintain service support knowledge repository. Store,
maintain, access, revise, and use knowledge for IT services. Review
knowledge trends and implement knowledge transfer methodologies
for competitive advantage.
20900 8.7.5.6 Define IT escalation mechanisms Determining mechanisms to report for a higher degree of decision
making depending on the criticality of IT escalations. Define the
processes and procedures needed to follow for IT escalation at
different levels. Convey the mechanisms within the organization.
20901 8.7.5.7 Manage IT service support resources Managing resources required for administration of IT service
support. Establish sources that will make use of e-mail, live support
software online, or a tool where users can log a call or incident in
order to retrieve IT support.
20902 8.7.5.8 Coordinate with external support providers Developing a strategy that will make use of multiple resources to
coordinate with external support providers in order to make the
support services work more smoother.
20903 8.7.5.9 Triage IT service delivery incidents Sorting the incidents of IT service delivery in certain order so that
the services could be delivered based on the criticality.
20904 8.7.5.10 Monitor IT service support performance Defining methodology and frequency of assessment for measuring
and monitoring performance of various processes and activities of
IT service support against standard set goals.
20905 8.7.6 Develop and manage service delivery operations Developing and managing different delivery services using service
delivery systems for operational activities within the IT function in
order to achieve organizations goal.
20906 8.7.6.1 Operate and monitor online systems Operating and defining methodology of assessment for measuring
and monitoring performance of online systems against its expected
result.
20907 8.7.6.2 Run and monitor batch job schedule Operate and monitor the application of scheduling batch jobs to be
run in the background at a certain date and time.
20913 8.7.6.8 Manage IT infrastructure/data recovery Managing resources of IT infrastructure and their recovery capacity.
Manage storage, computer hardware, software, and infrastructure
resources that can be stored as inventory or provided by the
organization as needed. Managing backup/recovery for IT services
and solutions. Use a backup system or application.
20914 8.7.7 Manage infrastructure resource administration Managing the resources required for administration of IT
infrastructure. Manage the IT inventory and assets. Take care of the
organization's IT resource capacity.
20915 8.7.7.1 Manage infrastructure configuration Identifying and tracking individual configuration items,
documenting functional capabilities and interdependencies of IT
infrastructure. Determining the gaps and needs in order to enhance
existing infrastructure configuration.
20917 8.7.7.3 Install/configure/upgrade infrastructure components Installing/configuring/upgrading all the components required for
operational activities within IT infrastructure. Ensure that all
components of an IT infrastructure are functioning properly and
updated to latest version/technology.
20918 8.7.7.4 Maintain IT asset records Maintaining the complete list of IT items or resources available with
the organization with the details on date of purchase, licenses,
deployment and SLAs.
20919 8.7.7.5 Administer IT licenses/user agreements Administering and overseeing the terms and policies associated with
licensing the IT intellectual property. Create and manage the
policies and terms governing the possible granting of a license to
any external agent. Demarcate a clear framework that governs the
licensing of any patents or copyrights held by the organization.
20920 8.7.7.6 Provide IT infrastructure service and capabilities Providing all the infrastructure services and capabilities required for
operational activities within the IT function supporting overall
business objectives.
20921 8.7.8 Operate IT user support Managing systematic user support functionality and capability
through defined procedures. Determine, record, and monitor user
requests. Execute issue/request resolution. Utilize escalation path
when needed. Resolve issue/request.
20922 8.7.8.1 Triage IT issues/requests Evaluate and assign IT issues/requests accordingly to allow for the
correct routing of IT issues to the relevant support teams.
20923 8.7.8.2 Provide IT resolution capabilities Providing the necessary skills and competencies required to
efficiently provide IT resolution through the support structure.
20925 8.7.8.3 Manage IT user requests Creating an effective plan and structure to address and resolve
requests of IT users. Determine, record, and monitor user requests.
Obtain information about the effectiveness and performance of the
user request handling process from the IT users through various
means.
20927 8.7.8.5 Resolve IT issues/requests Creating a structure to resolve issues/requests of IT services using
different mechanisms.
20928 8.7.8.6 Execute IT continuity and recovery action Successfully implement preventive measures to manage IT risk of
exposure to internal and external threats. Integrating the disciplines
of Emergency Response, Crisis Management, Disaster Recovery
(technology continuity) and Business Continuity for IT.
17058 9.0 Manage Financial Resources Overseeing key back-office processes for organizations. This
category includes process groups related to planning and
management accounting, revenue accounting, general accounting
and reporting, fixed-asset project accounting, payroll, accounts
payable and expense reimbursements, treasury operations, internal
controls, tax management, international funds/consolidation, and
global trade services.
10728 9.1 Perform planning and management accounting Determining different stages of the planning process and
accounting. Classify, determine, analyze, interpret, and
communicate information to make up-to-date business decisions for
better management and control functions.
10738 9.1.1 Perform planning/budgeting/forecasting Allocating funds to meet future and current financial goals. Led by
the chief financial officer, have the finance function plan, budget,
and forecast in order to determine and describe long and short-term
financial goals.
10771 9.1.1.1 Develop and maintain budget policies and procedures Formulating financial budgetary guidelines and strategies. Develop
a framework for rules and regulations regarding budgets. Create a
step-by-step process to achieve financial goals.
20135 9.1.1.3 Operationalize and implement plans to achieve budget Putting budgeting plans into practical use keeping within designated
forecasting parameters.
10773 9.1.1.4 Prepare periodic financial forecasts Creating estimates of the projected income and expenses required
over a predetermined time frame. Develop the projections of profit
and loss statements, balance sheets, and the cash flow forecast.
20136 9.1.1.5 Perform variance analysis against forecasts and budgets Conducting a quantitative analysis between what was forecasted and
budgeted and actual financial behavior.
10739 9.1.2 Perform cost accounting and control Defining costs to be incurred and methods for optimum utilization.
Determine the costs of products, processes, projects, etc. to compile
in the�financial statements, as well as to assist management in
making decisions regarding planning and control. Control costs by
managing and reducing business expenses.
10774 9.1.2.1 Perform inventory accounting Conducting accounting for assets, and finding reasons for changes
(depreciation, obsolescence, deterioration, change in customer taste,
increased demand, decreased market supply, etc.).
14057 9.1.2.2 Perform profit center accounting Determining the revenue, profits, and losses incurred by each unit
within the organization that produces profit.
10775 9.1.2.3 Perform cost of sales analysis Studying expenses directly associated with product. Analyze the
cost of sales, which is the cost of manufacturing products.
10776 9.1.2.4 Perform product costing Studying and finding out the relevant cost center for a product by
studying every resource used in its making.
10777 9.1.2.5 Perform variance analysis Discovering the changes between forecasted and actual costing.
Analyze actual and planned behavior by reviewing the amount of a
variance on a trend line in order to maintain control over a business.
10740 9.1.3 Perform cost management Deciding which expenses can be avoided to reduce some costs and
increase revenues. Plan and control the organization's budget to
forecast future expenditures.
10778 9.1.3.1 Determine key cost drivers Defining cost drivers for a particular activity.
10779 9.1.3.2 Measure cost drivers Calculating cost drivers.
10780 9.1.3.3 Determine critical activities Determine the activities that hinder the progress of finance
activities. This requires the organization to determine those business
activities carried out by the financial function of the organization
and which are indispensable. This undertaking helps the
organization triangulate those activities which are essential and
where costs cannot be slashed.
10781 9.1.3.4 Manage asset resource deployment and utilization Distributing or allocating asset resources in different processes for
optimal utilization.
10741 9.1.4 Evaluate and manage financial performance Checking and achieving predetermined financial targets and
timelines. Assess and manage the profitability, feasibility, and
consistency of a business or project. Study the revenues generated.
10782 9.1.4.1 Assess customer and product profitability Studying product demand and targeted customer preferences. Study
customers' demands or preferences after deducting the cost of
delivering the final product.
10783 9.1.4.2 Evaluate new products Checking demand about a specific product by a customer segment.
Conduct a detailed study--or research a customer behavior or
preference for a product--in order to determine its production and
profitability in a specific market.
10785 9.1.4.4 Optimize customer and product mix Creating the best fit between a product and the end user. Maximize
the customer base by providing different products in the market.
10786 9.1.4.5 Track performance of new-customer and product strategies Observing the behavior of a new set of customers for different
products. Prepare strategies to improve sales and profits.
10787 9.1.4.6 Prepare activity-based performance measures Evaluating performance based on different sets of activities created
by management to measure performance.
10788 9.1.4.7 Manage continuous cost improvement Conducting activities to improve cost distribution regularly. Follow
or adopt different ways of reducing costs.
10729 9.2 Perform revenue accounting Comparing revenue targets to reality. Review all transactions and
entries passed in final accounts in a year in order to examine profits.
10742 9.2.1 Process customer credit Evaluating and processing requests for advances. Evaluate credit
requests by customers requiring loans to buy products/services.
10789 9.2.1.1 Establish credit policies Creating guidelines for providing advances. Set up credit standards,
credit terms, and collection policies.
10790 9.2.1.2 Analyze/Approve new account applications Checking and accepting new requests based on eligibility criteria.
Analyze the status of applicants and requirements to be met for a
new account.
14187 9.2.1.3 Analyze credit scoring history Reviewing past credit scores to determine the if a line of credit will
be extended to potential customers. This could also include
extending additional credit to existing accounts.
14188 9.2.1.4 Forecast credit scoring requirement Planning credit score requirements based on established credit
policies.
10791 9.2.1.5 Review existing accounts Evaluating existing account holders and their past performance.
Regularly review existing accounts to get the required information
about the status at present.
10794 9.2.2.1 Maintain customer/product master files Creating and updating a record of customers and the products being
purchased by them in a database. This process element requires the
organization to maintain a database of customers and their
purchases. Such a master-file can be used to ensure customer touch
point, enhance customer satisfaction, explore cross selling
opportunities, and identify future trends. This database will include
several particulars about the personal details of the organization's
customers and a tracking of the products being sold.
10795 9.2.2.2 Generate customer billing data Preparing detailed reports about products purchased by customers.
Record and generate a detail account of transactions made by
customers fat a particular time and location. Include all details about
products such as price, quantity, and name.
10796 9.2.2.3 Transmit billing data to customers Providing information to customers about purchases made by them.
Communicate the details of purchases. Provide customers with a
copy of details for their reference.
10797 9.2.2.4 Post receivable entries Registering transactions and their scheduled payments.
10798 9.2.2.5 Resolve customer billing inquiries Checking and solving billing queries raised by customers.
10744 9.2.3 Process accounts receivable (AR) Processing payments due from customers. This includes all
processing of funds received, whether by check or electronically.
This does not include the generation of invoices.
10814 9.2.5.6 Process related entries Recording business transactions as they occur in order to provide a
balanced accounts for financial reporting.
10730 9.3 Perform general accounting and reporting Making statements about business activities and functions. Prepare
financial statements (balance sheet, income statement, statement of
cash flows, and statement of stockholders' equity) according to
accounting concepts and principles.
10747 9.3.1 Manage policies and procedures Creating procedures to perform general accounting and reporting.
Follow the rules and regulations made for a particular process in the
business. Publish accounting policies.
10815 9.3.1.1 Negotiate service-level agreements Agreeing upon terms and conditions. Negotiate an agreement
between two or more parties, the customer and service providers.
Specify scope, quality, and responsibilities.
10832 9.3.3.6 Process and record fixed-asset maintenance and repair expenses Maintaining a record of expenses necessitated for repairs and the
preservation of assets. Administer and oversee the maintenance and
repair of any fixed assets. Record all related transactions.
10833 9.3.3.7 Calculate and record depreciation expense Carrying out accounting for depreciation over fixed assets. Compute
the sums necessitated. Maintain a record of the cost value of fixed
assets over their useful life in the book of accounts.
10750 9.3.4 Perform financial reporting Reporting on the organization's financial status to
stakeholders.�Include balance sheets, income statements, cash
flow statements, and statements of shareholders' equity.
10837 9.3.4.1 Prepare business unit financial statements Making reports of subsidiaries units to show profits generated from
them. Prepare financial statements (balance sheets, income
statements, cash flow statements and statements of shareholders'
equity) for a single unit of a business.
10838 9.3.4.2 Prepare consolidated financial statements Making final accounts for all units of company together. Prepare
combined financial statements of a parent company and its
subsidiaries (i.e., separate legal entities controlled by a parent
company) showing assets, liabilities, equity, income, expenses, and
cash flows.
10839 9.3.4.3 Perform business unit reporting/review management reports Making reports for units/subsidiaries to help management in
decision making. Prepare financial statements (balance sheets,
income statements, cash flow statements, and statements of
shareholders' equity) for a single unit of a business. Break down
profits and losses by function/unit, clients, products, and region.
10841 9.3.4.5 Prepare statements for board review Preparing a draft of financial statements for the board to review
before they are sent to the auditor.
10842 9.3.4.6 Produce quarterly/annual filings and shareholder reports Making and presenting financial reports to stakeholders. Create
annual and quarterly financial statements for reporting purposes.
Prepare shareholder reports with details of the profit-and-loss
account, balance sheet, and past year's business activities.
10843 9.3.4.7 Produce regulatory reports Reporting raw or summary data for final accounts following rules
and regulations.
14074 9.3.4.8 Perform legal and management consolidation Carrying out activities associated with legal and management
consolidation. Legal consolidation can include currency conversion,
balance carry forward, and consolidation of journal entries.
Management consolidation can include reporting on financials on a
reporting cycle basis to gauge the performance of the organization.
10731 9.4 Manage fixed-asset project accounting Managing accounts for large funds-invested projects. Manage and
account for fixed assets projects (capital projects), which required
significant capital investments over many years.
10751 9.4.1 Perform capital planning and project approval Preparing a project finance report to solicit approvals in capital
projects. Prepare budgets for projects that require heavy
investments. Report on project finances to solicit approvals from
management.
10844 9.4.1.1 Develop capital investment policies and procedures Creating procedures and policies to follow for investing in capital
projects. Create rules and regulations regarding large investment
plans, which require in-depth forecasting for expenditure and
revenue.
10848 9.4.2.1 Create project account codes Giving reference codes for every project.
10849 9.4.2.2 Record project-related transactions Noting every transaction during a project in a common financial
database. Document all transactions associated with any project.
Maintain a centralized repository of all such financial data.
10850 9.4.2.3 Monitor and track capital projects and budget spending Evaluating project progress and funds invested. Observe and track
significant funds invested on any long-term project. Compare to
budget.
10851 9.4.2.4 Close/capitalize projects Checking for returns generated from projects for decision making.
Evaluate capital projects that require heavy investments. Decide
whether to proceed based on the revenues generated.
10852 9.4.2.5 Measure financial returns on completed capital projects Comparing a finished project's profitability with forecasted returns.
Scrutinize revenues generated by completed projects that required
heavy investments. Determine profitability.
10732 9.5 Process payroll Handling reporting time, managing pay, and processing taxes from
salaries. Pay employees. Withhold taxes. Confirm the correct funds
are paid to the correct government agency.
10860 9.5.2.3 Maintain and administer applicable deductions Processing salary deductions for tax purposes. Keep and manage the
details of every employee's salary deductions based on their
expenses and investments during the year.
10861 9.5.2.4 Monitor changes in tax status of employees Tracking changes in the salary structure of employees for tax
deductions.
10862 9.5.2.5 Process and distribute payments Processing and distributing salaries to all employees. Execute the
payroll management function through the dispensation of employee
salaries. Leverage a centralized database of all payroll expenses.
10865 9.5.2.8 Respond to employee payroll inquiries Addressing salary-related queries raised by employees.
10755 9.5.3 Manage and process payroll taxes Deducting and paying taxes from employees' salaries.
10866 9.5.3.3 Calculate and pay applicable payroll taxes Paying tax according to appropriate deductions made from salaries.
Calculate and pay the tax liabilities according to the salaries and tax
regulations of employees with the help of certified chartered
accountants.
10867 9.5.3.4 Produce and distribute employee annual tax statements Providing tax deductions statements created by certified chartered
accountants to every employee for their reference or refunds.
10868 9.5.3.5 File regulatory payroll tax forms Filling taxes, and highlighting different sources of income and
expenditures made.
10733 9.6 Process accounts payable and expense reimbursements Handling bills and reimbursements to be made. Make payments for
goods or services taken or used on behalf of the organization.
10756 9.6.1 Process accounts payable (AP) Processing payments of operating expenses and other supplier
charges. This includes the development of policies and procedures
around processing of accounts payable and all operations. This
process is often supported by key technology enablers.
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file Matching records of bills to be paid with accounts. Check accounts
payable entries with vendor's account for every payment made.
10880 9.6.2.1 Establish and communicate expense reimbursement policies and Explaining policies and procedures related to reimbursements
approval limits requests by employees. Set policies regarding reimbursement
process and amount limits etc. Inform employees.
10881 9.6.2.2 Capture and report relevant tax data Collecting and reporting all pertinent information regarding the
taxes paid by the organization's employees.
10882 9.6.2.3 Approve reimbursements and advances Permitting expense reimbursement requests from employees.
10883 9.6.2.4 Process reimbursements and advances Paying for expense reimbursement requests from employees.
(Follow Approve reimbursements and advances [10882] according
to policies and conditions.)
10884 9.6.2.5 Manage personnel accounts Maintaining accounts of individuals who are connected with
business.
10892 9.7.1.8 Define system security requirements Describing the need of system security requirements for controlling
access, reliability of information, accountability, and availability of
information in the organization.
10893 9.7.3.1 Manage and reconcile cash positions Correcting cash differences in the books of accounts. Make
optimum utilization of funds available in the business. Check for
differences to rectify.
10894 9.7.3.2 Manage cash equivalents Taking care of all cash-related activities in the business. Utilize
short-term assets that can be easily convertible into �cash, such as
marketable securities, commercial paper and short-term government
bonds, and treasury bills.
10895 9.7.3.3 Process and oversee electronic fund transfers (EFTs) Supervising all online transactions.
10896 9.7.3.4 Develop cash flow forecasts Preparing forecasts for the cash generated or used by the
organization.
10897 9.7.3.5 Manage cash flows Delaying the outflow of funds as long as possible, but encourage the
inflow of as fast as possible.
10898 9.7.3.6 Produce cash management accounting transactions and reports Presenting reports on all cash-related activities. Collect and manage
short-term investing activities. Prepare reports of all transactions
done.
10899 9.7.3.7 Manage and oversee banking relationships Maintaining and directing the course of relationships with banking
partners.
10900 9.7.3.8 Analyze, negotiate, resolve, and confirm bank fees Studying and finalizing bank fees for services provided by banks.
Negotiate and finalize nominal fees that bank charges for various
services, such as requesting a deposit slip or counter check or
certifying papers.
10760 9.7.4 Manage in-house bank accounts Managing financial services provided by an in-house bank structure
in the corporation that is operating like a commercial bank.
10904 9.7.4.4 Manage central incoming payments on behalf of subsidiaries Handling payments received by parent company for subsidiaries.
10905 9.7.4.5 Manage internal payments and netting transactions Taking care of all business outflows and recording as whole.
Manage making all payments for the organization and its units or
subsidiaries. Track in books of accounts of parent company.
10906 9.7.4.6 Calculate interest and fees for in-house bank accounts Computing all expenses paid to and receivables collected over the
organization's banking activity. Calculate all charges and
receivables, towards interest, fees, and any other payments over its
own bank accounts. Record transactions in the books of accounts.
10907 9.7.4.7 Provide account statements for in-house bank accounts Facilitating account statements for all in-house banking activity.
10761 9.7.5 Manage debt and investment Taking care of the organization's financial position. Manage its
loans or debts from different sources and investments. Leverage the
most profitable options to balance the financial position in the
market.
10908 9.7.5.2 Manage financial intermediary relationships Maintaining smooth relations with financial investment banks that
help availing loans and services.
10909 9.7.5.3 Manage liquidity Managing and maintaining enough liquidity in form of cash and
cash equivalents in the business to meet urgent and timely
requirements
10910 9.7.5.4 Manage issuer exposure Managing the exposure incurred by the issuer for providing credit to
the borrower.
10911 9.7.5.5 Process and oversee debt and investment transactions Tracking loans taken and money invested in different options.
Arrange and supervise loans from banks and individuals and
investments in different available and profitable options.
12974 9.7.6.1 Develop risk management/hedging strategy Taking an investment position to offset exposure to certain risks.
This may include purchasing opposite of the organization's position
in the marketplace, using derivatives transactions, or futures
contracts.
11209 9.7.6.2 Manage interest rate risk Handling risks arising from changes in the interest rate.
11210 9.7.6.3 Manage foreign exchange risk Taking care of foreign-exchange risks.
19582 9.7.6.3.4 Execute foreign exchange trades Executing all aspects for foreign exchange trade within foreign
exchange market. This includes buying, selling, and exchanging
currencies at the current or expressed price point.
19583 9.7.6.3.5 Manage foreign exchange balance sheet risk Overseeing the foreign exchange balance sheet with an eye towards
potential risk. Risks include changes in conversion rates between
the time the transaction occurred and when it is completed, or when
transactions are made in a denomination other than that of the
organization's base currency.
11211 9.7.6.4 Manage exposure risk Taking care of exposure risks. Maintain financial investments in
particular investments or a portfolios that could be risky for the
organization.
10762 9.8.1 Establish internal controls, policies, and procedures Forming rules and regulations to ensure the achievement of
effectiveness, proficiency of operations, and reliability of financial
reporting.
10914 9.8.1.1 Establish board of directors and audit committee Establishing board of directors and auditing committee in order to
assign roles and responsibilities for internal controls.
10915 9.8.1.2 Define and communicate code of ethics Outlining and communicating a code of ethics act responsibly.
10916 9.8.1.3 Assign roles and responsibility for internal controls Defining roles, responsibilities, and accountabilities for
effectiveness and proficiency of operations and reliability of
financial reporting.
11250 9.8.1.4 Define business process objectives and risks Outlining the objectives and risks associated with a process.
Delineate process goals. Determine the risks attached to it.
Determine what the process is meant to accomplish, potential issues,
a timeline of potential risks, the scope and potential impact of risks,
etc.
10917 9.8.2.1 Design and implement control activities Defining and executing policies, procedures, techniques, and
mechanisms and actions taken to minimize risk.
10918 9.8.2.2 Monitor control effectiveness Overseeing the activities for internal controls. Observe the
effectiveness of policies, procedures, techniques, and mechanisms
actions taken to minimize risk.
10919 9.8.2.3 Remediate control deficiencies Taking corrective measures for policies, procedures, techniques, and
mechanisms actions taken to minimize risk. (Conduct in accordance
with Monitor control effectiveness [10918] in order to determine
and rectify the control deficiencies.)
10920 9.8.2.4 Create compliance function Developing a compliance function for internal controls. Monitor
trading activity. Avoid conflicts of interest. Safeguard compliance
with guidelines at brokerage houses. Avoid�money
laundering�and potential�tax evasion.
10921 9.8.2.5 Operate compliance function Administering operational activities of a compliance function.
10922 9.8.2.6 Implement and maintain controls-related enabling technologies Implementing and maintaining the compliance technological
and tools systems or equipment that are control-enabled.
10764 9.8.4 Report on internal controls compliance Reporting on internal controls compliance to the appropriate
authority, including IT regulations and pertinent data.
10923 9.8.4.1 Report to external auditors Reporting to external auditors. This process requires the
organization to report to external auditors about the regulations for
any critical data that the organization is holding.
10926 9.8.4.4 Report to internal management Reporting to internal management (all employees, directors, and
management) about IT regulations and pertinent data.
10736 9.9 Manage taxes Estimating the organization's periodic tax liabilities. Ensure that
appropriate taxing authorities receive tax return filings and
payments when due.
10765 9.9.1 Develop tax strategy and plan Setting targets for periodic tax liabilities. Assess the tax impact of
various activities such as the acquisition or disposal of fixed assets
or a deliberate change in number of employee.
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy Developing a tax strategy for foreign, national, state, local
administration. Set up tax strategies for foreign trade in imports and
exports and at national, state, and local level.
10928 9.9.1.2 Consolidate and optimize total tax plan Combining and enhancing a rational analysis of a financial
condition or plan from a tax perspective in order to align financial
goals through efficient tax planning.
10929 9.9.1.3 Maintain tax master data Maintaining a master file about the rational analysis of a financial
condition or plan from a tax perspective in order to align financial
goals through efficient tax planning.
10766 9.9.2 Process taxes Processing the taxes of the organization in line with the regional
taxation structure, including corporate, property, excise, and service
taxes.
10930 9.9.2.1 Perform tax planning/strategy Creating and implementing strategies for taxes to be paid or
collected by the business.
10931 9.9.2.2 Prepare tax returns Preparing and submitting tax reports for every employee to the tax
department in order to show the tax paid and deducted from their
salaries in the year.
10932 9.9.2.3 Prepare foreign taxes Preparing reports about paid or accrued foreign taxes to an overseas
country.
10769 9.10.3 Monitor currency exposure/hedge currency Assessing exposure to potential financial losses as a result of
changes in the value of currencies. Forecast the impact of
movements in foreign currency values. Enter into financial
transactions designed to offset or limit potential exposure to loss.
10770 9.10.4 Report results Documenting and reporting accounting entries to formally report
financial gains or losses experienced as a result of foreign exchange
activity.
17059 9.11 Perform global trade services Making and collecting payments for transactions in
products/services, and transporting them to interested markets.
19593 9.11.4 Perform currency conversion Identifying current exchange rates between two currencies and
converting the foreign currency to that of the local monetary unit.
I.E., yen to US dollar.
14093 9.11.5 Calculate duty Computing the excise duty to be paid during international trade.
14094 9.11.6 Communicate with customs Communicating with the customs department to ensure fluid
compliance. Share pertinent information mandated by law with the
government agency that controls and collects the duties levied for
the international exchange of products/services.
14095 9.11.7 Document trade Documenting and recording the trade processes while making
transactions, noting the description, quality, number, transportation
medium, indemnity, and inspection.
14096 9.11.8 Process trade preferences Preparing global trade under preference, which allows the
organization to import/export products at a lower or nil rate of
customs duty and/or levy charge.
14097 9.11.9 Handle restitution Administering and overseeing all restitution activities the
organization may be subjected to. Manage compliance with apposite
legal frameworks. Make any restitution that may be required by law;
comply with authorities over any fines or non-financial measures
imposed.
10937 10.1 Plan and acquire assets Building and purchasing non-productive assets for the organization.
Acquire and construct non-productive assets that are not yielding
any income/profits to the business.
10941 10.1.1 Develop property strategy and long term vision Strategizing a long-term vision for managing properties. Prepare
strategies and a long-term vision for managing purchased/retained
properties.
10955 10.1.1.1 Confirm alignment of property requirements with business Creating alignment between the requirement of properties and the
strategy overall business strategy. This process requires the organization to
align the requirement of properties in accordance with its business
strategies of the organization.�
10956 10.1.1.2 Appraise the external environment Evaluating the impact of the external environment. Evaluate the
circumstances, objects, events, and aspects surrounding an
organization that affects its actions and selections and that
recognizes its opportunities and risks.
10957 10.1.1.3 Determine build or buy decision Deciding whether to buy or build properties. Study the market
forces about property prices and cost of construction in order to take
decisions based on the market research.
10943 10.1.2 Plan facility Recognizing the needs of�facility�users in order to construct
a�project�proposal�that meets those needs.
10958 10.1.2.1 Design facility Preparing and analyzing different designs for a facility in order to
finalize which design will be the most suitable option.
10959 10.1.2.2 Analyze budget Evaluating the feasibility of budgets prepared for the construction of
facilities.
10962 10.1.2.5 Manage construction or modification to building Constructing the buildings. Manage renovations according to
requirements and demands.
10944 10.1.3 Provide workspace and facilities Managing the provision of the workspace and its assets. Arrange an
office space with all assets (tables, chairs, computers, admin staff,
etc.) according to requirements.
10963 10.1.3.1 Acquire workspace and facilities Attaining the office space with all assets (tables, chairs, computers,
admin staff, etc.) according to requirements.
10964 10.1.3.2 Change fit/form/function of workspace and facilities Modifying the formation of the workspace and its assets. Make
necessary changes in an office space with all assets (tables, chairs,
computers, admin staff, interior designing, etc.) according to
requirements.
10949 10.1.4 Manage facilities operations Managing all operational activities of the facility. Manage how each
function/business unit works. Support the manufacturing facility to
attain organizational goals.
10965 10.1.4.1 Relocate people Shifting staff or employees from one place to another place
according to changes in business requirements.
10966 10.1.4.2 Relocate material and tools Relocating the tools and raw materials. Shift raw or finished
material and machines of company from one place to another place
according to changes in business requirements.
19208 10.2 Design and construct productive assets Previously these processes might have been covered under 9.1. But
9.1 was a poor representation of utility plant and network design
and construction processes. The new 9.2 process group for E&U
provides a more comprehensive and accurate description of this core
utility function, leaving 9.1 to describe processes applicable to
property and buildings (as was its original intent).
19220 10.2.2.1 Develop construction strategy Developing a strategy to perform asset construction. Assure that
timelines, regulations, and resources are on task and on budget.
11276 10.2.2.2 Perform construction performance management Managing the construction process to ensure that activates are on
task, on budget, and are being performed with safety and quality in
mind.
19221 10.2.2.3 Obtain construction permissions Gathering the required permits for construction from the proper
jurisdiction. This may include inspections during and after
construction to verify that the new asset meets all national, regional,
and local codes.
19222 10.2.2.4 Design assets Designing assets to meet organizational needs as well as ensuring
that the asset adheres to all national, regional, and local construction
codes.
19223 10.2.2.5 Plan construction resources Determining what resources will need to be acquired in order to
carry out construction. Plan when, where, and how resources will
be used. Determine the length of time resources will be utilized.
19229 10.2.3 Schedule and perform construction work Arranging a timetable for which to perform construction work.
Schedule resources to contract assets for new or replacement assets.
Reschedule or redesign assets if needed.
19226 10.2.4.2 Undertake construction quality control Implementing a checks and balances system to verify that the
construction was performed correctly. Rework when errors are
found.
19227 10.2.4.3 Create work and asset records Implementing records to include all construction work that has been
performed. Include all new or modified construction, and any
construction or regulatory issues that might have occurred.
19228 10.2.4.4 Manage safety, security, and access to sites Ensuring that safety, security, and access is maintained. Provide a
workplace that meets and exceeds all local, state, and federal
guidelines. Provide security and access to the building site as set
forth by safety and organizational guidelines.
19238 10.3 Maintain productive assets Preserving productive assets through the planning, managing, and
performance of preventative, routine, and critical maintenance
work.
19257 10.3.3.5 Perform unplanned maintenance and repairs Performing repairs that occur outside of normal routine or
preventative maintenance.
10940 10.4 Dispose of assets The process "dispose of productive and nonproductive assets"
involves planning how to discontinue the use of an asset at the end
of its life cycle. This process group includes developing an exit
strategy, performing a sale or trade of assets, and performing asset
abandonment.
16970 10.4.5 Perform waste and hazardous goods management Disposing of waste and hazardous materials as outlined by state,
local, and federal regulations.
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and The process group "manage enterprise risk, compliance,
Resiliency remediation, and resiliency" is responsible for ensuring that an
organization effectively manages its risk. Process groups are aligned
with traditional risk management activities.
17060 11.1 Manage enterprise risk Creating requisite frameworks and coordinating all risk
management activities for the entire organization and each function.
Manage the enterprise risk by outlining the risk policies and
procedures. Monitor and communicate all risk management
activities. Encourage correspondence among the business units.
Manage the risk of all business units and functions.
16439 11.1.1 Establish the enterprise risk framework and policies Creating an agenda for the rules and regulations of enterprise risk
that deal with hazardous, financial, operational, and strategic risks.
16440 11.1.1.1 Determine risk tolerance for organization Recognizing the organization's tolerance for risk, given risk-return
trade-offs for one or more anticipated and predictable consequences.
16441 11.1.1.2 Develop and maintain enterprise risk policies and procedures Establishing and maintaining the policies and procedures for
managing risk. Create rules and regulations for enterprise risk
dealing with hazardous, financial, operational, and strategic risks.
16445 11.1.2 Oversee and coordinate enterprise risk management activities Coordinating to plan, organize, lead, and control the activities of an
organization in order to minimize the special effects of risk on
capital and earnings.
16446 11.1.2.1 Identify enterprise level risks Determining risks that could thwart objectives. Document and
communicate the concern.
16447 11.1.2.2 Assess risks to determine which to mitigate Identifying options/actions to enhance opportunities and reduce
threats. Recognize the root reasons of the identified risks.
16448 11.1.2.3 Develop risk mitigation and management strategy and integrate Developing activities to improve opportunities and lessen threats.
with existing performance management processes Specify the organization's objectives. Evolve strategies and policies
to attain these objectives. Assign resources to project objectives.
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are Checking that the blueprint created for managing risk in individual
implemented business units and divisions is correctly effectuated. Validate the
implementation of all activities geared to mitigate risks.
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored Ensuring risk monitoring and mitigation activities. Monitor actions
to enhance opportunities and reduce threats to project objectives.
16451 11.1.2.6 Report on enterprise risk activities Creating a report of activities to address hazard risks, liability torts,
financial risks, operational risks, social trends, competition, etc.
16458 11.1.4.3 Develop mitigation plans for risks Developing possibilities and arrangements to improve opportunities
and reduce deviations to project objectives.
16459 11.1.4.4 Implement mitigation plans for risks Executing mitigation plans to improve opportunities and reduce
deviations to project objectives.
16460 11.1.4.5 Monitor risks Identifying, examining, and recognizing/justifying any
improbability in investment decision making.
16461 11.1.4.6 Analyze risk activities and update plans Examining the impact of risk activities in order to update the
existing scheme of risk management. Analyze and substantiate the
potential for adverse consequences to occur. Consider the risks
associated with the activity and the methods available to manage
those risks.
16462 11.1.4.7 Report on risk activities Creating reports on risk activities, and communicating them to
management. Prepare reports on the potential for adverse safety
consequences.
16465 11.2.2.2 Identify applicable regulatory requirements Determining the regulatory requirements that are most appropriate
for the organization. Identify goals in order to follow the appropriate
rules and regulations, guidelines, and strategies.
16466 11.2.2.3 Monitor the regulatory environment for changing or emerging Analyzing and overseeing the regulatory environment in order to
regulations spot any changing or emerging regulations. This process element
calls upon the organization to monitor the regulatory environment
for any new statutes, policies, and enactments issued by the
respective government authorities or those which have been
updated.
19595 11.2.2.7 Compile and communicate compliance scorecard(s) Creating a graphical representation of metrics in order to
communicate the general health of the organization in relation to
risk and compliancy.
19596 11.2.2.8 Compile and communicate internal and regulatory compliance Submitting compliance reports to regulatory agencies. These
reports reports can be made to environmental, securities, or human
resources agencies as stipulated by the local governing body.
16470 11.2.2.9 Maintain relationships with regulators as appropriate Developing and preserving relationships with the regulators, without
compromising the legal basis of the relationship.
11185 11.3 Manage remediation efforts Administering the efforts and activities for remediation. This
process element requires the organization to create plans for
corrective action in collaboration with government agencies and
pertinent professional services agencies which specialize in
remediation efforts relevant to the organization's operations.
Additionally, the organization needs to consult experts to validate
the plan, determine resources allocation, resolve any legal concerns,
and formulate a company-wide policy for remediation.
11201 11.3.1 Create remediation plans Creating plans for remediation efforts. Make a plan to address a
case of environmental adulteration. Identify and treat the
adulteration so that the area will become operational again.�
11205 11.3.5 Investigate damage cause Studying the causes of damage, which could be environmental,
physical, social, etc. at country level in order to institute better
policies and regulations.
11206 11.3.6 Amend or create policy Crafting a new framework of policies and procedures for deploying
remediation efforts, or change existing policies and procedures.
Adapt the policy structure to the context of the apposite national and
international regulatory frameworks.
11216 11.4 Manage business resiliency Including the processes required to rapidly adapt and respond to any
internal or external opportunity, demand, disruption, or threat.
Develop a more dynamic, strategic, and integrated approach to
managing compliance obligations.
11221 11.4.1 Develop the business resilience strategy Creating a strategy for rapidly adapting to disturbances. Maintain
continuous business processes and protecting employees, assets, and
overall brand equity.
11222 11.4.2 Perform continuous business operations planning Developing plans to ensure continuous business operations.
11223 11.4.3 Test continuous business operations Assessing ongoing activities within the organization that are not
intended to stop except for in an emergency.
11224 11.4.4 Maintain continuous business operations Evaluating business operations. Determine which activities generate
revenues, perform best, and provide good returns.
11010 12.1 Build investor relationships Creating a strategic management responsibility for integrating
finance, communication, marketing, and securities law compliance.
Allow the most effective two-way communication among the
organization, the financial community, and other constituencies.
Enlist the investor relations function to provide market intelligence
to corporate management.
11035 12.1.1 Plan, build, and manage lender relations Building and managing relations with bankers or lenders through
strong products/services strategies that bankers would want to invest
in. Foster a receptive environment for low rates of interest, easy
access to loans, etc.
11036 12.1.2 Plan, build, and manage analyst relations Creating and maintaining long-term relations with analysts. Involve
analysts in strategy and product decisions in order to elicit valuable
information.
11037 12.1.3 Communicate with shareholders Practicing regular, transparent communication with shareholders
through annual shareholders' meetings, quarterly earnings calls,
shareholders letters, one-on-one emails or calls, etc.
11011 12.2 Manage government and industry relationships Creating and maintaining relationships with government and
industry representatives.
11038 12.2.1 Manage government relations Persuading public and government policy at the local, regional,
national, and global level (subject to government regulations).
12869 12.2.1.1 Assess relationships Ascertaining how the business entity relates to all levels of
government. Identify areas that needs further growth and resources
to foster those relationships.
12870 12.2.1.2 Appoint responsible executives Assigning executive level resources to manage, grow, and drive
relationships with government bodies.
12875 12.2.2.1 Establish relationships with agencies Engaging government, regulatory, or industry agencies to establish
relationships. Analyze steps and requirements necessary for
inclusion, if needed.
12878 12.2.2.4 Plan and manage meetings Ensuring regular interaction between business entity and quasi-
government bodies in order to maintain established relationships.
Collect and record meeting data for further analysis and use.
11040 12.2.3 Manage relations with trade or industry groups Managing relations with organizations established and financed by
businesses that operate in a specific industry. Participate in public
relations actions such as lobbying and publishing, advertising,
education, and political donations.
12879 12.2.3.1 Evaluate the requirements for strategic relationships Determining the requirements to enter in to an agreement with trade
or industry agencies. Discover what activities or processes can be
conducted to provide the best mutual outcome.
12880 12.2.3.2 Monitor the success of the partnerships Analyzing current relationships with trade and industry groups.
Ensure that the partnership in successful and make modifications
where needed.
12881 12.2.3.3 Extend or change the relationships Providing additional information or inclusion for third party trade or
industry entities; or changing existing parameters to modify the
current relationship. Communicate and execute changes.
11041 12.2.4 Manage lobby activities Managing lobbying activities to affect government policies.
11046 12.4.4 Develop and perform preventive law programs Creating and applying programs and activities. Encourage the
adherence preventive laws, such as environmental law, sex
discrimination, computer law, estate planning, corporate
compliance, business planning, and property transactions.
11047 12.4.5 Ensure compliance Ensuring the organization's compliance position. Validate
compliance with different statutes, regulatory directions, and legal
principles (using Establish compliance framework and policies
[17468]). Coordinate with compliance and risk management
personnel.
11057 12.4.7.2 Engage/Retain outside counsel if necessary Recruiting the assistance of outside counsel for any legal and/or
ethical concerns. Engage and/or retain any external counsel sought
from subject matter experts and professionals.
11058 12.4.7.3 Receive strategy/budget Making a financial plan. This strategy sets out, using figures, an
organization's expected future results. Enlist the finance function to
support work generated by other business functions in order to build
and secure their support for the budget.
11059 12.4.7.4 Receive work product and manage/monitor case and work Receiving deliverables from outside counsel, and monitoring the
performed efforts committed by them. Track the progress of, collect, and
validate the required work product from the subject matter experts
and professionals engaged as external counsel. Verify the amount of
effort dedicated by these counsels to the issue at hand, in order to
confirm their fees.
11062 12.4.8.2 Manage copyrights, patents, and trademarks Managing the patents and copyrights already held or sought by the
organization. Administer and oversee applying for, securing, and
maintaining intellectual property rights in the form of patents and
copyrights. Submit applications for such rights. Handle associated
legal issues. Draft and communicate proper attributions. Collect
royalties. Monitor any misuse of the intellectual property rights.
11063 12.4.8.3 Maintain intellectual property rights and restrictions Managing the upkeep of intellectual property rights by creating and
managing a framework of rules, policies, procedures, and
restrictions. Outline a clear policy for any possible scenario of their
use by any external agent.
11064 12.4.8.4 Administer licensing terms Administering and overseeing the terms and policies associated with
licensing the organization's intellectual property. Create and manage
the policies and terms governing the possible granting of a license to
any external agent. Demarcate a clear framework that governs the
licensing of any patents or copyrights held by the organization.
11065 12.4.8.5 Administer options Managing options regarding licensing agreements. Follow favorable
terms and conditions.
11050 12.4.9 Resolve disputes and litigations Resolving disputes or civil lawsuits internally or externally.
11067 12.5.2 Manage media relations Developing and managing relations with media. Develop
connections with journalists to solicit critical, third-party
endorsements for a product, issue, service, or organization.
11068 12.5.3 Promote political stability Promoting political security and stability in the regions where the
organization conducts business. Encourage political stability in the
regions where the organization operates. Support civic programs,
citizen engagement, connection platforms, etc.
11069 12.5.4 Create press releases Developing press releases to communicate developments and
generate interest in the organization.
11070 12.5.5 Issue press releases Issuing press releases to carefully selected media in distribution
channels such as the web, newspapers, and social media.
10013 13.0 Develop and Manage Business Capabilities Performing activities by an organization that are fundamental to the
successful operation of the organization, even across functions in a
business. Capabilities defined in the PCF include business process
management; portfolio, program, and project management; quality
management; change management; benchmarking; environmental
health and safety management; and knowledge management.
16379 13.1.1 Establish and maintain process management governance Defining and managing the organization's approach to governing
business process management. Establish and manage tools to
support the governance process. Assign ownership for all business
processes. Perform activities to administer the governing process.
16380 13.1.1.1 Define and manage governance approach Outlining and managing the methodology for administering
business process management (BPM). Define the method for setting
standards and priorities for BPM efforts. Identify BPM governance
leaders. Define BPM project participants' roles.
16381 13.1.1.2 Establish and maintain process tools and templates Instituting, organizing, and maintaining the upkeep of the
techniques used for business process management (BPM). Create
and maintain templates of BPM tools that can be readily
implemented, including process engine, business analytics, content
management, and collaboration tools.
16382 13.1.1.3 Assign and support process ownership Assigning resources (employees) ownership of tasks. These include
the responsibility of identifying, analyzing, and improving business
processes in order to meet the goals and objectives such as
increasing profits and performance, reducing costs, and accelerating
schedules.
16383 13.1.1.4 Perform process governance activities Implementing and executing activities for governing business
processes. Execute activities that encourage participation,
accountability, transparency, responsiveness, equity and
inclusiveness, etc. within the business processes.
16384 13.1.2 Define and manage process frameworks Determining and organizing the structural composition of business
processes. Design, establish, and administer the framework. Identify
any cross-functional processes that are mandatory for achieving
business excellence.
20140 13.1.3.2.1 Identify published best practices Realizing those practices and procedures that are the most effective
to the success of the business and making that information available.
16390 13.1.3.3 Model and document processes Defining what a business entity does, who is responsible, to what
standard a business process should be completed, and how the
success of a business process can be determined. Identify processes,
gather information gathering, interview participants, map processes,
and perform analysis.
16391 13.1.3.4 Publish processes Disclosing the information available on business processes. Ensure
the availability of the information regarding the business processes
to all process team members, business stakeholders, and process
owners. Use BPM software, as well as business process diagrams
and documents that help depict the required information.
16399 13.1.5.3 Perform continuous improvement activities Persistently implementing activities for improving business
processes.
16400 13.2 Manage portfolio, program, and project Managing investments, holdings, products, businesses, and brands,
along with the related projects that together constitute a program.
16404 13.2.1.3 Monitor and control portfolio Overseeing and administering the business portfolio of the
organization. Monitor all activities related to investments, holdings,
products, businesses, and brands by effectively monitoring and
supervising these activities.
16405 13.2.2 Manage programs Establishing, implementing, and managing business programs.
Successfully handle related projects that together constitute a
program. Establish the program structure and approach. Coordinate
with stakeholders and partners. Execute the program. Assess and
report the performance of the program. Coordinate and prioritize
resources across projects. Manage links between the projects and
the overall costs and risks of the program.
16406 13.2.2.1 Establish program structure and approach Constructing and instituting the framework and approach to manage
business programs. Monitor key factors such as governance,
alignment with the overall business vision, assurance, and
management.
16407 13.2.2.2 Manage program stakeholders and partners Managing relationships with stakeholders and partners of the
business programs.
16410 13.2.3 Manage projects Establishing the scope of the projects. Create plans for
implementing the projects. Initiate projects. Review and report
project performance to management. Close projects.
16411 13.2.3.1 Establish project scope Establishing the horizons of business projects. Identify the
objectives of the program, along with the resource requirements.
Assess the readiness for the project management approach. Identify
methodologies for project management. Obtain funding. Develop
performance measures and indicators.
11117 13.2.3.1.1 Identify project requirements and objectives Recognizing and defining what the project is ultimately supposed to
do. Specify the capabilities, features, or attributes of the project's
deliverables, as well as any kind of formal documentation.
16412 13.2.3.1.2 Identify project resource requirements Identifying the prerequisites of business projects. Identify the people
with appropriate and applicable skills and competencies. Locate
resources such as capital, facilities, equipment, material, and
information required to accomplish the objectives of a specific
project.
11118 13.2.3.1.3 Assess culture and readiness for project management approach Evaluating the culture and readiness of the organizational
environment is order to implement the project management
approach.
11120 13.2.3.1.4 Create business case and obtain funding Creating a document that includes the current situation, proposed
solution, financial analysis, conclusion, etc. Convince a decision
maker and investors to approve the project. Obtain funding.
16413 13.2.3.3 Develop project plans Defining the resources and their roles. Identify IT requirements.
Create plans for effective training and communication. Design
reward approaches. Plan the launch of project. Deploy the project.
11123 13.2.3.3.1 Define roles and resources Outlining the resources and their roles in the business projects.
20142 13.2.3.3.2 Acquire/secure project resources Procuring the necessary resources outlined in Define roles and
resources [11123]
11124 13.2.3.3.3 Identify specific IT requirements Determining the IT requirements for specific business projects.
Identify the requirements of computers and telecommunications
equipment to store, retrieve, transmit, and manipulate data related to
the project. Consider factors such as functional requirements, design
requirements, project phases, and project schedule.
11125 13.2.3.3.4 Create training and communication plans Designing a plan for equipping the project team with the necessary
skills and abilities to fulfill their roles and responsibilities in the
project effectively and efficiently. Offer formal training, mentoring,
or coaching. Initiate informal conversations. Communicate
messages during the project.
11127 13.2.3.3.5 Design recognition and reward approaches Creating a plan for recognizing and rewarding extraordinary
performances within the business projects. Use incentives, bonuses,
and certificates for recognition and rewarding purposes.
11131 13.2.3.4.1 Evaluate impact of project management (strategy and projects) Assessing the impact of business project management on the
on measures and outcomes measures and outcomes of the projects. Gauge non-financial
measures, frequency of measurement, action plan, etc.
16415 13.2.3.4.2 Report the status of project Recording and documenting the current status and position of the
project. Record and report items such as completed tasks,
incomplete tasks, planned tasks, and problems faced.
16416 13.2.3.4.3 Manage project scope Determining and documenting a list of specific project goals,
deliverables, tasks, costs, and deadlines. Use the scope statement to
explain the boundaries of the project. Assign responsibilities for
team members. Set up procedures for verifying and approving the
completed tasks.
11132 13.2.3.4.4 Promote and sustain activity and involvement Encouraging and sustaining the activities and involvement while
executing projects. Promote the execution activities of the projects.
Encourage employee involvement in project implementation.
11133 13.2.3.4.5 Realign and refresh project management strategy and Reorganizing and stimulating the approach and strategy for
approaches managing business projects. Make improvements based on the
project scope and on findings from Evaluate the impact of project
management (strategy and projects) on measures and outcomes
[11131].
16418 13.2.3.6 Close projects Settling each contract. Close each contract applicable to the project
or project phase. Finalize all activities across all of the process
groups in order to formally close the project or a project phase.
17471 13.3 Manage enterprise quality Managing organizational attributes that are closely associated with
the quality of output. Determine the quality requirements. Evaluate
the correspondence between the quality performance and
requirements. Manage non-conformance activities. Ensure
implementation and maintenance of the enterprise quality
management system.
17472 13.3.1 Establish quality requirements Determining essential activities, processes, and attributes for
securing enterprise quality. Outline critical characteristics for
quality. Outline activities encouraging the preservation of quality.
Create quality controls. Confirm capabilities in accordance with
quality requirements. Finalize the plan for quality maintenance.
17473 13.3.1.1 Define critical-to-quality characteristics Outlining characteristics crucial for managing enterprise quality.
Translate broad customer needs into specific, actionable,
measurable performance requirements. Define the key measurable
characteristics of key products and processes.
17474 13.3.1.2 Define preventive quality activities Identifying gaps in customer requirements and determining whether
the gap will be mitigated through preventive Quality activities or
deemed as acceptable risk. The goal of any preventive quality
activities is to create provisions to prevent, control, or reduce the
risk of not meeting the CtQCs. In addition, any standard
methodology that will be used to design or conduct preventive
Quality activities are defined and documented.
17478 13.3.1.3.3 Identify measurement methods Using tools to measure quality. Use tools such as quality
improvement oversight system tool, performance measurement
tools, consumer information models/guides, and validation tools to
effectively determine the quality levels.
17479 13.3.1.3.4 Define required competencies Defining the competencies required for developing quality controls.
Define the required competencies including compliance
management, audit management, and document control and
document management.
17480 13.3.1.4 Prove capability to assess compliance with requirements Demonstrating the ability and capability to confirm and fulfill the
quality requirements in front of customers, managers, employees,
board members, associations, regulatory bodies, and creditors.
Leverage tools and techniques such as process behavior or control
charts, statistical process control, measurement system analysis,
gage calibration management, and process capability analysis.
17482 13.3.2 Evaluate performance to requirements Analyzing if the performance of the quality plan has achieved the
estimated and desired requirements. Conduct tests against the
quality plan. Assess the results of these tests.
17483 13.3.2.1 Test against quality plan Examining the quality of organizational processes. Conduct tests.
Collect information and data. Record the results of these tests.
Determine the dispositions of the test results.
17484 13.3.2.1.1 Conduct test and collect data Evaluating quality performance through periodic or episodic testing
against the established standards for quality characteristics. For
periodic testing, design a schedule with sufficient time to make any
required adjustments to the process or system to maintain the
desired level of quality. For episodic testing, conduct a test
whenever a known non-conformance or fault occurs, which results
in outputs or outcomes known to be unsatisfactory to performance
requirements.
17485 13.3.2.1.2 Record result(s) Maintaining and recording the results of Test against the quality
plan [17483] electronically and in standard formats. Assign
ownership to a designated function or role.
17486 13.3.2.1.3 Determine disposition of result(s) Deciding whether to take any additional actions based on the results
of quality tests. Initiate a quarantine disposition and relocated
inventory, scrap workflow item and scrap transaction, rework
operation, net-able and nonnet-able items, and the activity list.
17487 13.3.2.2 Assess results of tests Assessing the significance of the sample. Summarize the results of
the test. Recommend improvement actions. Decide what steps to
take next.
17489 13.3.2.2.2 Summarize result(s) Outlining the major facts and figures of the quality test results in
order to provide insights and information. Use charts, tables,
statistical test results, and written findings and conclusions in a
summary of results.
17490 13.3.2.2.3 Recommend actions Recommending measures for improvement. Assess the summarized
results to identify areas which can be improved. Suggest actions to
management for improving the quality plan basis on the results of
the tests.
17491 13.3.2.2.4 Decide next steps Selecting the subsequent actions that the organization can adopt for
improving the enterprise quality. Select measures and recommended
actions for managing the enterprise quality.
17492 13.3.3 Manage non-conformance Handling any nonconformance activities or events. Assess the
potential impact of the nonconformity. Decide the immediate
actions to take. Identify the root causes. Take corrective or
preventive action. Ensure future conformance.
17493 13.3.3.1 Assess potential impact Analyzing any nonconformance events. Determine the need for
corrective and/or preventative action(s). Leverage root-cause
analysis, risk exposure, and other evaluations to properly review and
approve/reject subsequent actions.
17494 13.3.3.2 Determine immediate action(s) Initiating immediate corrective, preventative, or no action based
upon the impact and likelihood of reoccurrence. Consider
cost/benefit, risk exposure, timing, the assignment of responsibility,
and other pertinent factors .
17495 13.3.3.3 Identify root cause(s) Recognizing the reasons that have triggered the nonconformance
events or activities. Perform a root-cause analysis through
documentary evidence and interviews. Involve the appropriate
individuals. Leverage cause analysis and risk assessment.
17497 13.3.3.5 Close non-conformance Closing nonconformance. Perform all the final processes related to
the nonconformance, including documenting root causes. Document
corrective and preventive actions.
17498 13.3.4 Implement and maintain the enterprise quality management Establishing and administering the software that manages content
system (EQMS) and business processes for quality and compliance across the value
chain. Define the quality strategy. Plan and deploy the EQMS
scope, targets, and goals. Identify core process controls and metric.
Develop EQMS governance. Assess the performance of EQMS.
Encourage improvements in EQMS.
17499 13.3.4.1 Define the quality strategy Outlining the strategy for managing enterprise quality. Define and
formalize quality techniques and standards. Assign responsibilities
for achieving the required quality levels. Standardize the quality
maintenance procedure, tools and techniques, recording and
reporting, the timing of quality maintenance activities, and the roles
and responsibilities for the quality management team.
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals Establishing and effectively deploying the scope, targets, and goals
of EQMS. Define the role of EQMS through
nonconformance/corrective and preventive action, compliance/audit
management, risk management, failure mode and effects analysis,
and statistical process control. Implement EQMS into operational
activities. Define the goals and objectives that are to be achieved by
the EQMS.
17502 13.3.4.4 Develop and document EQMS policies, procedures, standards, Setting the process limits. Gather required information. Align with
and measures other documents and processes. Define the document structure.
17503 13.3.4.5 Assess the EQMS performance Benchmarking current performance in quality metrics that span
across the value chain. Identify gaps in performance as compared to
industry peers. Identify and implement complementary EQMS
capabilities. Enable a continuous improvement environment.
17504 13.3.4.6 Create environment and capability for EQMS improvement(s) Rewarding excellence in quality. Create and maintain quality
partnerships. Maintain talent capabilities and competencies.
Incorporate EQMS messaging into communication channels.
Transfer proven EQMS methods. Consider factors such as EQMS
reviews and gap assessments and the alignment and compatibility of
business processes and quality. Adopt Lean principles.
17505 13.3.4.6.1 Reward quality excellence Provisioning rewards for achieving quality excellence. Provide
monetary and nonmonetary rewards such as compensation,
vacations, gift cards, and reimbursements to employees in in
recognition of their services, efforts, and achievements in quality
excellence.
17506 13.3.4.6.2 Create and maintain quality partnerships Establishing and maintaining partnerships with third-party sources
to achieve quality excellence. Source and evaluate third-party
sources both public and private to ensure that the most effective and
efficient partnerships are formed.
17508 13.3.4.6.4 Incorporate EQMS messaging into communication channels Assimilating all the communication related to the EQMS into the
organization's already established communication channels.
17509 13.3.4.6.5 Assure independent EQMS management access to appropriate Ensuring EQMS access to the person in charge of the quality
authority in the organization management process. Establish who has the authority to manage the
EQMS. Ensure access of EQMS to only the person(s) in authority.
17510 13.3.4.6.6 Transfer proven EQMS methods Recording and transferring the best practices and proven methods
associated with enterprise quality management systems (EQMS)
that can be leveraged in improving the organization's framework.
Record proven methodologies and approaches with the objective of
communicating them for upgrading, refining, and enhancing the
organization's systems.
11074 13.4 Manage change Planning, designing, and implementing the change. Ensure
improvement in the change process.
11134 13.4.1 Plan for change Crafting a plan for implementing change to the organization's
multiple frameworks, systems, and functional areas. Chart a
schematic plan that gives the organization a foundation to shape its
change efforts.
11138 13.4.1.1 Select process improvement methodology Assessing and choosing methodologies to identify, analyze, and
improve existing processes within an organization to meet new
goals and objective. Assess the various methodologies available
such as process mapping, statistical process control, and simulation.
Choose the most appropriate and effective methodology.
11139 13.4.1.3 Assess readiness for change Determining the level of preparedness of the conditions, attitudes,
and resources at all levels in the organization needed for change to
happen successfully. Define scope of the proposed change. Select
the tools for a change readiness assessment.
11141 13.4.1.4 Identify change champion(s) Identifying people exhibit an extraordinary interest in the adoption,
implementation, and success of the change. Engage champions in
each division or team. Define the roles and responsibilities for the
change champions. Determine criteria for selecting change
champions. Provide training sessions to champions. Reward and
recognize champions.
11142 13.4.1.5 Form design team Preparing a design team for implementing change throughout the
organization.
11143 13.4.1.6 Define scope Defining the extent of the area or subject matter that the change
process deals with or to which it is relevant. Establish a set of tools,
processes, skills, and principles for managing the people side of
change to achieve the required outcomes of the change process.
11144 13.4.1.7 Understand current state Using graphical and statistical tools such as pareto diagrams,
process flow diagrams, cause-and-effect diagrams, check sheets,
histograms, run charts, and scatter diagrams.
11145 13.4.1.8 Define future state Determining the state or position that the organization wants to be in
after the implementation of the change. Gather necessary
information about the processes, structures, and cultures. Define
resource requirements.
11147 13.4.1.10 Assess cultural issues Evaluating the culture within the organization. Adopt a quantitative,
multidimensional measurement approach of an organization's
culture and the aspirations for it. Diagnose cultural activities,
enhance leadership sections. Integrate cultures.
20143 13.4.1.11 Identify impacted groups Recognizing the impact of threats to critical assets. Determine what
groups are impacted by this impact.
20144 13.4.1.12 Determine degree/extent of impact Evaluating the impact of threats to critical assets. Determine what
assets will be impacted by the change.
11148 13.4.1.13 Establish accountability for change management Identifying and assigning the people accountable for effective
change management. Hold managers accountable for ensuring
change happens systematically and rigorously. Ensure that certain
behaviors are rewarded or reprimanded accordingly.
11149 13.4.1.14 Identify barriers to change Recognizing the circumstances or obstacles that keep the
organization from progressing. Identify who and what are the
resources resisting change. Identify integration failures, threats by
competitive forces, and complexity failures.
11150 13.4.1.15 Determine change enablers Identifying the person(s) or thing(s)responsible for making the
change possible. Consider factors such as interdependence of
efforts, reward to the integrators, sharing of power and
responsibility, and employee understanding of why change is
essential.
11151 13.4.1.16 Identify resources and develop measures Recognizing the resource requirements, and developing measures
for change. Identify the financial, material, human, and
informational resources needed to successfully implement the
change. Develop programs, campaigns, etc. for establishing the
change within the organization.
11152 13.4.2.1 Assess connection to other initiatives Correlating the change initiative with the other initiatives. Create an
alignment between the goals and objectives of the change process
and that of the other initiatives.
11153 13.4.2.2 Develop change management plans Creating a detailed structure summary for the purposes of managing
the change. Demonstrate the reasons for the change. Define the type
and scope of change. Form a change management team. Create a
communication plan.
11154 13.4.2.3 Develop training plan Creating a detailed summary of all the actions relevant to teaching a
person a particular skill or type of behavior. Determine who will
deliver the training. Determine when and where the apprentice or
trainee needs to go to receive the structured component of the
training.
11155 13.4.2.4 Develop communication plan Developing a plan for imparting or exchanging information relevant
the to change. Define goals, objectives, and audience. Gather tools
for all communications.
20145 13.4.2.5 Assign change champion(s) Utilizing champions that have been trained to carry out needed
changes. Engage champions to communicate roles and
responsibilities for the change.
11156 13.4.2.6 Develop rewards/incentives plan Creating and designing the plan for rewarding the employees
exhibiting the desired behavior. Specify rewards in recognition of
service, effort, or achievement regarding the change, including
bonuses, compensation, stock options, profit sharing, vacations, and
flexible time.
11157 13.4.2.7 Establish change adoption metrics Establishing a system or standard of measurement for measuring the
adoption of the change. Consider activities such as the number of
people who have adopted the change, how quickly have they
adopted, number of unique adopters, and adopters by
teams/divisions.
11136 13.4.3 Implement change Effectuating the change within the desired impact areas of the
organization. Ensure adequate commitment from all corners of the
organization for the desired change. Create support structures.
Refashion all processes deemed necessary. Observe the progress.
11160 13.4.3.1 Create commitment for improvement/change Kindling an organization wide commitment for effectuating the
change. Effectively communicate the advantages of the desired
change. Personalize the pitch for change.
11161 13.4.3.2 Reengineer business processes and systems Restructuring, redesigning, repurposing, and/or retrofitting existing
business processes, activities, and frameworks in order to effectuate
the desired change. Review pertinent processes from the ground up
by starting with the desired result. (Build on Select a process
improvement methodology [11138] to create business processes that
perfectly fit with the road map for change.)
11162 13.4.3.3 Support transition to new roles or exit strategies for incumbents Supporting the transition of personnel to new roles and the dismissal
of any existing employees, necessitated for the desired change.
Create an on-boarding process for seamlessly transitioning
personnel to new roles. Offer orientation and training. Address any
concerns. Create a structured procedure for the discharge of
incumbents from their positions.
11163 13.4.3.4 Monitor change Monitoring activities in the change process in order to assess the
performance of individual agents and the process as a whole.
Oversee the implementation of activities needed for effectuating the
change. Track the pace, impact, enthusiasm, reaction, and feedback
over the change process.
11102 13.5.1.2 Define roles and accountability of core group versus operating Clearly determining the roles and responsibilities of all personnel
units involved in the management of the organization's corpus of
knowledge. Flesh out the roles and responsibilities of the KM core
group, as well as the operational staff involved in the upkeep of the
knowledge management program.
11103 13.5.1.3 Develop funding models Analyze the organization's current approach to funding. Learn from
the funding approaches of peer organizations. Evaluate the revenue
potential and costs of those short-list funding models. Select
funding models to implement.
11104 13.5.1.4 Identify links to key initiatives Identifying any links that exist between the strategy for knowledge
management and any other functional areas. Determine any
correlations that exist between the strategic road map for the
knowledge management and any other functional areas. Study each
function's/unit's attributes.
11105 13.5.1.5 Develop core KM methodologies Creating core knowledge management procedures and
methodologies. Initiate developing a strategy, planning, execution,
and improvement.
11106 13.5.1.6 Assess IT needs and engage IT function Determining the IT needs for developing the knowledge
management strategy, and collaborating with the IT function to
implement the strategy. Assess requirements for technologies such
as computer hardware, software, electronics, semiconductors,
internet, and telecommunications equipment in order to effectively
build and implement the strategy for knowledge management.
11108 13.5.1.8 Develop change management approaches Creating approaches for effectively administering the changes in
knowledge management. Design an approach that transforms
individuals, teams, and the organization to a desired future state
represented by the change.
11109 13.5.1.9 Develop strategic measures and indicators Establishing measures and indicators for evaluating the performance
of the knowledge management function. Define key performance
indicators such as the amount of knowledge assets created and
number of knowledge projects undertaken.
11096 13.5.2 Assess KM capabilities Assessing the maturity of the existing initiatives in knowledge
management, and evaluating existing KM approaches. Identify the
gaps and needs in order to enhance the existing KM approaches.
Develop and implement new KM approaches.
11110 13.5.2.1 Assess maturity of existing KM initiatives Evaluating if initiatives are effective or should be discarded. Design
a framework for assessing maturity, typically from Level 1
(undefined), Level 2 (repeatable), Level 3 (defined), and Level 4
(managed) through Level 5 (optimized).
11111 13.5.2.2 Evaluate existing KM approaches Evaluating existing procedures, policies, and guidelines for
knowledge management. Study and examine the organization's
approach against industry best practices by benchmarking,
competitive analysis, etc.
11112 13.5.2.3 Identify gaps and needs Assessing the KM approach evaluations in order to identify any
gaps or needs. Compare the performance of the KM approach
against the desired or expected performance, as well as against the
standard knowledge management industry approach.
11114 13.5.3.1 Develop new KM approaches Designing new policies, procedures, and guidelines to support
knowledge management.
11115 13.5.3.3 Implement new KM approaches Implementing new policies, procedures, and guidelines to support
knowledge management.
11075 13.6.1.1 Create enterprise measurement systems model Developing a model for organization's management systems.
Develop a high-level measurement system to track performance
across the enterprise or in specific functions or business units.
Determine which processes to measure, which measures to use, how
often to measure, and measurement targets. Review strategic
decisions about how to best measure an organization.
11076 13.6.1.2 Measure process efficiency Evaluating the efficiency of the organization's processes. Adapt
evaluation to the activities and business components being
measured. (Unlike process Measure staff productivity [11078],
process Measures outcomes [11076] [e.g., how much of X is
produced within X time period].) Measure a manufacturing process,
for example, according to number of units produced per FTE or
number of �high quality� units produced.
11077 13.6.1.3 Measure cost effectiveness Measuring the cost effectiveness of the organization's processes.
Track the return on investing in marketing campaigns, new
equipment, and process redefinition. Measure the cost per employee
or cost per cycle for a given process, function, or business unit.
11072 13.6.2 Benchmark performance Comparing organizational performance internally or externally with
other organizations.
11083 13.6.2.1 Conduct performance assessments Measuring, researching, and recording the performance of people,
processes, mechanisms, or other areas of the business that the
organization wants to benchmark or track.
11084 13.6.2.2 Develop benchmarking capabilities Improving an organization's ability to compare its performance
internally or externally, and maintaining benchmarking relationships
with other organizations. Train staff in benchmarking. Develop
technological solutions or other materials to aid benchmarking
efforts. Consult with external entities to gain knowledge or tools to
help benchmark.
11085 13.6.2.3 Conduct internal process and external competitive Benchmarking internal processes and against external competitors.
benchmarking
11087 13.6.2.4 Conduct gap analysis Examining performance against benchmarked organizations or
entities. Determine how much performance needs to change to meet
expectations. Reach strategic goals.
11088 13.6.2.5 Establish need for change Establishing a need for changing the performance of the
organization. Make use of the gap analysis results in order to define
the need for change.
10270 13.6.3.1 Establish appropriate performance indicators (metrics) Designing key measures that analyze and interpret how effectively
the business is achieving its objectives.
10271 13.6.3.2 Establish monitoring frequency Deciding on the appropriate amount of supervisions that are needed
to effectively assess the performance of business plans.
20148 13.6.3.3 Collect performance data Consolidating acquired metrics and trends. Provide data that can be
benchmarked against historical data.
10272 13.6.3.4 Calculate performance measures Measuring the performance of process planning. Quantify the
performance, record results of the performance tests, and report
them to the appropriate authority.
10273 13.6.3.5 Identify performance trends Recognizing the trends in performance. Carefully and strategically
assess the results in order to effectively spot the trends.
10274 13.6.3.6 Analyze performance against benchmark data Evaluating the gaps between achieved and benchmarked
performance. Analyze how performance differs from the optimal or
expected performance.
10275 13.6.3.7 Prepare reports Creating reports that systematically record and represent the
performance planning. Construct a detailed report specifying the
performance, and include indicators such as the performance gaps,
performance trends, and analysis.
10276 13.6.3.8 Develop performance improvement plan Using performance indicators to report, analyze, and create a
detailed performance improvement plan to bridge the performance
gaps.
11179 13.7 Manage environmental health and safety (EHS) Determining the impacts of environmental health and safety. Create
and implement the EHS program. Train and educate employees of
the EHS function. Oversee and manage the EHS program.
11180 13.7.1 Determine environmental health and safety impacts Determining the impact of EHS offering--and the procedures it
employs to process them--on the environment at large, as well as the
health and safety of employees. Evaluate the environmental impact
of the organization's products, services, and operations. Conduct
health, safety, and environmental audits.
11187 13.7.1.2 Conduct health and safety and environmental audits Conducting an inspection to verify that the organization adequately
complies with the environmental, health, and safety standards. Audit
procedures and records regarding responsibility for the
environment, health, and safety.
11181 13.7.2 Develop and execute functional EHS program Identify the requirements for regulation and shareholders. Assess
future risks and opportunities. Develop a policy for the EHS
program. Record and manage EHS program events.
11188 13.7.2.1 Identify regulatory and stakeholder requirements Determining any protocols or standards to comply with, set by
regulatory agencies or the organization's stakeholders. Closely
examine all standards and matters of compliance relating to the
environment, health, and safety.
11189 13.7.2.2 Assess future risks and opportunities Evaluating any risks and opportunities that might affect the
environmental, health, and safety of products/services. Leverage
techniques such as cost-benefit analysis, trend extrapolation,
systems analysis, social surveys, historical surveys, historical
analogy, Delphi, conferences, workshops, briefings, hearings,
advisory committees, moot courts, artistic judgment, on-site field
investigation, scaling techniques, and scenario creation.
11190 13.7.2.3 Create EHS policy Creating a plan for managing the environmental, health, and safety
impact of products/services. Establish minimum requirements for
the organization regarding the environment at large and the health
and safety of employees. Develop policies, written procedures, and
supporting tools to dictate how the organization will meet policy
requirements.
11182 13.7.3 Train and educate functional employees Conducting programs such as on-the-job training sessions, group
training workshops, and online training.
11192 13.7.3.1 Communicate EHS issues to stakeholders and provide support Reporting any issues or problems with EHS to the stakeholders.
This includes management, creditors, directors, employees,
government agencies, shareholders, suppliers, and unions. Provide
support to them.
11183 13.7.4 Monitor and manage functional EHS management program Managing the costs and benefits of EHS. Measure and report the
performance of EHS. Implement plans for emergency response and
pollution prevention. Provide EHS support.
11193 13.7.4.1 Manage EHS costs and benefits Administering the costs and benefits of EHS management program.
Evaluate program costs to ensure that the benefits of the program
always outweigh its costs.
11194 13.7.4.2 Measure and report EHS performance Using performance techniques and indicators. Utilize number of
audits or inspections performed, safety committee meetings, the
number and types of findings and observations, timely preventive
maintenance tasks performed, etc.
11196 13.7.4.3 Implement emergency response program Implementing a program for organizing, coordinating, and directing
available resources to respond to the event. Conduct a risk
assessment to identify potential emergency scenarios in order to
create a program that ensures that resources are on hand--or quickly
available--in case of emergencies.
11197 13.7.4.4 Implement pollution prevention program Implementing a program that reduces or eliminates the creation of
pollutants through increased efficiency in the use of raw materials,
energy, water, or other resources. Implement a program to inspect
facilities that store, manufacture, or use hazardous, toxic, or
polluting materials.
10004 3.0 Market and Sell Products and Services Process Efficiency 102289 Marketing, sales, and R&D FTEs as a percentage
of total business entity FTEs
10004 3.0 Market and Sell Products and Services Process Efficiency 101833 Percentage of active customers who transact via
an electronic marketplace
10004 3.0 Market and Sell Products and Services Process Efficiency 101918 Percentage of customer accounts set up for
electronic data interchange (EDI)
10004 3.0 Market and Sell Products and Services Process Efficiency 100511 Customer retention rate
10004 3.0 Market and Sell Products and Services Process Efficiency 104725 Net Promoter Score
10004 3.0 Market and Sell Products and Services Process Efficiency 104210 Value of sales order line items not fulfilled due to
stockouts per $1 million revenue
10004 3.0 Market and Sell Products and Services Process Efficiency 104485 Number of marketing FTEs per $1 billion
revenue
10004 3.0 Market and Sell Products and Services Process Efficiency 104486 Number of sales FTEs per $1 billion revenue
10004 3.0 Market and Sell Products and Services Supplemental 101831 Percentage of active customers that are profitable
Information
10004 3.0 Market and Sell Products and Services Supplemental 102288 Marketing FTEs as a percentage of total business
Information entity FTEs
10004 3.0 Market and Sell Products and Services Supplemental 104733 Percentage of customers targeted through
Information campaigns using the website channel
10004 3.0 Market and Sell Products and Services Supplemental 104734 Percentage of customers targeted through
Information campaigns using the mobile application channel
10004 3.0 Market and Sell Products and Services Supplemental 104735 Percentage of customers targeted through
Information campaigns using the search engine marketing
channel
10004 3.0 Market and Sell Products and Services Supplemental 104736 Percentage of customers targeted through
Information campaigns using the social media channel
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106404 Personnel cost to perform the process groups
"manage employee communications" and
"deliver employee communications" per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106405 Systems cost to perform the process groups
"manage employee communications" and
"deliver employee communications" per
$100,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106406 Overhead cost to perform the process groups
"manage employee communications" and
"deliver employee communications" per
$100,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106407 Other cost to perform the process groups
"manage employee communications" and
"deliver employee communications" per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106465 Overhead and other cost of the HR function per
function FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106466 Overhead and other cost of the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106467 Outsourced cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106459 Personnel cost to perform the HR function per
function FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106545 Selling, general, and administrative (SGA) costs
per business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100132 Personnel cost of temporary staff/contractor per
temporary staff/contractor
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100195 Average fully loaded salary for middle
management or specialists
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 100196 Average fully loaded salary for operational
workers or office staff
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103564 Total cost to perform the HR function per HR
function FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103566 Total cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103555 Total cost to perform the HR function per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104136 Personnel cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104164 Systems cost to perform the HR function per
$1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104041 Total cost to perform the HR function per
business entity FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104042 Internal cost to perform HR administration
activities per $1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104043 Internal cost to perform HR administration
activities per business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103486 Total budget for the HR function per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103487 Total budget for the HR function per business
entity FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103489 Total business entity personnel cost per $1,000
revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104132 Personnel cost for the business entity per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104133 Personnel cost to perform the HR function per
$1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104135 Personnel cost to perform the HR function per
business entity FTE
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104165 Systems cost to perform the HR function per
business entity employee
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 104721 Overhead and other cost of the HR function as a
percentage of total HR function cost
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105357 Total cost of the North American HR shared
services center as a percentage of revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105358 Total North American HR shared services center
cost per customer (employees + retirees)
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105399 North American HR shared service center in-
house cost per North American center
call/inquiry
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 105400 North American HR shared service center cost
per customer (employees + retirees) throughout
the shared service organization
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106028 Total cost to perform HR administration activities
per $1,000 revenue
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106029 Total cost to perform HR administration activities
per business entity employee
10007 7.0 Develop and Manage Human Capital Cycle Time 106030 Average speed to answer in seconds for your HR
service center
10007 7.0 Develop and Manage Human Capital Process Efficiency 106350 Senior management/executive satisfaction with
overall HR services
10007 7.0 Develop and Manage Human Capital Process Efficiency 106351 Middle management/specialist satisfaction with
overall HR services
10007 7.0 Develop and Manage Human Capital Process Efficiency 106352 Operational workers/office staff satisfaction with
overall HR services
10007 7.0 Develop and Manage Human Capital Process Efficiency 106037 First contact resolution rate for your HR service
center
10007 7.0 Develop and Manage Human Capital Process Efficiency 105354 Average speed to answer for North American HR
shared services center
10007 7.0 Develop and Manage Human Capital Process Efficiency 101272 Number of FTEs that perform the HR function
per $1 billion revenue
10007 7.0 Develop and Manage Human Capital Staff Productivity 105390 Number of Tier 1 HR shared service organization
employees per Tier 1 manager/supervisor
10007 7.0 Develop and Manage Human Capital Staff Productivity 105391 Tier 1 transaction volume per Tier 1 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105392 Tier 1 call/inquiry volume per Tier 1 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105393 Number of Tier 2 HR shared service organization
employees per Tier 2 manager/supervisor
10007 7.0 Develop and Manage Human Capital Staff Productivity 105394 Tier 2 transaction volume per Tier 2 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105395 Tier 2 call/inquiry volume per Tier 2 HR shared
service organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105359 Total company employees serviced per North
American HR shared services center
recruiting/staffing specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105361 Total hires handled per North American HR
shared services center recruiting/staffing
specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105362 Total company employees serviced per North
American HR shared services center workforce
administration specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105363 Total company employees serviced per North
American HR shared services center training
administration specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105364 Total company employees serviced per North
American HR shared services center leave of
absence administration specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105365 Total company employees serviced per North
American HR shared services center employee
relations specialist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105366 Self-service transaction volume per employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105367 Self-service inquiry per employee for Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105368 Self-service transaction volume per employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105369 Self-service inquiry per employee for Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105372 Self-service transaction volume per employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105373 Self-service inquiry per employee for Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105374 Self-service transaction volume per employee for
Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105375 Self-service inquiry per employee for Center 5
10007 7.0 Develop and Manage Human Capital Staff Productivity 105376 Self-service transaction volume per employee for
Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105377 Self-service inquiry per employee for Center 6
10007 7.0 Develop and Manage Human Capital Staff Productivity 105378 Self-service transaction volume per employee for
Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105379 Self-service inquiry per employee for Center 7
10007 7.0 Develop and Manage Human Capital Staff Productivity 105380 Total company employees serviced per HR
shared services center HR business partner
headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105381 Total company employees serviced per HR
shared services center HR generalist headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105382 Total company employees serviced per HR
shared services center HR administrator
headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105383 Total company employees serviced per HR
shared services center field HR headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105387 Number of retirees served per HR shared service
organization employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105273 Number of transactions per Center 1 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105274 Number of calls/inquiries per Center 1 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105275 Number of employees served per Center 1
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105276 Number of retirees served per Center 1 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105277 Number of transactions per Center 2 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105278 Number of calls/inquiries per Center 2 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105279 Number of employees served per Center 2
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105280 Number of retirees served per Center 2 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105281 Number of transactions per Center 3 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105282 Number of calls/inquiries per Center 3 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105283 Number of employees served per Center 3
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105285 Number of transactions per Center 4 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105286 Number of calls/inquiries per Center 4 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105287 Number of employees served per Center 4
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105288 Number of retirees served per Center 4 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105289 Number of transactions per Center 5 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105290 Number of calls/inquiries per Center 5 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105291 Number of employees served per Center 5
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105292 Number of retirees served per Center 5 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105293 Number of transactions per Center 6 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105294 Number of calls/inquiries per Center 6 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105295 Number of employees served per Center 6
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105296 Number of retirees served per Center 6 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105297 Number of transactions per Center 7 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105298 Number of calls/inquiries per Center 7 employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105299 Number of employees served per Center 7
employee
10007 7.0 Develop and Manage Human Capital Staff Productivity 105301 Total company employees serviced per HR
shared services center tier 1 headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105302 Total company employees serviced per HR
shared services center tier 2 headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105303 Total customers (employees + retirees) served by
HR shared services center per total HR headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105304 Total company employees serviced per HR
shared services center HRIS headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105305 Total company employees serviced per HR
shared services center talent acquisition CoE
headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105306 Total company employees serviced per HR
shared services center talent management CoE
headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105307 Total company employees serviced per HR
shared services center compensation CoE
headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105308 Total company employees serviced per HR
shared services center benefits CoE headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105310 Total company employees serviced per HR
shared services center continuous improvement
headcount
10007 7.0 Develop and Manage Human Capital Staff Productivity 105311 Tier 1 employees per Tier 1 manager/supervisors
for Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105312 Transaction volume per Tier 1 employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105313 Call/inquiry volume per Tier 1 employee for
Center 1
10007 7.0 Develop and Manage Human Capital Staff Productivity 105314 Tier 1 employees per Tier 1 manager/supervisors
for Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105315 Transaction volume per Tier 1 employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105316 Call/inquiry volume per Tier 1 employee for
Center 2
10007 7.0 Develop and Manage Human Capital Staff Productivity 105317 Tier 1 employees per Tier 1 manager/supervisors
for Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105318 Transaction volume per Tier 1 employee for
Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105319 Call/inquiry volume per Tier 1 employee for
Center 3
10007 7.0 Develop and Manage Human Capital Staff Productivity 105320 Tier 1 employees per Tier 1 manager/supervisors
for Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105321 Transaction volume per Tier 1 employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 105322 Call/inquiry volume per Tier 1 employee for
Center 4
10007 7.0 Develop and Manage Human Capital Staff Productivity 106033 Total company employees per recruiting/staffing
specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106034 Total company employees per training
administration specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106035 Total number of job requisitions handled per
recruiting/staffing specialist
10007 7.0 Develop and Manage Human Capital Staff Productivity 106038 Employee satisfaction index
10007 7.0 Develop and Manage Human Capital Staff Productivity 100943 Number of business entity employees per HR
function FTE
10007 7.0 Develop and Manage Human Capital Staff Productivity 101416 Number of senior management/executive
employees per HR function FTE
10007 7.0 Develop and Manage Human Capital Staff Productivity 101335 Number of middle management/specialists
employees per HR function FTE
10007 7.0 Develop and Manage Human Capital Staff Productivity 100487 Number of business entity employees per FTE in
HR administration
10007 7.0 Develop and Manage Human Capital Staff Productivity 101368 Number of operational workers/office staff
employees per HR function FTE
10007 7.0 Develop and Manage Human Capital Supplemental 101963 Percentage of business entity employees who are
Information 60 years old or greater
10007 7.0 Develop and Manage Human Capital Supplemental 101965 Percentage of business entity employees who are
Information at least 30 but less than 35 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101966 Percentage of business entity employees who are
Information at least 35 but less than 40 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101967 Percentage of business entity employees who are
Information at least 40 but less than 45 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101968 Percentage of business entity employees who are
Information at least 45 but less than 50 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101969 Percentage of business entity employees who are
Information at least 50 but less than 55 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101970 Percentage of business entity employees who are
Information at least 55 but less than 60 years old
10007 7.0 Develop and Manage Human Capital Supplemental 101971 Percentage of business entity employees who are
Information less than 25 years old
10007 7.0 Develop and Manage Human Capital Supplemental 103176 Senior management/executives as a percentage of
Information total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 104114 Personnel cost for middle management or
Information specialist as a percentage of total business entity
personnel cost
10007 7.0 Develop and Manage Human Capital Supplemental 102618 Percentage of senior management/executives that
Information are female
10007 7.0 Develop and Manage Human Capital Supplemental 100028 Other cost to perform the HR function as a
Information percentage of the total cost to perform the
function
10007 7.0 Develop and Manage Human Capital Supplemental 100043 Outsourced cost to perform the HR function as a
Information percentage of total HR function cost
10007 7.0 Develop and Manage Human Capital Supplemental 100045 Overhead cost to perform the HR function as a
Information percentage of the total cost to perform the
function
10007 7.0 Develop and Manage Human Capital Supplemental 100060 Personnel cost to perform the HR function as a
Information percentage of total HR function cost
10007 7.0 Develop and Manage Human Capital Supplemental 101441 Operational workers/office staff as a percentage
Information of total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 100861 Middle management/specialists as a percentage
Information of total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 102301 Percentage of middle management/specialists that
Information are female
10007 7.0 Develop and Manage Human Capital Supplemental 102330 Percentage of operational workers/office staff
Information that are female
10007 7.0 Develop and Manage Human Capital Supplemental 102081 Percentage of FTEs who perform the HR function
Information that do not directly report to the HR organization
10007 7.0 Develop and Manage Human Capital Supplemental 101873 Percentage of business entity employees with 15
Information years of tenure or more
10007 7.0 Develop and Manage Human Capital Supplemental 101875 Percentage of business entity employees with 25
Information years or more of tenure
10007 7.0 Develop and Manage Human Capital Supplemental 101876 Percentage of business entity employees with less
Information than 1 year of tenure
10007 7.0 Develop and Manage Human Capital Supplemental 101877 Percentage of business entity employees with less
Information than 5 years of tenure
10007 7.0 Develop and Manage Human Capital Supplemental 104562 Percentage of total employees who are remote
Information employees
10007 7.0 Develop and Manage Human Capital Supplemental 105353 HR service center employee turnover for North
Information American shared services center
10007 7.0 Develop and Manage Human Capital Supplemental 105388 Self-service transaction volume per HR shared
Information service organization employee
10007 7.0 Develop and Manage Human Capital Supplemental 105389 Self-service inquiry volume per HR shared
Information service organization employee
10007 7.0 Develop and Manage Human Capital Supplemental 105356 Portal hits per 1,000 employees for North
Information American HR shared services center
10007 7.0 Develop and Manage Human Capital Supplemental 106039 Employees who perform the function "develop
Information and manage human capital" as a percentage of
total business entity employees
10007 7.0 Develop and Manage Human Capital Supplemental 106036 Total number of HR service center portal hits per
Information 1,000 company employees
10017 1.1.1 Assess the external environment Supplemental 101747 Percentage of your organization's revenue growth
Information over the past three years due to acquisitions
10018 1.1.2 Survey market and determine customer needs and Process Efficiency 106127 Actual Open-to-buy retail inventory as a
wants percentage of planned retail inventory
10061 2.1.1 Manage product and service portfolio Supplemental 105242 Growth or decline of the count of active finished
Information products/SKUs over the past three years
10061 2.1.1 Manage product and service portfolio Supplemental 105243 Growth or decline of the count of active raw
Information products/SKUs over the past three years
10062 2.3 Develop products and services Cost Effectiveness 105507 Total cost to perform the process group "develop
products and services" per product/service project
10062 2.3 Develop products and services Cost Effectiveness 105531 Average project cost of new product/service
developments from the start and finish of the
process group "develop products and services"
10062 2.3 Develop products and services Cost Effectiveness 105529 Average project cost of existing product/service
improvements and extensions from the start and
finish of the process group "develop products and
services"
10062 2.3 Develop products and services Cost Effectiveness 103924 Total cost to support product manufacturing or
service delivery per project that exits or
completes the test market products/services phase
10062 2.3 Develop products and services Cycle Time 105530 Cycle time in days for new product/service
development projects from the start of the
process "design and prototype products and
services" to the end of the process "test market
for new or revised products and services"
10062 2.3 Develop products and services Cycle Time 105528 Cycle time in days for existing product/service
improvement and extension projects from the
start of the process "design and prototype
products and services" to the end of the process
"test market for new or revised products and
services"
10062 2.3 Develop products and services Process Efficiency 105504 Number of FTEs (including external) that
perform the process group "develop products and
services" per $1 billion revenue
10062 2.3 Develop products and services Process Efficiency 103120 Ratio of projects that enter the test market
products/services phase to projects that exit or
complete the test market products/services phase
10062 2.3 Develop products and services Staff Productivity 105508 Number of product/service projects per FTE
(including external) that performs the process
group "develop products and services"
10063 2.1.1.1 Evaluate performance of existing Supplemental 105762 Market opportunity for the telecommunications
products/services against market opportunities Information business entity in US Dollars
10065 2.2.1 Perform discovery research Supplemental 105240 Percentage of products that are based on common
Information development platforms
10065 2.2.1 Perform discovery research Supplemental 105241 Percentage of parts that are common across major
Information product lines
10067 2.1.2 Manage product and service life cycle Cycle Time 105216 Average lead time in months between subsequent
product generations for primary products
10081 2.3.2 Test market for new or revised products and Cost Effectiveness 103926 Total cost of the phase 'test market for new or
services revised products and services' per $1,000 revenue
10081 2.3.2 Test market for new or revised products and Cost Effectiveness 101631 Outsourced cost of the phase 'test market for new
services or revised products and services' per $1,000
revenue
10081 2.3.2 Test market for new or revised products and Cost Effectiveness 101517 Other cost to support product manufacturing or
services service delivery per project that exits or
completes the test market products/services phase
10081 2.3.2 Test market for new or revised products and Cost Effectiveness 101519 Other cost of the phase 'test market for new or
services revised products and services' per $1,000 revenue
10081 2.3.2 Test market for new or revised products and Cost Effectiveness 101521 Other cost to test market products/services per
services project that exits or completes the test market
products/services phase
10081 2.3.2 Test market for new or revised products and Cost Effectiveness 101720 Overhead cost to support product manufacturing
services or service delivery per project that exits or
completes the test market products/services phase
10081 2.3.2 Test market for new or revised products and Cost Effectiveness 103042 Personnel cost of the phase 'test market for new
services or revised products and services' per $1,000
revenue
10081 2.3.2 Test market for new or revised products and Cost Effectiveness 103044 Personnel cost to test market products/services
services per project that exits or completes the test market
products/services phase
10081 2.3.2 Test market for new or revised products and Cost Effectiveness 103370 Systems cost of the phase 'test market for new or
services revised products and services' per $100,000
revenue
10081 2.3.2 Test market for new or revised products and Cost Effectiveness 103372 Systems cost to test market products/services per
services projects that exits or completes the test market
products/services phase
10081 2.3.2 Test market for new or revised products and Process Efficiency 101150 Number of FTEs for the phase 'test market for
services new or revised products and services' per $1
billion revenue
10101 3.1 Understand markets, customers, and capabilities Supplemental 104740 Percentage of customers using your business
Information entity's website for information gathering on your
business entity's products/services
10101 3.1 Understand markets, customers, and capabilities Supplemental 104741 Percentage of customers using social media for
Information information gathering on your business entity's
products/services
10102 3.2 Develop marketing strategy Process Efficiency 100479 Customer wallet share
10102 3.2 Develop marketing strategy Process Efficiency 100480 Market share
10102 3.2 Develop marketing strategy Process Efficiency 100810 Key customer growth
10102 3.2 Develop marketing strategy Process Efficiency 100813 Key customer profitability
10102 3.2 Develop marketing strategy Process Efficiency 100816 Key customer retention rate
10102 3.2 Develop marketing strategy Process Efficiency 101928 Percentage of customers who can name brand in
unaided recall test
10102 3.2 Develop marketing strategy Process Efficiency 101929 Percentage of customers who would recommend
product/service to family/friends
10102 3.2 Develop marketing strategy Process Efficiency 101660 Relative change in brand performance over the
past three years
10102 3.2 Develop marketing strategy Process Efficiency 102525 Percentage of revenue attributed to customers
who made first purchase of the brand
10103 3.4 Develop trade customer sales strategy Cost Effectiveness 100027 Budget for sales as a percentage of revenue
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104752 Average return on investment on mobile
application channel marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104753 Average return on investment on search engine
marketing channel marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104754 Average return on investment on social media
marketing channel marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104755 Average return on investment on traditional face-
to-face channel marketing/sales campaigns
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104756 Average return on investment on indirect
marketing (billboards, print, broadcasting
(radio/TV)) channel marketing/sales campaigns
10129 3.4.1 Develop sales forecast Process Efficiency 104838 Average monthly national/global forecast error
measured by the mean absolute percentage error
(MAPE)
10132 3.4.5 Establish sales goals and measures Process Efficiency 106120 Like for Like (LFL) retail sales growth
10133 3.4.7 Establish customer management measures Cycle Time 106147 Average time in minutes from queue to till in
brick-and-mortar retail stores
10148 3.3.1 Establish goals, objectives, and metrics for Cycle Time 106131 Average time in minutes a user spends on the
products/services by channel/segment retail website
10148 3.3.1 Establish goals, objectives, and metrics for Process Efficiency 106137 Click through rate for the retail website
products/services by channel/segment
10148 3.3.1 Establish goals, objectives, and metrics for Process Efficiency 106132 Retail website bounce rate
products/services by channel/segment
10148 3.3.1 Establish goals, objectives, and metrics for Process Efficiency 106130 Number of unique visits to the retail website per
products/services by channel/segment $1 billion revenue
10149 3.3.2 Establish marketing budgets Cost Effectiveness 100025 Budget for marketing as a percentage of revenue
10149 3.3.2 Establish marketing budgets Cost Effectiveness 100859 Marketing budget per marketing FTE
10149 3.3.2 Establish marketing budgets Supplemental 105825 Percentage of total annual marketing budget that
Information is personnel related (compensation and benefits)
10149 3.3.2 Establish marketing budgets Supplemental 105826 Percentage of total annual marketing budget that
Information is not related to personnel (compensation and
benefits)
10149 3.3.2 Establish marketing budgets Supplemental 105833 Percentage of total annual marketing budget
Information allocated to digital marketing - mobile marketing
other than apps (e.g., text/multimedia messages)
10149 3.3.2 Establish marketing budgets Supplemental 105834 Percentage of total annual marketing budget
Information allocated to digital marketing - email marketing
10149 3.3.2 Establish marketing budgets Supplemental 105835 Percentage of total annual marketing budget
Information allocated to digital marketing - social media
engagement
10149 3.3.2 Establish marketing budgets Supplemental 105836 Percentage of total annual marketing budget
Information allocated to digital marketing - other
10149 3.3.2 Establish marketing budgets Supplemental 105837 Percentage of total annual marketing budget
Information allocated to non-digital content creation
10153 3.3.7 Track customer management measures Supplemental 105791 Telecommunications customer churn rate
Information
10153 3.3.7 Track customer management measures Supplemental 104631 Percentage of business entity's growth in
Information revenues from the top twenty percent of
customers
10182 3.5.1 Manage leads/opportunities Process Efficiency 105811 Cart abandonment rate for telecommunications
10183 3.5.2 Manage customers and accounts Supplemental 105801 Percentage of inbound contacts that are consumer
Information to business (C2B) for telecommunications
10183 3.5.2 Manage customers and accounts Supplemental 105820 Customer retention rate for customers attempting
Information service cancellation
10183 3.5.2 Manage customers and accounts Supplemental 105821 Percentage of customers opting out of receiving
Information marketing messages from the organization
10183 3.5.2 Manage customers and accounts Supplemental 106347 Number of subscribers (end users) per
Information telecommunications accounts
10183 3.5.2 Manage customers and accounts Supplemental 104763 Percentage of active customers who are repeat
Information customers
10184 3.5.1.8 Manage customer sales calls Process Efficiency 106133 E-commerce sales conversion rate for the retail
website
10184 3.5.1.8 Manage customer sales calls Process Efficiency 102456 Percentage of qualified leads where the sale is
closed
10184 3.5.1.8 Manage customer sales calls Process Efficiency 102339 Percentage of order inquiry contacts received
through new (such as digital/electric) channels
10184 3.5.1.8 Manage customer sales calls Supplemental 104764 Percentage of annual net sales revenue
Information attributable to repeat customers
10185 3.5.4 Manage sales orders Cost Effectiveness 101535 Outsourced cost of the customer order
management function as a percentage of the total
cost of the function
10185 3.5.4 Manage sales orders Cost Effectiveness 101550 Outsourced cost to perform the process "manage
sales orders" per $1,000 revenue
10185 3.5.4 Manage sales orders Cost Effectiveness 100126 Average cost per sales order for orders received
through new channels
10185 3.5.4 Manage sales orders Cost Effectiveness 100129 Average cost per sales order for orders received
through traditional channels
10185 3.5.4 Manage sales orders Cost Effectiveness 100134 Average cost to resolve a service-after-sales
request for contact centers or similar remote
assistance channel
10185 3.5.4 Manage sales orders Cost Effectiveness 100136 Average cost to resolve a service-after-sales
request for the customer self-service channel
10185 3.5.4 Manage sales orders Cost Effectiveness 100138 Average cost to resolve a service-after-sales
request for on-site visits
10185 3.5.4 Manage sales orders Cost Effectiveness 101460 Other cost of the customer order management
function as a percentage of the total cost of the
function
10185 3.5.4 Manage sales orders Cost Effectiveness 101485 Other cost to perform the process "manage sales
orders" per $1,000 revenue
10185 3.5.4 Manage sales orders Cost Effectiveness 101623 Outsourced cost to perform the process "manage
sales orders" as a percentage of the total cost to
perform the process
10185 3.5.4 Manage sales orders Cost Effectiveness 103498 Total cost to perform the processes "manage sales
orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact
10185 3.5.4 Manage sales orders Cost Effectiveness 101726 Overhead cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact
10185 3.5.4 Manage sales orders Cost Effectiveness 101661 Overhead cost of the customer order management
function as a percentage of the total cost of the
function
10185 3.5.4 Manage sales orders Cost Effectiveness 102948 Personnel cost to perform the process "manage
sales orders" per process FTE
10185 3.5.4 Manage sales orders Cost Effectiveness 102853 Personnel cost of the customer order management
function as a percentage of the total cost of the
function
10185 3.5.4 Manage sales orders Cost Effectiveness 102914 Personnel cost to perform the process "manage
sales orders" per $1,000 revenue
10185 3.5.4 Manage sales orders Cost Effectiveness 102947 Personnel cost to perform the process "manage
sales orders" as a percentage of the total cost to
perform the process
10185 3.5.4 Manage sales orders Cost Effectiveness 103988 Total cost to perform the process "manage sales
orders" per sales order line item
10185 3.5.4 Manage sales orders Cost Effectiveness 103520 Total cost to perform the customer order
management function per $1,000 revenue
10185 3.5.4 Manage sales orders Cost Effectiveness 103523 Total cost of the customer order management
function per function FTE
10185 3.5.4 Manage sales orders Cost Effectiveness 103532 Total cost of the customer order management
function per sales order line item
10185 3.5.4 Manage sales orders Cost Effectiveness 103656 Total cost to perform the process "manage sales
orders" per process FTE
10185 3.5.4 Manage sales orders Cost Effectiveness 103660 Total cost to perform the process "manage sales
orders" per $1,000 revenue
10185 3.5.4 Manage sales orders Cost Effectiveness 103664 Total cost to perform the process "manage sales
orders" per sales order placed
10185 3.5.4 Manage sales orders Cost Effectiveness 105608 Annual personnel cost savings through sales
order processing automation for the process
"manage sales orders" per $1 billion revenue
10185 3.5.4 Manage sales orders Cost Effectiveness 105609 Total cost to perform the process "manage sales
orders" as percentage of selling, general, and
administration costs
10185 3.5.4 Manage sales orders Cycle Time 100170 Cycle time in hours from the time a sales order is
received until the time manufacturing/logistics is
notified
10185 3.5.4 Manage sales orders Cycle Time 105605 Cycle time in hours before automation from the
time a sales order is received until the time
manufacturing/logistics is notified
10185 3.5.4 Manage sales orders Cycle Time 105606 Cycle time in hours after automation from the
time a sales order is received until the time
manufacturing/logistics is notified
10185 3.5.4 Manage sales orders Cycle Time 100509 Cycle time in hours from receipt of customer
order to completing order preparation
10185 3.5.4 Manage sales orders Process Efficiency 100731 First contact resolution rate for inquiries on
existing orders and service-after-sales requests
10185 3.5.4 Manage sales orders Process Efficiency 101014 Number of FTEs that perform the process
"manage sales orders" per $1 billion revenue
10185 3.5.4 Manage sales orders Process Efficiency 100976 Number of FTEs that perform the customer order
management function per $1 billion revenue
10185 3.5.4 Manage sales orders Process Efficiency 102588 Percentage of sales orders requiring no human
intervention to create, modify, or fulfill
10185 3.5.4 Manage sales orders Process Efficiency 102552 Percentage of sales order line items delivered on
time
10185 3.5.4 Manage sales orders Process Efficiency 102560 Percentage of sales order line items requiring no
human intervention to create, modify, or fulfill
10185 3.5.4 Manage sales orders Process Efficiency 102563 Percentage of sales orders transacted via a portal
10185 3.5.4 Manage sales orders Process Efficiency 102566 Percentage of sales orders received through new
(such as digital/electronic) channels
10185 3.5.4 Manage sales orders Process Efficiency 102743 Percentage of sales order line items placed
through EDI
10185 3.5.4 Manage sales orders Process Efficiency 101799 Number of FTEs who perform order entry/order
processing as a percentage of total FTEs for the
"manage sales orders" process
10185 3.5.4 Manage sales orders Process Efficiency 101800 Number of FTEs who perform order inquiry as a
percentage of total FTEs for the "manage sales
orders" process
10185 3.5.4 Manage sales orders Process Efficiency 106021 Percentage of sales order line items placed over
the internet
10185 3.5.4 Manage sales orders Process Efficiency 106022 Percentage of sales order line items placed
through WAP
10185 3.5.4 Manage sales orders Process Efficiency 106024 Percentage of sales order line items placed
through e-mail
10185 3.5.4 Manage sales orders Process Efficiency 106025 Percentage of sales order line items placed
through fax and mail
10185 3.5.4 Manage sales orders Process Efficiency 106026 Percentage of sales order line items placed
through telephone
10185 3.5.4 Manage sales orders Process Efficiency 106027 Percentage of sales order line items placed
through other methods
10185 3.5.4 Manage sales orders Process Efficiency 105189 Percentage of sales orders received through non-
digital channels (such as face-to-face, phone
calls, fax, post)
10185 3.5.4 Manage sales orders Process Efficiency 104640 Cross-sell/up-sell close rate
10185 3.5.4 Manage sales orders Process Efficiency 104195 Value of sales order line items not fulfilled due to
production capacity or stockouts as a percentage
of revenue
10185 3.5.4 Manage sales orders Process Efficiency 102827 Percentage of sales orders delivered on time
(three reporting periods prior)
10185 3.5.4 Manage sales orders Staff Productivity 101404 Number of sales order line items per FTE that
performs the process "manage sales orders"
10185 3.5.4 Manage sales orders Staff Productivity 101410 Number of sales orders per FTE that performs the
process "manage sales orders"
10185 3.5.4 Manage sales orders Staff Productivity 102529 Percentage of sales force that made their
quotas/targets in the last 12-month reporting
period
10185 3.5.4 Manage sales orders Supplemental 102533 Percentage of sales order line items changed after
Information initial order placement through electronic data
interchange (EDI)
10185 3.5.4 Manage sales orders Supplemental 102535 Percentage of sales order line items changed after
Information initial order placement through e-mail
10185 3.5.4 Manage sales orders Supplemental 102537 Percentage of sales order line items changed after
Information initial order placement through fax and mail
10185 3.5.4 Manage sales orders Supplemental 102539 Percentage of sales order line items changed after
Information initial order placement through other methods
10185 3.5.4 Manage sales orders Supplemental 102541 Percentage of sales order line items changed after
Information initial order placement through telephone
10185 3.5.4 Manage sales orders Supplemental 102545 Percentage of sales order line items changed after
Information initial order placement through WAP
10185 3.5.4 Manage sales orders Supplemental 104153 Total revenue per sales order
Information
10185 3.5.4 Manage sales orders Supplemental 102568 Percentage of sales orders changed by the
Information customer after the initial order placement
10185 3.5.4 Manage sales orders Supplemental 104745 Percentage of total annual sales revenue
Information attributable to sales completed on your business
entity's website
10185 3.5.4 Manage sales orders Supplemental 104746 Percentage of total annual sales revenue
Information attributable to sales completed on social media
10185 3.5.4 Manage sales orders Supplemental 104747 Percentage of total annual sales revenue
Information attributable to sales completed on mobile
applications
10185 3.5.4 Manage sales orders Supplemental 104748 Percentage of total annual sales revenue
Information attributable to sales completed through traditional
face-to-face channels
10185 3.5.4 Manage sales orders Supplemental 104749 Percentage of total annual sales revenue
Information attributable to sales completed through human-
assisted channels other than face-to-face contact
10185 3.5.4 Manage sales orders Supplemental 104750 Percentage of total annual sales revenue
Information attributable to sales completed through digital
channels other than social media, website, or
mobile applications
10185 3.5.4 Manage sales orders Supplemental 102708 Percentage of total sales order line items not
Information fulfilled due to lack of production
capacity/stockouts
10185 3.5.4 Manage sales orders Supplemental 102712 Percentage of sales orders not fulfilled due to
Information lack of production capacity/stockouts
10185 3.5.4 Manage sales orders Supplemental 100772 Percentage of revenue attributed to indirect
Information sources three reporting periods ago
10185 3.5.4 Manage sales orders Supplemental 100773 Percentage of revenue attributed to indirect
Information sources for the current period
10185 3.5.4 Manage sales orders Supplemental 101698 Overhead cost to perform the process "manage
Information sales orders" as a percentage of total process cost
10185 3.5.4 Manage sales orders Supplemental 101495 Other cost to perform the process "manage sales
Information orders" as a percentage of total process cost
10185 3.5.4 Manage sales orders Supplemental 102008 Percentage of finance function FTEs allocated to
Information the process "manage sales orders"
10185 3.5.4 Manage sales orders Supplemental 100675 Percentage of revenue attributed to direct sources
Information for the current period
10185 3.5.4 Manage sales orders Supplemental 100676 Percentage of revenue attributed to direct sources
Information three reporting periods ago
10185 3.5.4 Manage sales orders Supplemental 100685 Percentage of revenue attributed to e-commerce
Information for the current period
10185 3.5.4 Manage sales orders Supplemental 100686 Percentage of revenue attributed to e-commerce
Information three reporting periods ago
10185 3.5.4 Manage sales orders Supplemental 104803 Systems cost of the process "Manage sales
Information orders" as a percentage of total process cost
10185 3.5.4 Manage sales orders Supplemental 104804 Overhead and other cost to perform the process
Information "manage sales orders" as a percentage of total
process cost
10185 3.5.4 Manage sales orders Supplemental 104805 Outsourced cost of the process "Manage sales
Information orders" as a percentage of total process cost
10185 3.5.4 Manage sales orders Supplemental 104352 Percentage of sales order line items changed by
Information the customer following initial order entry
10185 3.5.4 Manage sales orders Supplemental 105607 Percentage effect of sales order processing
Information automation on overall profitability
10185 3.5.4 Manage sales orders Supplemental 106129 E-commerce sales as a percentage of retail sales
Information
10195 3.5.4.2 Collect and maintain account information Process Efficiency 105569 Percentage of customer accounts set up for
automatic cash application
10196 3.5.4.3 Determine availability Process Efficiency 106157 Retail on-shelf/in-stock availability rate
10197 3.5.4.4 Determine fulfillment process Cycle Time 105795 Average time in days to move a
telecommunications customer from acquisition to
activation
10198 3.5.4.5 Enter orders into system Supplemental 105246 Percentage of total annual revenue that is
Information generated from up-sell/cross-selling services
associated with product purchases
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 103477 Total cost of quality per $100,000 revenue
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104779 Percentage of the total cost of the supply chain
function allocated to the process group "Plan for
and align supply chain resources"
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104785 Total cost to perform the process group "plan for
and align supply chain resources" per $1,000
revenue
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104794 Total cost to perform the process group "Plan for
and align supply chain resources" per process
group FTE
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104795 Personnel cost to perform the process group
"Plan for and align supply chain resources" per
process group FTE
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104797 Systems cost to perform the process group "plan
for and align supply chain resources" per
$100,000 revenue
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 104799 Outsourced cost to perform the process group
"plan for and align supply chain resources" per
$1,000 revenue
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 100654 Demand/supply planning costs per $1,000
revenue
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 100788 Inventory carrying cost per $1,000 revenue
10215 4.1 Plan for and align supply chain resources Process Efficiency 104175 Forecast accuracy as a percentage of units
shipped
10215 4.1 Plan for and align supply chain resources Process Efficiency 104194 Forecast accuracy as a percentage of value
shipped
10215 4.1 Plan for and align supply chain resources Staff Productivity 104193 Value added productivity per employee
10215 4.1 Plan for and align supply chain resources Staff Productivity 104775 Number of products (SKUs) per FTE that
performs the process group "plan for and align
supply chain resources"
10215 4.1 Plan for and align supply chain resources Supplemental 100687 Employee retention rate
Information
10216 4.2 Procure materials and services Cost Effectiveness 106478 Total annual cost takeout savings obtained on
purchased goods and services
10216 4.2 Procure materials and services Cost Effectiveness 106479 Total annual cost avoidance savings obtained on
purchased goods and services
10216 4.2 Procure materials and services Cost Effectiveness 106492 Total annual personnel cost to perform the
procurement process group per $1,000 revenue
10216 4.2 Procure materials and services Cost Effectiveness 106493 Total annual systems cost to perform the
procurement process group per $100,000 revenue
10216 4.2 Procure materials and services Cost Effectiveness 106494 Total annual overhead cost to perform the
procurement process group per $1,000 revenue
10216 4.2 Procure materials and services Cost Effectiveness 106496 Total annual other cost to perform the
procurement process group per $1,000 revenue
10216 4.2 Procure materials and services Cost Effectiveness 106497 Total annual personnel cost to perform the
procurement process group per procurement
process group FTE
10216 4.2 Procure materials and services Cost Effectiveness 106498 Total annual systems cost to perform the
procurement process group per procurement
process group FTE
10216 4.2 Procure materials and services Cost Effectiveness 106499 Total annual overhead cost to perform the
procurement process group per procurement
process group FTE
10216 4.2 Procure materials and services Cost Effectiveness 106500 Total annual outsourced cost to perform the
procurement process group per procurement
process group FTE
10216 4.2 Procure materials and services Cost Effectiveness 106123 Annual percentage change in savings in Goods
Not For Resale (GNFR)
10216 4.2 Procure materials and services Cost Effectiveness 100475 Cost to source per $1,000 total revenue
10216 4.2 Procure materials and services Cost Effectiveness 103993 Total cost to perform the procurement process
group as a percentage of cost of goods sold
(COGS)
10216 4.2 Procure materials and services Cost Effectiveness 103994 Total cost to perform the process group "procure
materials and services" as a percentage of
revenue
10216 4.2 Procure materials and services Cost Effectiveness 103997 Total cost to perform the process group "procure
materials and services" per $1,000 revenue
10216 4.2 Procure materials and services Cost Effectiveness 103998 Total cost to perform the process group "procure
materials and services" per $1,000 purchases
10216 4.2 Procure materials and services Cost Effectiveness 104002 Total cost to perform the procurement process
group per process group FTE
10216 4.2 Procure materials and services Cost Effectiveness 104004 Total cost to perform the procurement process
group per purchase order
10216 4.2 Procure materials and services Cost Effectiveness 104789 Total cost to perform the process group "procure
materials and services" per $1 billion revenue
10216 4.2 Procure materials and services Cost Effectiveness 104780 Percentage of the total cost of the supply chain
function allocated to the process group "Procure
materials and services"
10216 4.2 Procure materials and services Cost Effectiveness 103387 Systems cost of the procurement process group as
a percentage of total cost of the process group
10216 4.2 Procure materials and services Cost Effectiveness 106015 Total cost to perform the process group "procure
materials and services" per business entity
employee
10216 4.2 Procure materials and services Cycle Time 100322 Average supplier lead time in days on purchased
materials
10216 4.2 Procure materials and services Cycle Time 105456 Average procure-to-pay cycle time in days for
goods
10216 4.2 Procure materials and services Cycle Time 105457 Average procure-to-pay cycle time in days for
services
10216 4.2 Procure materials and services Cycle Time 103188 Source Cycle Time
10216 4.2 Procure materials and services Process Efficiency 100385 Transaction amount per purchase order
10216 4.2 Procure materials and services Process Efficiency 101214 Number of FTEs that perform the process group
"procure materials and services" per $1 billion
purchases
10216 4.2 Procure materials and services Process Efficiency 101768 Percentage of total value of goods and services
purchased from top ten suppliers
10216 4.2 Procure materials and services Process Efficiency 102452 Percentage of purchase value transacted via a
private electronic marketplace
10216 4.2 Procure materials and services Process Efficiency 102454 Percentage of purchase value transacted via a
public electronic marketplace
10216 4.2 Procure materials and services Process Efficiency 102648 Percentage of supplier orders received by original
request date (on time)
10216 4.2 Procure materials and services Process Efficiency 101861 Percentage of purchase value from certified
vendors
10216 4.2 Procure materials and services Process Efficiency 102415 Percentage of purchase order line items received
complete
10216 4.2 Procure materials and services Process Efficiency 102419 Percentage of purchase order line items received
damage free
10216 4.2 Procure materials and services Process Efficiency 102422 Percentage of purchase order line items
transacted using e-procurement enabled catalogue
suppliers
10216 4.2 Procure materials and services Process Efficiency 102426 Percentage of purchase orders approved
electronically
10216 4.2 Procure materials and services Process Efficiency 102428 Percentage of purchase orders received complete
10216 4.2 Procure materials and services Process Efficiency 102430 Percentage of purchase orders received damage
free
10216 4.2 Procure materials and services Process Efficiency 106491 Manual transmission rate for indirect materials
and services purchase orders
10216 4.2 Procure materials and services Process Efficiency 106480 Net Promoter Score (NPS) of the procurement
function stakeholders
10216 4.2 Procure materials and services Process Efficiency 104251 Number of FTEs that perform the process group
"procure materials and services" per $1 billion
revenue
10216 4.2 Procure materials and services Process Efficiency 103199 Strategic suppliers as a percentage of all active
suppliers
10216 4.2 Procure materials and services Process Efficiency 102822 Percentage of total purchases procured via
maverick buying
10216 4.2 Procure materials and services Process Efficiency 104118 Number of active vendors in the master file per
$1 million purchases
10216 4.2 Procure materials and services Process Efficiency 102703 Percentage of total number of goods receipts
received without item and quantity verification
10216 4.2 Procure materials and services Process Efficiency 102705 Percentage of total number of items purchased
and received failing inspection (incoming
material quality)
10216 4.2 Procure materials and services Staff Productivity 104129 Number of purchase orders processed per FTE
that performs the process group "procure
materials and services"
10216 4.2 Procure materials and services Staff Productivity 104117 Number of active suppliers in vendor master file
per procurement process group FTE
10216 4.2 Procure materials and services Supplemental 102404 Percentage of procurement process group staff
Information with formal training in negotiations
10216 4.2 Procure materials and services Supplemental 102405 Percentage of procurement process group staff
Information with over three years of purchasing operations
experience
10216 4.2 Procure materials and services Supplemental 102406 Percentage of procurement process group staff
Information with over three years of strategic
sourcing/commodity management experience
10216 4.2 Procure materials and services Supplemental 101867 Percentage of value of purchased material that is
Information received from vendors that participate in vendor-
managed inventory programs
10216 4.2 Procure materials and services Supplemental 102432 Percentage of purchase requisition line items
Information allocated among the following request method:
electronic request direct to internal purchasing
department
10216 4.2 Procure materials and services Supplemental 102435 Percentage of purchase requisition line items
Information allocated among the following request method:
other
10216 4.2 Procure materials and services Supplemental 102438 Percentage of purchase requisition line items
Information allocated among the following request method:
paper
10216 4.2 Procure materials and services Supplemental 102447 Percentage of purchase requisition line items
Information allocated among the following request method:
electronic request direct to vendor
10216 4.2 Procure materials and services Supplemental 102424 Percentage of purchase order line items
Information transacted via a portal
10216 4.2 Procure materials and services Supplemental 100774 Indirect materials and services value as a
Information percentage of total value of purchases
10216 4.2 Procure materials and services Supplemental 100673 Direct materials and services value as a
Information percentage of total value of purchases
10216 4.2 Procure materials and services Supplemental 102716 Percentage of total value of materials and
Information services purchases included in total cost of
ownership model
10216 4.2 Procure materials and services Supplemental 102804 Percentage of value of supplier certified
Information purchased material
10216 4.2 Procure materials and services Supplemental 102746 Percentage of total value of purchases allocated
Information among the following purchase arrangement type:
other
10216 4.2 Procure materials and services Supplemental 102750 Percentage of total value of purchases allocated
Information among the following purchase arrangement type:
replenishment/vendor management inventor
10216 4.2 Procure materials and services Supplemental 102762 Percentage of total value of purchases allocated
Information among the following submission method: internet
10216 4.2 Procure materials and services Supplemental 102766 Percentage of total value of purchases allocated
Information among the following submission method: mail
10216 4.2 Procure materials and services Supplemental 102770 Percentage of total value of purchases allocated
Information among the following submission method:
telephone
10216 4.2 Procure materials and services Supplemental 102774 Percentage of total value of purchases allocated
Information among the following submission method:
wireless application protocol
10216 4.2 Procure materials and services Supplemental 102778 Percentage of total value of direct materials and
Information services purchased outside of country
10216 4.2 Procure materials and services Supplemental 102659 Percentage of the total value of purchases
Information allocated among the following purchase
arrangement type: procurement cards
10216 4.2 Procure materials and services Supplemental 102663 Percentage of the total value of purchases
Information allocated among the following purchase
arrangement type: individual purchase orders
10216 4.2 Procure materials and services Supplemental 102665 Percentage of the total value of purchases
Information allocated among the following purchase
arrangement type: blanket/contract orders
10216 4.2 Procure materials and services Supplemental 102669 Percentage of the total value of purchases
Information allocated among the following submission
method: other
10216 4.2 Procure materials and services Supplemental 105161 Number of items received by the business entity
Information per procurement process group FTE
10216 4.2 Procure materials and services Supplemental 104199 Value of materials and services per $1,000
Information revenue
10216 4.2 Procure materials and services Supplemental 104724 Ratio of purchases to revenue
Information
10216 4.2 Procure materials and services Supplemental 105166 Percentage of unique suppliers who are active
Information suppliers
10216 4.2 Procure materials and services Supplemental 104895 Percentage of spend that is processed by the
Information business entity’s EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
10216 4.2 Procure materials and services Supplemental 104896 Percentage of transactions that are processed by
Information the business entity’s EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
10216 4.2 Procure materials and services Supplemental 106483 Percentage of procurement costs allocated to
Information direct materials and services purchases
10216 4.2 Procure materials and services Supplemental 106484 Percentage of procurement costs allocated to
Information indirect materials and services purchases
10216 4.2 Procure materials and services Supplemental 106485 Total annual personnel cost to perform the
Information procurement process group as a percentage of the
total cost to perform the procurement process
group
10216 4.2 Procure materials and services Supplemental 106486 Total annual systems cost to perform the
Information procurement process group as a percentage of the
total cost to perform the procurement process
group
10216 4.2 Procure materials and services Supplemental 106487 Total annual overhead cost to perform the
Information procurement process group as a percentage of the
total cost to perform the procurement process
group
10216 4.2 Procure materials and services Supplemental 106488 Total annual outsourced cost to perform the
Information procurement process group as a percentage of the
total cost to perform the procurement process
group
10216 4.2 Procure materials and services Supplemental 106469 Typical achieved savings of the procurement
Information process group set to deliver on sourcing
events/projects
10216 4.2 Procure materials and services Supplemental 106470 Percentage of procurement process group FTEs
Information associated with direct materials and services
10216 4.2 Procure materials and services Supplemental 106471 Percentage of procurement process group FTEs
Information associated with indirect materials and services
10216 4.2 Procure materials and services Supplemental 106472 Percentage of purchase orders associated with
Information direct materials and services
10216 4.2 Procure materials and services Supplemental 106473 Percentage of purchase orders associated with
Information indirect materials and services
10217 4.3 Produce/Assemble/Test product Cost Effectiveness 106366 Total cost of manufacturing (without materials)
as a percentage of revenue
10217 4.3 Produce/Assemble/Test product Cost Effectiveness 105989 Total cost of manufacturing as a percentage of
revenue
10217 4.3 Produce/Assemble/Test product Cost Effectiveness 105247 Scrap and rework costs as a percentage of cost of
goods sold
10217 4.3 Produce/Assemble/Test product Cost Effectiveness 104786 Total cost to perform the process group
"produce/manufacture/deliver product" per
$1,000 revenue
10217 4.3 Produce/Assemble/Test product Cost Effectiveness 104790 Total cost to perform the process group
"produce/manufacture/deliver product" per $1
billion revenue
10217 4.3 Produce/Assemble/Test product Cost Effectiveness 104010 Total cost to manufacture per $1,000 revenue
10217 4.3 Produce/Assemble/Test product Cost Effectiveness 103169 Scrap and rework costs as a percentage of sales
10217 4.3 Produce/Assemble/Test product Cost Effectiveness 100851 Manufacturing controllable cost as a percentage
of revenue
10217 4.3 Produce/Assemble/Test product Cost Effectiveness 101735 Overhead costs as a percentage of cost of goods
sold
10217 4.3 Produce/Assemble/Test product Cycle Time 100690 Maximum elapsed time in hours to engineer,
select, and negotiate with suppliers and order
materials for customized configuration of non-
standard items (capability model engineer-to-
order only)
10217 4.3 Produce/Assemble/Test product Cycle Time 100697 Engineering change order (ECO) cycle time in
days
10217 4.3 Produce/Assemble/Test product Process Efficiency 104176 Unplanned machine downtime as a percentage of
scheduled run time
10217 4.3 Produce/Assemble/Test product Process Efficiency 105250 Value of plant shipments per manufacturing
employee
10217 4.3 Produce/Assemble/Test product Process Efficiency 102737 Percentage of total labor used in manufacturing
classified as direct labor
10217 4.3 Produce/Assemble/Test product Process Efficiency 103113 Costs of production material handling damage as
a percentage of total material costs
10217 4.3 Produce/Assemble/Test product Process Efficiency 100821 Turnover rate for manufacturing personnel
10217 4.3 Produce/Assemble/Test product Process Efficiency 101936 Percentage of defective parts per million
10217 4.3 Produce/Assemble/Test product Process Efficiency 100790 Inventory obsolescence as a percentage of total
inventory
10217 4.3 Produce/Assemble/Test product Process Efficiency 100668 Direct labor availability for manufacturing
10217 4.3 Produce/Assemble/Test product Staff Productivity 104202 Value of plant shipments per business entity
employee
10217 4.3 Produce/Assemble/Test product Staff Productivity 105248 Percentage of manufacturing workforce that has
completed Six Sigma training
10217 4.3 Produce/Assemble/Test product Supplemental 100860 Material costs as a percentage of cost of goods
Information sold
10217 4.3 Produce/Assemble/Test product Supplemental 100820 Labor costs as a percentage of cost of goods sold
Information
10217 4.3 Produce/Assemble/Test product Supplemental 105988 Percentage of total revenue from outsourced
Information manufacturing
10218 6.3.5 Service products Cost Effectiveness 100471 Cost to deliver per $1,000 total revenue
10218 6.3.5 Service products Cost Effectiveness 104791 Total cost to perform the process group "deliver
service to customer" per $1 billion revenue
10218 6.3.5 Service products Cost Effectiveness 104787 Total cost to perform the process group "deliver
service to customer" per $1,000 revenue
10218 6.3.5 Service products Cost Effectiveness 104782 Percentage of the total cost of the supply chain
function allocated to the process group "Deliver
service to customer"
10218 6.3.5 Service products Supplemental 104190 Upside Supply Chain Adaptability
Information
10218 6.3.5 Service products Supplemental 104191 Upside Supply Chain Flexibility
Information
10218 6.3.5 Service products Supplemental 100683 Downside Supply Chain Adaptability
Information
10219 4.4 Manage logistics and warehousing Cost Effectiveness 104792 Total cost to perform the process group "manage
logistics and warehousing" per $1 billion revenue
10219 4.4 Manage logistics and warehousing Cost Effectiveness 104793 Total cost to perform the process group "manage
logistics and warehousing" per sales order placed
10219 4.4 Manage logistics and warehousing Cost Effectiveness 104777 Total transportation cost per $1,000 revenue
10219 4.4 Manage logistics and warehousing Cost Effectiveness 104778 Percentage of the total cost of the supply chain
function allocated to transportation
10219 4.4 Manage logistics and warehousing Cost Effectiveness 105154 Total cost to perform the process group "manage
logistics and warehousing" as a percentage of the
cost of continuing operations
10219 4.4 Manage logistics and warehousing Cost Effectiveness 103505 Total cost to perform the process group "manage
logistics and warehousing" as a percentage of
costs of goods sold
10219 4.4 Manage logistics and warehousing Cost Effectiveness 103506 Total cost to perform the process group "manage
logistics and warehousing" per $1,000 revenue
10219 4.4 Manage logistics and warehousing Cost Effectiveness 103511 Total cost to perform the process group "manage
logistics and warehousing" per sales order
fulfilled
10219 4.4 Manage logistics and warehousing Cost Effectiveness 106502 Total cost to perform the process group "manage
logistics and warehousing" as a percentage of
revenue
10219 4.4 Manage logistics and warehousing Process Efficiency 106149 Percentage of online retail orders delivered
complete and on time
10219 4.4 Manage logistics and warehousing Process Efficiency 105251 Value of inventory shrinkage as a percentage of
cost of goods sold (COGS)
10219 4.4 Manage logistics and warehousing Process Efficiency 105541 Direct labor availability for logistics
10219 4.4 Manage logistics and warehousing Process Efficiency 103097 Number of SKUs for service/repair parts that
have zero sales as a percentage of the total
number of SKUs for service/repair parts
10219 4.4 Manage logistics and warehousing Process Efficiency 103099 Number of SKUs for typical products that have
zero sales as a percentage of the total number of
SKUs for typical products
10219 4.4 Manage logistics and warehousing Process Efficiency 103101 Number of SKUs for typical products that have
sales between 101 and 1,000 as a percentage of
the total number of SKUs for typical products
10219 4.4 Manage logistics and warehousing Process Efficiency 103103 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
10219 4.4 Manage logistics and warehousing Process Efficiency 103105 Number of SKUs for typical products that have
sales greater than 1,000 as a percentage of the
total number of SKUs for typical products
10219 4.4 Manage logistics and warehousing Process Efficiency 103107 Number of SKUs for service/repair parts that
have sales between 101 and 1,000 as a percentage
of the total number of SKUs for service/repair
parts
10219 4.4 Manage logistics and warehousing Process Efficiency 103109 Number of SKUs for service/repair parts that
have sales between 1 and 100 as a percentage of
the total number of SKUs for service/repair parts
10219 4.4 Manage logistics and warehousing Process Efficiency 100097 Turnover rate for logistics personnel
10219 4.4 Manage logistics and warehousing Process Efficiency 100422 Cost of damaged product as a percentage of sales
10219 4.4 Manage logistics and warehousing Process Efficiency 100706 Expedited costs as a percentage of total cost of
the logistics process group "manage logistics and
warehousing"
10219 4.4 Manage logistics and warehousing Process Efficiency 100756 Gross value of on-hand balance for typical
products that have sales or usage of 0 units as a
percentage of total gross typical parts inventory
value
10219 4.4 Manage logistics and warehousing Process Efficiency 100759 Gross value of on-hand balance for typical
products that have sales or usage between 101
and 1,000 units as a percentage of total gross
typical parts inventory value
10219 4.4 Manage logistics and warehousing Process Efficiency 100762 Gross value of on-hand balance for typical
products that have sales or usage between 1 and
100 units as a percentage of total gross typical
parts inventory value
10219 4.4 Manage logistics and warehousing Process Efficiency 100765 Gross value of on-hand balance for typical
products that have sales or usage of more than
1,000 units as a percentage of total gross typical
parts inventory value
10219 4.4 Manage logistics and warehousing Process Efficiency 101741 Perfect order performance
10219 4.4 Manage logistics and warehousing Process Efficiency 101940 Direct labor as a percentage of total labor used in
the process group "manage logistics and
warehousing"
10219 4.4 Manage logistics and warehousing Process Efficiency 101878 Percentage of business entity's total number of
expedited orders caused by: documentation errors
10219 4.4 Manage logistics and warehousing Process Efficiency 101880 Percentage of annual expedited orders resulting
from inaccurate demand forecasts
10219 4.4 Manage logistics and warehousing Process Efficiency 101882 Percentage of annual expedited orders resulting
from information technology/system failure
10219 4.4 Manage logistics and warehousing Process Efficiency 101884 Percentage of annual expedited orders resulting
from late delivery/loss in transit
10219 4.4 Manage logistics and warehousing Process Efficiency 101886 Percentage of annual expedited orders resulting
from manufacturing equipment failure
10219 4.4 Manage logistics and warehousing Process Efficiency 101888 Percentage of annual expedited orders resulting
from network stock re-balances
10219 4.4 Manage logistics and warehousing Process Efficiency 101890 Percentage of annual expedited orders resulting
from other issues
10219 4.4 Manage logistics and warehousing Process Efficiency 101892 Percentage of annual expedited orders resulting
from poor transportation planning
10219 4.4 Manage logistics and warehousing Process Efficiency 101894 Percentage of annual expedited orders resulting
from production schedule changes
10219 4.4 Manage logistics and warehousing Process Efficiency 102625 Percentage of ship from stock orders delivered in
full within 24 hours of order receipt
10219 4.4 Manage logistics and warehousing Process Efficiency 102645 Percentage of supplier on-time delivery
10219 4.4 Manage logistics and warehousing Staff Productivity 105152 Number of FTEs that perform the process group
"manage logistics and warehousing" as a
percentage of total business entity FTEs
10219 4.4 Manage logistics and warehousing Supplemental 100744 Gross value of on-hand balance for service/repair
Information parts that have sales or usage of 0 units as a
percentage of total gross service/repair parts
inventory value
10219 4.4 Manage logistics and warehousing Supplemental 100747 Gross value of on-hand balance for service/repair
Information parts that have sales or usage between 101 and
1,000 units as a percentage of total gross
service/repair parts inventory value
10219 4.4 Manage logistics and warehousing Supplemental 100753 Gross value of on-hand balance for service/repair
Information parts that have sales or usage of more than 1,000
units as a percentage of total gross service/repair
parts inventory value
10241 4.1.3.7 Measure demand forecast accuracy Process Efficiency 100737 Forecast accuracy one planning period prior to
production run
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 102904 Personnel cost to perform the process "develop
category management sourcing strategies" per $1,000 revenue
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 102908 Personnel cost to perform the process "develop
category management sourcing strategies" per $1,000 purchases
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 103266 Systems cost to perform the process "develop
category management sourcing strategies" per $100,000 revenue
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 103271 Systems cost to perform the process "develop
category management sourcing strategies" per $100,000 purchases
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 103644 Total cost to perform the process "develop
category management sourcing strategies" per $1,000 purchases
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 103650 Total cost to perform the process "develop
category management sourcing strategies" per $1,000 revenue
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 105173 Total cost to perform the process "develop
category management sourcing strategies" per process FTE
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 104472 Other cost to perform the process "develop
category management sourcing strategies" per $1,000 revenue
10277 4.2.1 Provide sourcing governance and perform Cost Effectiveness 104473 Outsourced cost to perform the process "develop
category management sourcing strategies" per $1,000 revenue
10277 4.2.1 Provide sourcing governance and perform Process Efficiency 101008 Number of FTEs that perform the process
category management "develop sourcing strategies" per $1 billion
purchases
10277 4.2.1 Provide sourcing governance and perform Process Efficiency 101011 Number of FTEs that perform the process
category management "develop sourcing strategies" per $1 billion
revenue
10277 4.2.1 Provide sourcing governance and perform Process Efficiency 100666 Number of FTEs that perform the process
category management "develop sourcing strategies" as a percentage of
procurement process group FTEs
10277 4.2.1 Provide sourcing governance and perform Staff Productivity 106424 Number of FTEs dedicated to retail buying and
category management merchandising activities per $1 billion revenue
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104477 Overhead cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 revenue
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 104479 Outsourced cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 revenue
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103353 Systems cost to perform the process "select
suppliers and develop/maintain contracts" per
$100,000 purchases
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103358 Systems cost to perform the process "select
suppliers and develop/maintain contracts" per
$100,000 revenue
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 105177 Total cost to perform the process "select suppliers
and develop/maintain contracts" per process FTE
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103895 Total cost to perform the process "select suppliers
and develop/maintain contracts" per $1,000
revenue
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103901 Total cost to perform the process "select suppliers
and develop/maintain contracts" per $1,000
purchases
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 103025 Personnel cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 purchases
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 103171 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" as a
percentage of procurement process group FTEs
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 104250 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion revenue
10278 4.2.3 Select suppliers and develop/maintain contracts Supplemental 105194 Total cost to perform the process "develop
Information sourcing strategies" as a percentage of total
procurement process group cost
10279 4.2.4 Order materials and services Cost Effectiveness 102978 Personnel cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.2.4 Order materials and services Cost Effectiveness 102979 Personnel cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.2.4 Order materials and services Cost Effectiveness 103791 Total cost to perform the process "order materials
and services" per $1,000 purchases
10279 4.2.4 Order materials and services Cost Effectiveness 103797 Total cost to perform the process "order materials
and services" per purchase order
10279 4.2.4 Order materials and services Cost Effectiveness 103799 Total cost to perform the process "order materials
and services" per purchase order line item
10279 4.2.4 Order materials and services Cost Effectiveness 105174 Total cost to perform the process "order materials
and services" per process FTE
10279 4.2.4 Order materials and services Cost Effectiveness 105158 Overhead cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.2.4 Order materials and services Cost Effectiveness 105159 Other cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.2.4 Order materials and services Cost Effectiveness 105160 Outsourced cost to perform the process "order
materials and services" per $1,000 purchases
10279 4.2.4 Order materials and services Cost Effectiveness 105167 Personnel cost to perform the process "order
materials and services" per process FTE
10279 4.2.4 Order materials and services Cost Effectiveness 103321 Systems cost to perform the process "order
materials and services" per $100,000 revenue
10279 4.2.4 Order materials and services Cost Effectiveness 104474 Overhead cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.2.4 Order materials and services Cost Effectiveness 104475 Other cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.2.4 Order materials and services Cost Effectiveness 104476 Outsourced cost to perform the process "order
materials and services" per $1,000 revenue
10279 4.2.4 Order materials and services Cycle Time 100639 Cycle time in hours to place a purchase order
10279 4.2.4 Order materials and services Cycle Time 104915 Average cycle time (in calendar days) from
requisition creation to requisition approval
10279 4.2.4 Order materials and services Cycle Time 104916 Average cycle time (in calendar days) from
requisition approval date of purchase order
approval date
10279 4.2.4 Order materials and services Process Efficiency 101071 Number of FTEs that perform the process "order
materials and services" per $1 billion purchases
10279 4.2.4 Order materials and services Process Efficiency 101074 Number of FTEs that perform the process "order
materials and services" per $1 billion revenue
10279 4.2.4 Order materials and services Staff Productivity 105162 Number of purchase requisition line items
processed per "order materials/services" FTE
10279 4.2.4 Order materials and services Staff Productivity 101391 Number of purchase order line items processed
per FTE that performs the process "order
materials and services"
10279 4.2.4 Order materials and services Staff Productivity 101393 Number of purchase orders processed per FTE
that performs the process "order materials and
services"
10279 4.2.4 Order materials and services Supplemental 105204 Total cost to perform the process "select suppliers
Information and develop/maintain contracts" as a percentage
of total procurement process group cost
10279 4.2.4 Order materials and services Supplemental 105206 Total cost to perform the process "order materials
Information and services" as a percentage of total
procurement process group cost
10279 4.2.4 Order materials and services Supplemental 104917 Percentage of purchase orders that go through a
Information formal notification/acceptance process with
supplier
10279 4.2.4 Order materials and services Supplemental 104918 Value of materials purchases as a percentage of
Information total purchases
10279 4.2.4 Order materials and services Supplemental 104919 Value of services purchases as a percentage of
Information total purchases
10279 4.2.4 Order materials and services Supplemental 105209 Systems cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10279 4.2.4 Order materials and services Supplemental 105210 Overhead cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10279 4.2.4 Order materials and services Supplemental 105211 Other cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10279 4.2.4 Order materials and services Supplemental 105212 Outsourced cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10279 4.2.4 Order materials and services Supplemental 104897 Purchases made through P-card as a percentage
Information of total purchase value
10279 4.2.4 Order materials and services Supplemental 104898 Purchases made through T&E card as a
Information percentage of total purchase value
10279 4.2.4 Order materials and services Supplemental 104899 Purchases made through invoice only (non-
Information purchase order) as a percentage of total purchase
value
10279 4.2.4 Order materials and services Supplemental 104901 Purchases made through purchase order - external
Information catalog as a percentage of total purchase value
10279 4.2.4 Order materials and services Supplemental 104902 Purchases made through purchase order - "hands
Information on" as a percentage of total purchase value
10279 4.2.4 Order materials and services Supplemental 104904 Purchases made through other channels as a
Information percentage of total purchase value
10279 4.2.4 Order materials and services Supplemental 104905 Purchases made through P-card as a percentage
Information of total invoice volume
10279 4.2.4 Order materials and services Supplemental 104906 Purchases made through T&E card as a
Information percentage of total invoice volume
10279 4.2.4 Order materials and services Supplemental 104907 Purchases made through invoice only (non-
Information purchase order) as a percentage of total invoice
volume
10279 4.2.4 Order materials and services Supplemental 104908 Purchases made through purchase order - internal
Information catalog as a percentage of total invoice volume
10279 4.2.4 Order materials and services Supplemental 104909 Purchases made through purchase order - external
Information catalog as a percentage of total invoice volume
10279 4.2.4 Order materials and services Supplemental 104910 Purchases made through purchase order - "hands
Information on" as a percentage of total invoice volume
10279 4.2.4 Order materials and services Supplemental 104912 Purchases made through other channels as a
Information percentage of total invoice volume
10279 4.2.4 Order materials and services Supplemental 104913 Percentage of purchase orders that link directly to
Information a contracted price loaded in the company's
system or external catalog
10280 4.2.5 Manage suppliers Cost Effectiveness 104481 Other cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.2.5 Manage suppliers Cost Effectiveness 104482 Outsourced cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.2.5 Manage suppliers Cost Effectiveness 105170 Total cost to perform the process "manage
suppliers" per process FTE
10280 4.2.5 Manage suppliers Cost Effectiveness 103568 Total cost to perform the process "manage
suppliers" per $1,000 purchases
10280 4.2.5 Manage suppliers Cost Effectiveness 103572 Total cost to perform the process "manage
suppliers" per $1,000 revenue
10280 4.2.5 Manage suppliers Cost Effectiveness 103224 Systems cost to perform the process "manage
suppliers" per $100,000 purchases
10280 4.2.5 Manage suppliers Cost Effectiveness 103229 Systems cost to perform the process "manage
suppliers" per $100,000 revenue
10280 4.2.5 Manage suppliers Cost Effectiveness 102863 Personnel cost to perform the process "manage
suppliers" per $1,000 purchases
10280 4.2.5 Manage suppliers Cost Effectiveness 100474 Cost to return to supplier per $1,000 total revenue
10280 4.2.5 Manage suppliers Cycle Time 106128 Average time in days to resolve retail supply
related issues with quality
10280 4.2.5 Manage suppliers Process Efficiency 100985 Number of FTEs that perform the process
"manage suppliers" per $1 billion purchases
10280 4.2.5 Manage suppliers Process Efficiency 100988 Number of FTEs that perform the process
"manage suppliers" per $1 billion revenue
10280 4.2.5 Manage suppliers Process Efficiency 100102 Number of FTEs that perform the process
"manage suppliers" as a percentage of
procurement process group FTEs
10280 4.2.5 Manage suppliers Process Efficiency 104840 Supplier first-pass quality yield
10280 4.2.5 Manage suppliers Supplemental 105207 Total cost to perform the process "manage
Information suppliers" as a percentage of total procurement
process group cost
10295 4.2.4.4 Create/Distribute purchase orders Staff Productivity 105551 Total number of purchase orders placed per
finance shared services center employee
responsible for creating/distributing purchase
orders
10297 4.2.4.6 Reconcile purchase orders Cost Effectiveness 105037 Total cost to perform the process "record receipt
of goods" per mile of pipe
10297 4.2.4.6 Reconcile purchase orders Cost Effectiveness 105038 Total cost to perform the process "record receipt
of goods" per thousand barrels throughput
10297 4.2.4.6 Reconcile purchase orders Staff Productivity 105031 Number of FTEs who perform the process
"record receipt of goods" per million barrel of oil
equivalent (BOE)
10297 4.2.4.6 Reconcile purchase orders Staff Productivity 105032 Number of FTEs who perform the process
"record receipt of goods" per thousand gross
operated producing wells
10297 4.2.4.6 Reconcile purchase orders Staff Productivity 105033 Number of FTEs who perform the process
"record receipt of goods" per thousand miles of
pipe
10297 4.2.4.6 Reconcile purchase orders Staff Productivity 105034 Number of FTEs who perform the process
"record receipt of goods" per thousand barrels
throughput
10297 4.2.4.6 Reconcile purchase orders Supplemental 105015 Percentage of purchase orders with receipt of
Information goods or services
10297 4.2.4.6 Reconcile purchase orders Supplemental 105016 Percentage of goods purchases with receipts
Information performed after the invoice was received
10297 4.2.4.6 Reconcile purchase orders Supplemental 105017 Percentage of services purchases with receipts
Information performed after the invoice was received
10297 4.2.4.6 Reconcile purchase orders Supplemental 105018 Percentage of invoices blocked due to goods
Information receipt issues or price/quantity discrepancies
10304 4.3.2 Produce/Assemble product Process Efficiency 104225 Work-in-process (WIP) inventory turns
10304 4.3.2 Produce/Assemble product Process Efficiency 103126 Raw material inventory days of supply
10304 4.3.2 Produce/Assemble product Process Efficiency 100251 Production schedule attainment during a primary
products planning period
10304 4.3.2 Produce/Assemble product Process Efficiency 100014 Actual production rate as a percentage of the
maximum capable production rate
10304 4.3.2 Produce/Assemble product Process Efficiency 100076 Raw material inventory turns
10304 4.3.2 Produce/Assemble product Process Efficiency 100726 Finished-product first-pass quality yield for
primary products
10335 6.3.5.4.2 Identify incomplete service orders and service Supplemental 105498 Percentage of manual sales order interventions
failures Information caused by contract issues
10335 6.3.5.4.2 Identify incomplete service orders and service Supplemental 105499 Percentage of manual sales order interventions
failures Information caused by pricing issues
10335 6.3.5.4.2 Identify incomplete service orders and service Supplemental 105500 Percentage of manual sales order interventions
failures Information caused by invoicing issues
10335 6.3.5.4.2 Identify incomplete service orders and service Supplemental 105501 Percentage of manual sales order interventions
failures Information caused by incorrect customer master data
10335 6.3.5.4.2 Identify incomplete service orders and service Supplemental 105502 Percentage of manual sales order interventions
failures Information caused by other causes
10338 4.4.1 Provide logistics governance Cost Effectiveness 103241 Systems cost to perform the process "define
logistics strategy" per $100,000 revenue
10338 4.4.1 Provide logistics governance Cost Effectiveness 101470 Other cost to perform the process "define
logistics strategy" per $1,000 revenue
10338 4.4.1 Provide logistics governance Cost Effectiveness 101673 Overhead cost to perform the process "define
logistics strategy" per $1,000 revenue
10338 4.4.1 Provide logistics governance Cost Effectiveness 102880 Personnel cost to perform the process "define
logistics strategy" per $1,000 revenue
10338 4.4.1 Provide logistics governance Cost Effectiveness 103600 Total cost to perform the process "define logistics
strategy" per process FTE
10338 4.4.1 Provide logistics governance Cost Effectiveness 103606 Total cost to perform the process "define logistics
strategy" per $1,000 revenue
10338 4.4.1 Provide logistics governance Process Efficiency 101224 Number of FTEs that perform the process "define
logistics strategy" per $1 billion revenue
10338 4.4.1 Provide logistics governance Process Efficiency 100648 Number of FTEs that perform the process "define
logistics strategy" as a percentage of FTEs that
perform the process group "manage logistics and
warehousing" (excluding "manage returns;
manage reverse logistics)
10340 4.4.3 Operate warehousing Cost Effectiveness 102975 Personnel cost to perform the process "operate
warehousing" per $1,000 revenue
10340 4.4.3 Operate warehousing Cost Effectiveness 103780 Total cost to perform the process "operate
warehousing" as a percentage of cost of goods
sold
10340 4.4.3 Operate warehousing Cost Effectiveness 103784 Total cost to perform the process "operate
warehousing" per $1,000 revenue
10340 4.4.3 Operate warehousing Cost Effectiveness 103788 Total cost to perform the process "operate
warehousing" per sales order
10340 4.4.3 Operate warehousing Cost Effectiveness 101571 Outsourced cost to perform the process "operate
warehousing" per $1,000 revenue
10340 4.4.3 Operate warehousing Cost Effectiveness 101507 Other cost to perform the process "operate
warehousing" per $1,000 revenue
10340 4.4.3 Operate warehousing Cost Effectiveness 101710 Overhead cost to perform the process "operate
warehousing" per $1,000 revenue
10340 4.4.3 Operate warehousing Cost Effectiveness 103319 Systems cost to perform the process "operate
warehousing" per $100,000 revenue
10340 4.4.3 Operate warehousing Cost Effectiveness 105192 Personnel cost to perform the process "operate
warehousing" per process FTE
10340 4.4.3 Operate warehousing Cycle Time 100677 Dock-to-stock cycle time in hours for supplier
deliveries
10340 4.4.3 Operate warehousing Cycle Time 103072 Pick-to-ship cycle time in hours for customer
orders
10340 4.4.3 Operate warehousing Process Efficiency 100781 Inventory accuracy
10340 4.4.3 Operate warehousing Process Efficiency 100792 Inventory value per $1,000 total revenue
10340 4.4.3 Operate warehousing Process Efficiency 101445 Order fill rate
10340 4.4.3 Operate warehousing Process Efficiency 101450 Order line fill rate
10340 4.4.3 Operate warehousing Process Efficiency 102628 Percentage of SKUs tracked by radio frequency
10340 4.4.3 Operate warehousing Process Efficiency 100712 Field finished goods inventory days of supply
10340 4.4.3 Operate warehousing Process Efficiency 100011 Warehouse slot utilization
10340 4.4.3 Operate warehousing Process Efficiency 104172 Unit fill rate
10340 4.4.3 Operate warehousing Staff Productivity 100882 Number of sales order line items filled per FTE
that performs the process "operate warehousing"
10340 4.4.3 Operate warehousing Staff Productivity 100888 Number of annual sales orders filled per FTE that
performs the process "operate warehousing"
10340 4.4.3 Operate warehousing Supplemental 101439 Number of FTEs that perform the process
Information "operate warehousing" as a percentage of FTEs
that perform the process group "manage logistics
and warehousing" (excluding "manage returns;
manage reverse logistics)
10340 4.4.3 Operate warehousing Supplemental 102067 Percentage of finished goods inventory requiring
Information special handling or storage
10341 4.4.4 Operate outbound transportation Cost Effectiveness 105190 Transportation cost per mile
10341 4.4.4 Operate outbound transportation Cost Effectiveness 105191 Personnel cost to perform the process "plan and
manage inbound material flow" per process FTE
10341 4.4.4 Operate outbound transportation Cost Effectiveness 103317 Systems cost to perform the process "operate
outbound transportation" per $100,000 revenue
10341 4.4.4 Operate outbound transportation Cost Effectiveness 101505 Other cost to perform the process "operate
outbound transportation" per $1,000 revenue
10341 4.4.4 Operate outbound transportation Cost Effectiveness 101708 Overhead cost to perform the process "operate
outbound transportation" per $1,000 revenue
10341 4.4.4 Operate outbound transportation Cost Effectiveness 101569 Outsourced cost to perform the process "operate
outbound transportation" per $1,000 revenue
10341 4.4.4 Operate outbound transportation Cost Effectiveness 100739 Freight cost to perform the process "operate
outbound transportation" as a percentage of the
total logistics process group "manage logistics
and warehousing" excluding "manage returns;
manage reverse logistics" cost
10341 4.4.4 Operate outbound transportation Cost Effectiveness 102972 Personnel cost to perform the process "operate
outbound transportation" per $1,000 revenue
10341 4.4.4 Operate outbound transportation Cost Effectiveness 103770 Total cost to perform the process "operate
outbound transportation" as a percentage of cost
of goods sold
10341 4.4.4 Operate outbound transportation Cost Effectiveness 103771 Total cost to perform the process "operate
outbound transportation" per process FTE
10341 4.4.4 Operate outbound transportation Cost Effectiveness 103774 Total cost to perform the process "operate
outbound transportation" per $1,000 revenue
10341 4.4.4 Operate outbound transportation Cost Effectiveness 103778 Total cost to perform the process "operate
outbound transportation" per sales order
10341 4.4.4 Operate outbound transportation Cycle Time 100520 Customer shipment to delivery cycle time in days
10341 4.4.4 Operate outbound transportation Process Efficiency 100004 Sales order accurate documentation rate
10341 4.4.4 Operate outbound transportation Process Efficiency 102573 Percentage of sales orders delivered on time
10341 4.4.4 Operate outbound transportation Process Efficiency 102366 Percentage of orders shipped complete and on
time
10341 4.4.4 Operate outbound transportation Process Efficiency 102357 Percentage of orders delivered complete and on
time
10341 4.4.4 Operate outbound transportation Process Efficiency 102375 Percentage of outbound transport containers with
multiple-customer orders
10341 4.4.4 Operate outbound transportation Process Efficiency 102597 Percentage of sales orders shipped as part of full-
load shipments
10341 4.4.4 Operate outbound transportation Supplemental 101437 Number of FTEs that perform the process
Information "operate outbound transportation" as a percentage
of FTEs that perform the process group "manage
logistics and warehousing" (excluding "manage
returns; manage reverse logistics)
10341 4.4.4 Operate outbound transportation Supplemental 103081 Approved preferred/core carriers for primary
Information transportation as a percentage of total carriers
used for primary transportation
10341 4.4.4 Operate outbound transportation Supplemental 103083 Premium freight charges as a percentage of total
Information freight charges
10341 4.4.4 Operate outbound transportation Supplemental 102592 Percentage of sales orders scheduled to customer
Information request
10359 4.4.3.7 Manage physical finished goods inventory Cost Effectiveness 106146 Annual value of damaged or expired retails
products as percentage of average annual retail
inventory value
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105027 Total cost to perform the process "order materials
procedure and services" per thousand barrel of oil
equivalent (BOE)
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105029 Total cost to perform the process "order materials
procedure and services" per mile of pipe
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105030 Total cost to perform the process "order materials
procedure and services" per thousand barrels throughput
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105023 Number of FTEs who perform the process "order
procedure materials and services" per million barrel of oil
equivalent (BOE)
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105024 Number of FTEs who perform the process "order
procedure materials and services" per thousand gross
operated producing wells
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105025 Number of FTEs who perform the process "order
procedure materials and services" per thousand miles of
pipe
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105026 Number of FTEs who perform the process "order
procedure materials and services" per thousand barrels
throughput
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103581 Total cost to perform the process group "develop
customer care/customer service strategy" per
process FTE
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103585 Total cost to perform the process group "develop
customer care/customer service strategy" per
$1,000 revenue
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 103589 Total cost to perform the process group "develop
customer care/customer service strategy" per
sales order
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 102873 Personnel cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101668 Overhead cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101538 Outsourced cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101465 Other cost to perform the process group "develop
customer care/customer service strategy" per
$1,000 revenue
10378 6.1 Develop customer care/customer service strategy Process Efficiency 100992 Number of FTEs that perform the process group
"develop customer care/customer service
strategy" per $1 billion revenue
10378 6.1 Develop customer care/customer service strategy Supplemental 104538 Number of languages supported at the business
Information entity
10383 6.1.5 Establish target service level for each customer Process Efficiency 103177 Call service level
segment
10387 6.2.1 Plan and manage customer service work force Process Efficiency 100736 Forecast accuracy for short-term planning
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 103145 Response time in minutes for inbound requests
inquiries coming from e-mail
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 103146 Response time in minutes for inbound requests
inquiries coming from fax
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 103147 Response time in minutes for inbound requests
inquiries coming from postal mail
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 104515 Response time in minutes for inbound requests
inquiries coming from call backs
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 104516 Response time in minutes for inbound requests
inquiries coming from SMS
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 104517 Response time in minutes for inbound requests
inquiries coming from social media
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 104518 Response time in minutes for inbound requests
inquiries coming from web chat or instant messaging
including virtual agents
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 104519 Average talk time in seconds, including agent
inquiries hold time
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104503 First contact resolution rate for contacts received
inquiries through "other" channels
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104504 First contact resolution rate for dedicated mobile
inquiries applications ("apps")
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104505 First contact resolution rate for email contacts
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104506 First contact resolution rate for phone contacts
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104510 First contact resolution rate for web chat or
inquiries instant messaging including virtual agents
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104511 First contact resolution rate for web self-service
inquiries contacts
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 105780 Average customer satisfaction with technical
inquiries support for telecommunications
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104539 Percentage of inbound dedicated mobile app
inquiries Information contacts outsourced to a third-party provider
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104540 Percentage of inbound SMS contacts outsourced
inquiries Information to a third-party provider
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104528 Inbound contacts for the process "manage
inquiries Information customer service" as a percentage of total
inbound contacts
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104529 Inbound contacts received via dedicated mobile
inquiries Information app as a percentage of total inbound contacts
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104530 Inbound contacts received via SMS as a
inquiries Information percentage of total inbound contacts
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104531 Inbound contacts received via social media as a
inquiries Information percentage of total inbound contacts
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104757 Percentage of employee time spent servicing
inquiries Information customers via social media channels
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104758 Percentage of employee time spent servicing
inquiries Information customers via website channel
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104759 Percentage of employee time spent servicing
inquiries Information customers via social media channel
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104760 Percentage of employee time spent servicing
inquiries Information customers via traditional face-to-face channel
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104761 Percentage of employee time spent servicing
inquiries Information customers via contact center channel
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104762 Percentage of employee time spent servicing
inquiries Information customers via business-to-business channel
10402 6.5.4 Measure customer satisfaction with customer- Process Efficiency 105776 Telecommunications organization's
complaint handling and resolution brand/relational Net Promoter Score
10402 6.5.4 Measure customer satisfaction with customer- Process Efficiency 105777 Net Promoter Score for telecommunications
complaint handling and resolution customers in the awareness, selection and buying
stage of the customer lifecycle
10402 6.5.4 Measure customer satisfaction with customer- Process Efficiency 105778 Net Promoter Score for telecommunications
complaint handling and resolution customers in the using stage of the customer
lifecycle
10402 6.5.4 Measure customer satisfaction with customer- Process Efficiency 105779 Net Promoter Score for telecommunications
complaint handling and resolution customers in the renewal stage of the customer
lifecycle
10403 6.5.5 Measure customer satisfaction with products and Process Efficiency 102602 Percentage of customers claiming to be satisfied
services
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106345 Outsourced cost to perform the process group
"recruit, source, and select" per $1,000 revenue
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106239 Total cost to perform the process group "recruit,
source, and select employees" as a percentage of
selling, general, and administrative (SGA) costs
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106241 Total cost to perform the process group "recruit,
source, and select employees" per senior
management/executive new hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106243 Total cost to perform the process group "recruit,
source, and select employees" per operational
workers/office staff new hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103956 Total cost to perform the process group "recruit,
source, and select employees" per business entity
employee
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103958 Total cost to perform the process group "recruit,
source, and select employees" per new hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103877 Total cost to perform the process group "recruit,
source, and select employees" per $1,000 revenue
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103560 Total cost to perform the HR function per FTE
that performs the process group "recruit, source,
and select employees"
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104060 Personnel cost to perform the process group
"recruit, source, and select employees" per
$1,000 revenue
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104067 Personnel cost to perform the process group
"recruit, source, and select employees" per new
hire
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104071 Personnel cost to perform the process group
"recruit, source, and select employees" per
business entity employee
10410 7.2 Recruit, source, and select employees Cost Effectiveness 104093 Systems cost to perform the process group
"recruit, source, and select employees" per
$1,000 revenue
10410 7.2 Recruit, source, and select employees Cycle Time 100306 Response time in hours for routine "recruit,
source, and select employees" inquiries
10410 7.2 Recruit, source, and select employees Process Efficiency 101123 Number of FTEs that perform the process group
"recruit, source, and select employees" per $1
billion revenue
10410 7.2 Recruit, source, and select employees Process Efficiency 102613 Percentage of senior management/executive
positions filled by internal promotion for the past
3 years
10410 7.2 Recruit, source, and select employees Process Efficiency 100801 Job offer acceptance rate for middle
management/specialists
10410 7.2 Recruit, source, and select employees Process Efficiency 100804 Job offer acceptance rate for operational
workers/office staff
10410 7.2 Recruit, source, and select employees Process Efficiency 100807 Job offer acceptance rate for senior
management/executives
10410 7.2 Recruit, source, and select employees Process Efficiency 100869 New hire satisfaction rate for the recruiting
process
10410 7.2 Recruit, source, and select employees Process Efficiency 106236 Number of interviews conducted for each senior
management/executive filled vacancy per FTE
that performs the process group "recruit, source,
and select employees"
10410 7.2 Recruit, source, and select employees Staff Productivity 100493 Number of business entity employees per FTE
that performs the process group "recruit, source,
and select employees"
10410 7.2 Recruit, source, and select employees Staff Productivity 105458 Number of hours invested by hiring decision
makers per senior management/executive new
hire
10410 7.2 Recruit, source, and select employees Staff Productivity 105459 Number of hours invested by hiring decision
makers per middle management/specialist new
hire
10410 7.2 Recruit, source, and select employees Staff Productivity 105460 Number of hours invested by hiring decision
makers per operational worker/office staff new
hire
10410 7.2 Recruit, source, and select employees Staff Productivity 106235 Total number of job applications received per
FTE that performs the process group "recruit,
source, and select employees"
10410 7.2 Recruit, source, and select employees Supplemental 101802 Percentage of "recruit, source, and select
Information employees" inquiries received that are routine
10410 7.2 Recruit, source, and select employees Supplemental 101803 Percentage of "recruit, source, and select
Information employees" inquiries received via digital
communication channels
10410 7.2 Recruit, source, and select employees Supplemental 101804 Percentage of "recruit, source, and select
Information employees" inquiries received via e-mail
10410 7.2 Recruit, source, and select employees Supplemental 101805 Percentage of "recruit, source, and select
Information employees" inquiries received via channels other
than e-mail, phone, and face-to-face
10410 7.2 Recruit, source, and select employees Supplemental 101806 Percentage of "recruit, source, and select
Information employees" inquiries received via face-to-face
10410 7.2 Recruit, source, and select employees Supplemental 101637 Outsourced cost of the process group "recruit,
Information source, and select employees" as a percentage of
the total cost to perform the process group
10410 7.2 Recruit, source, and select employees Supplemental 101821 Percentage of "reward and retain employees"
Information inquiries received via digital communication
channels
10410 7.2 Recruit, source, and select employees Supplemental 101824 Percentage of "reward and retain employees"
Information inquiries received via non-digital communication
channels
10410 7.2 Recruit, source, and select employees Supplemental 101837 Percentage of new hires that originated from
Information employee referrals
10410 7.2 Recruit, source, and select employees Supplemental 102297 Percentage of middle management/specialist
Information positions filled by internal promotion for the past
3 years
10410 7.2 Recruit, source, and select employees Supplemental 104498 Permanent full-time new hires as a percentage of
Information total new hires
10410 7.2 Recruit, source, and select employees Supplemental 104499 Permanent part-time new hires as a percentage of
Information total new hires
10410 7.2 Recruit, source, and select employees Supplemental 104500 Contingent new hires as a percentage of total new
Information hires
10410 7.2 Recruit, source, and select employees Supplemental 101342 Middle management/specialists new hires as a
Information percentage of total new hires
10410 7.2 Recruit, source, and select employees Supplemental 101344 Operational workers/office staff new hires as a
Information percentage of total new hires
10410 7.2 Recruit, source, and select employees Supplemental 101365 Number of monthly non-routine "recruit, source,
Information and select employees" inquiries per business
entity employee
10410 7.2 Recruit, source, and select employees Supplemental 100062 Personnel cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the process
group
10410 7.2 Recruit, source, and select employees Supplemental 100046 Overhead cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the process
group
10410 7.2 Recruit, source, and select employees Supplemental 100029 Other cost to perform the process group "recruit,
Information source, and select employees" as a percentage of
total cost to perform the process
10410 7.2 Recruit, source, and select employees Supplemental 100083 Systems cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the process
group
10410 7.2 Recruit, source, and select employees Supplemental 104565 Overhead and other costs of the process group
Information "Recruit, source, and select employees" as a
percentage of the total cost to perform the process
group
10410 7.2 Recruit, source, and select employees Supplemental 106343 Number of job applications per approved job
Information requisition
10412 7.5 Reward and retain employees Cost Effectiveness 106208 Total cost to perform the process group "reward
and retain employees" per process group FTE
10412 7.5 Reward and retain employees Cost Effectiveness 106210 Personnel cost to perform the process group
"reward and retain employees" per process group
FTE
10412 7.5 Reward and retain employees Cost Effectiveness 104062 Personnel cost to perform the process group
"reward and retain employees" per business
entity employee
10412 7.5 Reward and retain employees Cost Effectiveness 104077 Personnel cost to perform the process group
"reward and retain employees" per $1,000
revenue
10412 7.5 Reward and retain employees Cost Effectiveness 103562 Total cost to perform the HR function per FTE
that performs the process group "reward and
retain employees"
10412 7.5 Reward and retain employees Cost Effectiveness 103894 Total cost to perform the process group "reward
and retain employees" per $1,000 revenue
10412 7.5 Reward and retain employees Cost Effectiveness 103966 Total cost to perform the process group "reward
and retain employees" per business entity
employee
10412 7.5 Reward and retain employees Cost Effectiveness 100314 Average salary including base, overtime, and
variable pay for operational workers or office
staff
10412 7.5 Reward and retain employees Cost Effectiveness 100317 Average salary including base, overtime, and
variable pay for senior management or executives
10412 7.5 Reward and retain employees Cycle Time 100299 Response time in hours for non-routine "reward
and retain employees" inquiries
10412 7.5 Reward and retain employees Cycle Time 100302 Response time in hours for routine "reward and
retain employees" inquiries
10412 7.5 Reward and retain employees Process Efficiency 100324 Average tenure in months for business entity
agents
10412 7.5 Reward and retain employees Process Efficiency 101137 Number of FTEs that perform the process group
"reward and retain employees" per $1 billion
revenue
10412 7.5 Reward and retain employees Staff Productivity 100492 Number of business entity employees per FTE
that performs the process group "reward and
retain employees"
10412 7.5 Reward and retain employees Staff Productivity 106206 Number of monthly non-routine "reward and
retain employees" inquiries per process group
FTE
10412 7.5 Reward and retain employees Staff Productivity 106207 Number of total monthly "reward and retain
employees" inquiries per process group FTE
10412 7.5 Reward and retain employees Staff Productivity 106202 Number of remote business entity employees per
FTE that performs the process group "reward and
retain employees"
10412 7.5 Reward and retain employees Supplemental 101648 Outsourced cost of the process group "reward and
Information retain employees" as a percentage of the total
cost to perform the process group
10412 7.5 Reward and retain employees Supplemental 100089 Systems cost to perform the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group
10412 7.5 Reward and retain employees Supplemental 100052 Overhead cost to perform the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group
10412 7.5 Reward and retain employees Supplemental 101367 Number of monthly non-routine "reward and
Information retain employees" inquiries per business entity
employee
10412 7.5 Reward and retain employees Supplemental 100233 Number of vacation days per year per employee
Information
10412 7.5 Reward and retain employees Supplemental 100074 Personnel cost to perform the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group
10412 7.5 Reward and retain employees Supplemental 101403 Number of monthly routine "reward and retain
Information employees" inquiries per business entity
employee
10412 7.5 Reward and retain employees Supplemental 100907 Number of days absent per employee excluding
Information maternity and paternity leave
10412 7.5 Reward and retain employees Supplemental 100909 Number of days absent per employee including
Information maternity and paternity leave
10412 7.5 Reward and retain employees Supplemental 100115 Base pay per middle management or specialist
Information employee
10412 7.5 Reward and retain employees Supplemental 100118 Base pay per operational worker or office staff
Information employee
10412 7.5 Reward and retain employees Supplemental 100121 Base pay per senior management or executive
Information employee
10412 7.5 Reward and retain employees Supplemental 101825 Percentage of "reward and retain employees"
Information inquiries received via phone
10412 7.5 Reward and retain employees Supplemental 101822 Percentage of "reward and retain employees"
Information inquiries received via e-mail
10412 7.5 Reward and retain employees Supplemental 101815 Percentage of "reward and retain employees"
Information inquiries received via face-to-face
10412 7.5 Reward and retain employees Supplemental 101817 Percentage of "reward and retain employees"
Information inquiries received that are non-routine
10412 7.5 Reward and retain employees Supplemental 101819 Percentage of "reward and retain employees"
Information inquiries received via channels other than e-mail,
phone, and face-to-face
10412 7.5 Reward and retain employees Supplemental 106198 Percentage of FTEs that perform the process
Information group "reward and retain employees" that are
senior management / executive level
10412 7.5 Reward and retain employees Supplemental 106199 Percentage of FTEs that perform the process
Information group "reward and retain employees" that are
middle management/specialists
10412 7.5 Reward and retain employees Supplemental 106200 Percentage of FTEs that perform the process
Information group "reward and retain employees" that are
operational workers/office staff
10412 7.5 Reward and retain employees Supplemental 104628 Senior management or executive overtime pay as
Information a percentage of total pay (including cost of
benefits)
10412 7.5 Reward and retain employees Supplemental 104629 Middle management or specialist overtime pay as
Information a percentage of total pay (including cost of
benefits)
10413 7.6 Redeploy and retire employees Cost Effectiveness 106346 Outsourced cost to perform the process group
"redeploy and retire employees" per $1,000
revenue
10413 7.6 Redeploy and retire employees Cost Effectiveness 103962 Total cost to perform the process group "redeploy
and retire employees" per business entity
employee
10413 7.6 Redeploy and retire employees Cost Effectiveness 103878 Total cost to perform the process group "redeploy
and retire employees" per $1,000 revenue
10413 7.6 Redeploy and retire employees Cost Effectiveness 103561 Total cost to perform the HR function per FTE
that performs the process group "redeploy and
retire employees"
10413 7.6 Redeploy and retire employees Cost Effectiveness 104075 Personnel cost to perform the process group
"redeploy and retire employees" per business
entity employee
10413 7.6 Redeploy and retire employees Cost Effectiveness 106043 Total cost to perform mobility management
processes per $1,000 revenue
10413 7.6 Redeploy and retire employees Cost Effectiveness 106044 Total cost to perform mobility management
processes per process FTE
10413 7.6 Redeploy and retire employees Cycle Time 100301 Response time in hours for routine "redeploy and
retire employees" inquiries
10413 7.6 Redeploy and retire employees Cycle Time 100298 Response time in hours for non-routine "redeploy
and retire employees" inquiries
10413 7.6 Redeploy and retire employees Process Efficiency 101124 Number of FTEs that perform the process group
"redeploy and retire employees" per $1 billion
revenue
10413 7.6 Redeploy and retire employees Process Efficiency 106045 Number of FTEs that perform mobility
management processes per $1 billion revenue
10413 7.6 Redeploy and retire employees Staff Productivity 106460 Number of remote business entity employees per
FTE that performs the process group "redeploy
and retire employees"
10413 7.6 Redeploy and retire employees Supplemental 101654 Outsourced cost of the process group "redeploy
Information and retire employees" as a percentage of the total
cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 101811 Percentage of "redeploy and retire employees"
Information inquiries received via digital communication
channels
10413 7.6 Redeploy and retire employees Supplemental 101812 Percentage of "redeploy and retire employees"
Information inquiries received via non-digital communication
channels
10413 7.6 Redeploy and retire employees Supplemental 101813 Percentage of "redeploy and retire employees"
Information inquiries received that are non-routine
10413 7.6 Redeploy and retire employees Supplemental 102072 Percentage of "redeploy and retire employees"
Information inquiries received via face-to-face
10413 7.6 Redeploy and retire employees Supplemental 102074 Percentage of "redeploy and retire employees"
Information process inquiries received via channels other than
e-mail, phone, and face-to-face
10413 7.6 Redeploy and retire employees Supplemental 102076 Percentage of "redeploy and retire employees"
Information process inquiries received via e-mail
10413 7.6 Redeploy and retire employees Supplemental 102078 Percentage of "redeploy and retire employees"
Information process inquiries received via phone
10413 7.6 Redeploy and retire employees Supplemental 101402 Number of monthly routine "redeploy and retire
Information employees" inquiries per business entity
employee
10413 7.6 Redeploy and retire employees Supplemental 101366 Number of monthly non-routine "redeploy and
Information retire employees" inquiries per business entity
employee
10413 7.6 Redeploy and retire employees Supplemental 100058 Overhead cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 100041 Other cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 100095 Systems cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group
10413 7.6 Redeploy and retire employees Supplemental 104714 Overhead and other cost to perform the process
Information group "Redeploy and retire employees" as a
percentage of the total cost to perform the process
group
10417 7.1.3 Monitor and update strategy, plans, and policies Cost Effectiveness 106052 Total cost to perform the process "monitor and
update plans" per $1,000 revenue
10417 7.1.3 Monitor and update strategy, plans, and policies Cost Effectiveness 106053 Total cost to perform the process "monitor and
update plans" per process FTE
10417 7.1.3 Monitor and update strategy, plans, and policies Supplemental 106251 Percentage of FTEs who perform the process
Information group "develop and manage human resources
(HR) planning, policies, and strategies" who
perform the process "monitor and update plans"
10426 7.1.2.4 Develop succession plan Cost Effectiveness 106055 Total cost to perform the activity "develop
succession plan" per $1,000 revenue
10426 7.1.2.4 Develop succession plan Process Efficiency 106056 Number of formally planned successors around
key positions
10426 7.1.2.4 Develop succession plan Process Efficiency 106057 Number of FTEs that perform the activity
"develop succession plan" per $1 billion revenue
10443 7.2.4 Manage new hire/re-hire Cycle Time 100571 Cycle time in days from job acceptance until new
hire begins in the agreed position
10443 7.2.4 Manage new hire/re-hire Cycle Time 104723 Cycle time in days from identifying the need to
hire a new employee until new hire begins in the
agreed position
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102319 Percentage of operational worker/office staff new
hire retention after 12 months
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102290 Percentage of middle management/specialist new
hire retention after 12 months
10443 7.2.4 Manage new hire/re-hire Process Efficiency 104563 Number of approved job requisitions per FTE
that performs the process group "recruit, source,
and select employees"
10443 7.2.4 Manage new hire/re-hire Process Efficiency 104564 Number of new hires as a percentage of approved
job requisitions
10443 7.2.4 Manage new hire/re-hire Supplemental 101340 New employees as a percentage of total business
Information entity employees
10443 7.2.4 Manage new hire/re-hire Supplemental 102326 Percentage of operational workers/office staff
Information positions filled by internal promotion for the past
3 years
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104566 Total cost to perform the process "manage
employee orientation and deployment" per
$1,000 revenue
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104571 Total cost to perform the process "manage
employee orientation and deployment" per
business entity employee
10469 7.3.1 Manage employee orientation and deployment Supplemental 104576 Cost to perform the process "manage employee
Information orientation and deployment" as a percentage of
the total cost to perform the process group
"develop and counsel employees"
10470 7.3.2 Manage employee performance Cost Effectiveness 104572 Total cost to perform the process "manage
employee performance" per business entity
employee
10470 7.3.2 Manage employee performance Cost Effectiveness 104567 Total cost to perform the process "manage
employee performance" per $1,000 revenue
10470 7.3.2 Manage employee performance Cycle Time 104029 Cycle time in days for the formal performance
review process from start to finish for middle
management/specialists
10470 7.3.2 Manage employee performance Cycle Time 104031 Cycle time in days for the formal performance
review process from start to finish for
Operational workers/office staff
10470 7.3.2 Manage employee performance Cycle Time 104033 Cycle time in days for the formal performance
review process from start to finish for senior
management/executives
10470 7.3.2 Manage employee performance Process Efficiency 102619 Percentage of senior management/executives that
receive a formal performance review
10470 7.3.2 Manage employee performance Process Efficiency 106338 Number of FTEs that perform the process
"manage employee performance" per $1 billion
revenue
10470 7.3.2 Manage employee performance Process Efficiency 102302 Percentage of middle management/specialists that
receive a formal performance review
10470 7.3.2 Manage employee performance Process Efficiency 102331 Percentage of operational workers/office staff
that receive a formal performance review
10472 7.3.3 Manage employee development Cost Effectiveness 104574 Total cost to perform the process "manage
employee development" per business entity
employee
10472 7.3.3 Manage employee development Process Efficiency 106058 Number of FTEs that perform the process
"manage employee development" per $1 billion
revenue
10472 7.3.3 Manage employee development Supplemental 104579 Cost to perform the process "manage employee
Information development" as a percentage of the total cost to
perform the process group "develop and counsel
employees"
10472 7.3.3 Manage employee development Supplemental 106176 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
development, and training" allocated to the
process "manage employee development"
10473 7.3.4 Develop and train employees Cost Effectiveness 106209 Total cost to perform the process "develop and
train employees" per process FTE
10473 7.3.4 Develop and train employees Cost Effectiveness 104575 Total cost to perform the process "develop and
train employees" per business entity employee
10473 7.3.4 Develop and train employees Cost Effectiveness 104583 Personnel cost to perform the process "develop
and train employees" per $1,000 revenue
10473 7.3.4 Develop and train employees Cost Effectiveness 104584 Personnel cost to perform the process "develop
and train employees" per business entity
employee
10473 7.3.4 Develop and train employees Cost Effectiveness 104570 Total cost to perform the process "develop and
train employees" per $1,000 revenue
10473 7.3.4 Develop and train employees Cost Effectiveness 104044 Internal cost to perform learning administration
activities per $1,000 revenue
10473 7.3.4 Develop and train employees Cost Effectiveness 104045 Internal cost to perform learning administration
activities per business entity employee
10473 7.3.4 Develop and train employees Cost Effectiveness 100823 Learning budget per business entity employee
10473 7.3.4 Develop and train employees Cycle Time 100326 Average time in days to close an identified skill
or capability gap through training for an
operational workers/office staff employee
10473 7.3.4 Develop and train employees Cycle Time 100328 Average time in days to close an identified skill
or capability gap through training for a middle
management/specialists employee
10473 7.3.4 Develop and train employees Process Efficiency 102304 Percentage of middle management/specialists
who attended management development
programs
10473 7.3.4 Develop and train employees Process Efficiency 102315 Percentage of operational staff/office staff who
attended management development programs
10473 7.3.4 Develop and train employees Process Efficiency 101904 Percentage of CEO and senior leadership time
spent on leadership development
10473 7.3.4 Develop and train employees Process Efficiency 102621 Percentage of senior management/executives who
attend management development programs
10473 7.3.4 Develop and train employees Process Efficiency 103478 Hours spent developing new classroom training
content per trainee
10473 7.3.4 Develop and train employees Process Efficiency 103480 Hours spent developing new e-learning training
content per trainee
10473 7.3.4 Develop and train employees Process Efficiency 104586 Number of FTEs that perform the process
"develop and train employees" per $1 billion
revenue
10473 7.3.4 Develop and train employees Staff Productivity 100488 Number of business entity employees per FTE in
learning administration
10473 7.3.4 Develop and train employees Staff Productivity 104585 Number of business entity employees per FTE
that performs the process "develop and train
employees"
10473 7.3.4 Develop and train employees Staff Productivity 106203 Number of remote business entity employees per
FTE that performs the process "develop and train
employees"
10473 7.3.4 Develop and train employees Supplemental 100218 Number of learning days per employee
Information
10473 7.3.4 Develop and train employees Supplemental 100224 Number of learning days per middle
Information management/specialists employee
10473 7.3.4 Develop and train employees Supplemental 100226 Number of learning days per operational
Information workers/office staff employee
10473 7.3.4 Develop and train employees Supplemental 100228 Number of learning days per senior
Information management/executive employee
10473 7.3.4 Develop and train employees Supplemental 102250 Percentage of learning days delivered using
Information external classroom instruction
10473 7.3.4 Develop and train employees Supplemental 102251 Percentage of learning days delivered using on-
Information the-job training
10473 7.3.4 Develop and train employees Supplemental 102245 Percentage of learning days delivered using
Information classroom instruction provided by your
organization
10473 7.3.4 Develop and train employees Supplemental 104591 Personnel cost to perform the process "Develop
Information and train employees" as a percentage of the total
cost to perform the process
10473 7.3.4 Develop and train employees Supplemental 104592 Systems cost to perform the process "Develop
Information and train employees" as a percentage of the total
cost to perform the process
10473 7.3.4 Develop and train employees Supplemental 104593 Overhead and other costs to perform the process
Information "Develop and train employees" as a percentage of
the total cost to perform the process
10473 7.3.4 Develop and train employees Supplemental 104594 Outsourced cost of the process "Develop and
Information train employees" as a percentage of the total cost
to perform the process
10473 7.3.4 Develop and train employees Supplemental 106177 Percentage of total cost to perform the process
Information group "manage employee on-boarding,
development, and training" allocated to the
process "develop and train employees"
10483 7.4.1 Manage labor relations Process Efficiency 106062 Number of FTEs that perform the activity
"manage labor relations" per $1 billion revenue
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106193 Percentage of learning days delivered through the
management training programs Information use of external partners such as vendors and
universities
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106194 Percentage of computer based training content
management training programs Information developed via mobile devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106195 Percentage of computer based training content
management training programs Information delivered via mobile devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106196 Percentage of virtual, instructor-led classroom-
management training programs Information based training content developed via mobile
devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 106197 Percentage of virtual, instructor-led classroom-
management training programs Information based training content delivered via mobile
devices
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102780 Percentage of training programs developed
management training programs Information externally
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102783 Percentage of training programs developed
management training programs Information internally
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102786 Percentage of training programs developed
management training programs Information through other channels
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102789 Percentage of training programs developed
management training programs Information through partnerships with external specialists
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102246 Percentage of learning days delivered using
management training programs Information computer-based training (self-instruction)
installed from CD-ROM
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102247 Percentage of learning days delivered using
management training programs Information computer-based training (self-instruction)
delivered over the Web (either directly or
downloaded)
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102248 Percentage of learning days delivered using
management training programs Information correspondence courses
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102249 Percentage of learning days delivered using e-
management training programs Information learning (interactive)
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102253 Percentage of learning days delivered using
management training programs Information streaming video
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102254 Percentage of learning days delivered using
management training programs Information virtual, classroom-based training delivered online
10494 7.5.1 Develop and manage reward, recognition, and Cost Effectiveness 100109 Average agent salary
motivation programs
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102608 Percentage of senior management/executive
motivation programs salary that is performance-related pay
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102292 Percentage of middle management/specialist
motivation programs salary that is performance-related pay
10497 7.5.4 Administer payroll Cost Effectiveness 106063 Total cost to perform the process "administer
payroll" per $1,000 revenue
10497 7.5.4 Administer payroll Cost Effectiveness 104046 Internal cost to perform payroll administration
activities per $1,000 revenue
10497 7.5.4 Administer payroll Cost Effectiveness 104047 Internal cost to perform payroll administration
activities per business entity employee
10497 7.5.4 Administer payroll Process Efficiency 106064 Number of FTEs that perform the process
"administer payroll" per $1 billion revenue
10497 7.5.4 Administer payroll Process Efficiency 101082 Number of FTEs that perform payroll
administration activities per $1 billion revenue
10497 7.5.4 Administer payroll Staff Productivity 100490 Number of business entity employees per FTE
that performs payroll administration activities
10498 7.5.1.1 Develop salary/compensation structure and plan Cost Effectiveness 106150 Personnel cost (for store, inventory
transportation, and inventory warehousing retail
employees) to net sales revenue ratio
10512 7.6.1 Manage promotion and demotion process Staff Productivity 106065 Percentage of business entity employees who
have been promoted internally within the past
year
10513 7.6.2 Manage separation Cost Effectiveness 104149 Total expenditure for repatriation as a percentage
of total cost of continuing operations
10513 7.6.2 Manage separation Cycle Time 100523 Cycle time in days for processing an employee's
retirement
10513 7.6.2 Manage separation Cycle Time 100525 Cycle time in days from identification of need for
expatriation to date of transfer
10513 7.6.2 Manage separation Cycle Time 100527 Cycle time in days from identification of need for
repatriation to date of transfer
10513 7.6.2 Manage separation Cycle Time 100577 Cycle time in days from receipt of leave of
absence request to confirmation of approval/non-
approval issued to employee
10513 7.6.2 Manage separation Cycle Time 100579 Cycle time in days from request for internal
transfer to completion of transfer
10513 7.6.2 Manage separation Process Efficiency 100019 Agent involuntary attrition rate
10513 7.6.2 Manage separation Process Efficiency 100021 Agent voluntary attrition rate
10513 7.6.2 Manage separation Process Efficiency 101431 Voluntary terminations as a percentage of total
business entity employees
10513 7.6.2 Manage separation Process Efficiency 103116 Employee turnover rate
10513 7.6.2 Manage separation Supplemental 102166 Percentage of total involuntary terminations that
Information are middle management/specialists
10513 7.6.2 Manage separation Supplemental 102168 Percentage of total involuntary terminations that
Information are operational workers/office staff
10513 7.6.2 Manage separation Supplemental 102170 Percentage of total involuntary terminations that
Information are senior management/executives
10513 7.6.2 Manage separation Supplemental 102798 Percentage of vacancies filled by internal
Information candidates for middle management/specialists
10513 7.6.2 Manage separation Supplemental 102800 Percentage of vacancies filled by internal
Information candidates for operational workers/office staff
10513 7.6.2 Manage separation Supplemental 102802 Percentage of vacancies filled by internal
Information candidates for senior management/executives
10513 7.6.2 Manage separation Supplemental 102814 Percentage of total voluntary terminations that
Information are operational workers/office staff
10513 7.6.2 Manage separation Supplemental 102818 Percentage of the work force that are expatriates
Information
10513 7.6.2 Manage separation Supplemental 102616 Percentage of total voluntary terminations that
Information are senior management/executives
10513 7.6.2 Manage separation Supplemental 106244 Voluntary terminations as a percentage of total
Information business entity employee turnover
10513 7.6.2 Manage separation Supplemental 106245 Involuntary terminations as a percentage of total
Information business entity employee turnover
10513 7.6.2 Manage separation Supplemental 104718 Percentage of total vacancies filled by internal
Information candidates
10520 7.6.7.1 Manage expatriates Cost Effectiveness 106069 Total cost to perform the process "manage
expatriates" per $1,000 revenue
10520 7.6.7.1 Manage expatriates Cost Effectiveness 106070 Total cost to perform the process "manage
expatriates" per process FTE
10520 7.6.7.1 Manage expatriates Process Efficiency 106071 Number of FTEs that perform the process
"manage expatriates" per $1 billion revenue
10523 7.7.2 Manage employee inquiry process Cycle Time 100303 Response time in hours for non-routine "manage
employee information" inquiries
10523 7.7.2 Manage employee inquiry process Cycle Time 100325 Average time in days to fulfill an ad hoc
information request
10523 7.7.2 Manage employee inquiry process Cycle Time 100305 Response time in hours for routine "manage
employee information" inquiries
10523 7.7.2 Manage employee inquiry process Process Efficiency 106418 Number of FTEs that perform the process
"manage employee inquiry process" per $1
billion revenue
10523 7.7.2 Manage employee inquiry process Supplemental 101364 Number of monthly non-routine "manage
Information employee information" inquiries per business
entity employee
10523 7.7.2 Manage employee inquiry process Supplemental 101400 Number of monthly routine "manage employee
Information information" inquiries per business entity
employee
10523 7.7.2 Manage employee inquiry process Supplemental 101788 Percentage of "manage employee information"
Information inquiries received that are routine
10523 7.7.2 Manage employee inquiry process Supplemental 101789 Percentage of "manage employee information"
Information inquiries received via channels other than e-mail,
phone, and face-to-face
10523 7.7.2 Manage employee inquiry process Supplemental 101791 Percentage of "manage employee information"
Information inquiries received via digital communication
channels
10523 7.7.2 Manage employee inquiry process Supplemental 101792 Percentage of "manage employee information"
Information inquiries received via e-mail
10523 7.7.2 Manage employee inquiry process Supplemental 101794 Percentage of "manage employee information"
Information inquiries received via face-to-face
10523 7.7.2 Manage employee inquiry process Supplemental 101797 Percentage of "manage employee information"
Information inquiries received via phone
10524 7.7.3 Manage and maintain employee data Process Efficiency 106419 Number of FTEs that perform the process
"manage and maintain employee data" per $1
billion revenue
10525 7.7.4 Manage human resource information systems Process Efficiency 106420 Number of FTEs that perform the process
HRIS "manage human resource information systems
(HRIS)" per $1 billion revenue
10526 7.7.5 Develop and manage employee metrics Process Efficiency 106421 Number of FTEs that perform the process
"develop and manage employee metrics" per $1
billion revenue
10531 7.4.4 Manage employee grievances Cycle Time 100584 Cycle time in days required to resolve an
employee grievance
10728 9.1 Perform planning and management accounting Cost Effectiveness 105135 Outsourced cost to perform the process group
"perform planning and management accounting"
per $1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105145 Total cost to perform the process group "perform
planning and management accounting" per
$1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 105148 Total internal cost to perform the process
"perform cost accounting and control" and
"perform cost management" per process FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 103385 Systems cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per $100,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 103065 Personnel cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per process FTE
10728 9.1 Perform planning and management accounting Cost Effectiveness 103067 Personnel cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per $1,000 revenue
10728 9.1 Perform planning and management accounting Cost Effectiveness 103989 Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management" per process FTE
10728 9.1 Perform planning and management accounting Process Efficiency 101089 Number of FTEs that perform the processes
"perform cost accounting and control" and
"perform cost management" per $1 billion
revenue
10728 9.1 Perform planning and management accounting Process Efficiency 101172 Number of FTEs that perform the process group
"perform planning and management accounting"
per $1 billion revenue
10728 9.1 Perform planning and management accounting Supplemental 102050 Percentage of total finance function FTEs
Information allocated to the process group "perform planning
and management accounting"
10729 9.2 Perform revenue accounting Cost Effectiveness 103514 Total cost to perform the order to invoice
processes per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105082 Total cost to perform the process group "perform
revenue accounting" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106081 Systems cost to perform the process group
"perform revenue accounting" per $100,000
revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106082 Overhead cost to perform the process group
"perform revenue accounting" per $100,000
revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 106085 Outsourced cost to perform the process group
"perform revenue accounting" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105961 Overhead cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105962 Personnel cost to perform the order to invoice
processes per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105963 Personnel cost to perform the order to invoice
processes per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105974 Total cost to perform the order to invoice
processes per invoice line item processed
10729 9.2 Perform revenue accounting Cost Effectiveness 105975 Total cost to perform the order to invoice
processes per invoice processed
10729 9.2 Perform revenue accounting Cost Effectiveness 105976 Total cost to perform the order to invoice
processes per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105977 Total cost to perform the order to invoice
processes per sales order line item
10729 9.2 Perform revenue accounting Cost Effectiveness 105979 Total cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per
adjustment/deduction
10729 9.2 Perform revenue accounting Cost Effectiveness 105980 Total cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per customer receipt
10729 9.2 Perform revenue accounting Cost Effectiveness 105981 Total cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105967 Personnel cost to perform the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions" per process FTE
10729 9.2 Perform revenue accounting Cost Effectiveness 105968 Systems cost to perform the order to invoice
processes per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105930 Other cost to perform the order to invoice
processes per $100,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105942 Outsourced cost to perform the order to invoice
processes per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105945 Outsourced cost to perform the processes
"process accounts receivable (AR)", "manage and
process collections", and "manage and process
adjustments/deductions" per $1,000 revenue
10729 9.2 Perform revenue accounting Cost Effectiveness 105949 Overhead and other costs to perform the
processes "process accounts receivable (AR)",
"manage and process collections", and "manage
and process adjustments/deductions" per
$100,000 revenue
10729 9.2 Perform revenue accounting Process Efficiency 106080 Number of FTEs that perform the process group
"perform revenue accounting" per $1 billion
revenue
10729 9.2 Perform revenue accounting Process Efficiency 106505 Percentage of invoices paid in full the first time
10729 9.2 Perform revenue accounting Process Efficiency 101042 Number of FTEs that perform the processes
"process accounts receivable (AR)", "manage and
process collections", and "manage and process
adjustments/deductions" per $1 billion revenue
10729 9.2 Perform revenue accounting Process Efficiency 101078 Number of FTEs that perform the order to
invoice processes per $1 billion revenue
10729 9.2 Perform revenue accounting Staff Productivity 105925 Number of invoice line items processed per FTE
that performs the order to invoice processes
10729 9.2 Perform revenue accounting Staff Productivity 105926 Number of invoices processed per FTE that
performs the order to invoice processes
10729 9.2 Perform revenue accounting Staff Productivity 105927 Number of receipts processed per FTE that
performs the processes "process accounts
receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions"
10729 9.2 Perform revenue accounting Staff Productivity 105928 Number of sales order line items per FTE that
performs the order to invoice processes
10729 9.2 Perform revenue accounting Staff Productivity 105986 Value of customer adjustments/deductions per
FTE that performs the processes "process
accounts receivable (AR)", "manage and process
collections", and "manage and process
adjustments/deductions"
10729 9.2 Perform revenue accounting Supplemental 102017 Percentage of total finance function FTEs
Information allocated to the processes "manage sales orders",
"process customer credit", and "invoice
customer"
10729 9.2 Perform revenue accounting Supplemental 105484 Percentage of customer accounts that are active
Information customers
10729 9.2 Perform revenue accounting Supplemental 106506 Percentage of the total annual value of invoices
Information paid in full the first time
10729 9.2 Perform revenue accounting Supplemental 106507 Percentage of invoices processed first time error
Information free
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106318 Total cost to perform the process group "perform
general accounting and reporting" (excluding
fixed assets) as a percentage of total selling,
general, and administration (SG&A) costs
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106319 Total cost to perform the process group "perform
general accounting and reporting" per $1,000
revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 106323 Total cost to perform the process group "perform
general accounting and reporting" as a percentage
of total selling, general, and administration
(SG&A) costs
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103554 Total cost to perform the process group "Perform
general accounting and reporting" (excluding
fixed assets) per process group FTE
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103551 Total cost to perform the process group "perform
general accounting and reporting" (excluding
fixed assets) as a percentage of revenue
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103552 Total cost to perform the process group "Perform
general accounting and reporting" (excluding
fixed assets) per $1 billion revenue
10730 9.3 Perform general accounting and reporting Cycle Time 100613 Cycle time in days to perform annual close at the
site level
10730 9.3 Perform general accounting and reporting Process Efficiency 104843 Number of FTEs that perform the process group
"perform general accounting and reporting" per
$1 billion revenue
10730 9.3 Perform general accounting and reporting Supplemental 102048 Percentage of total finance function FTEs
Information allocated to the process group "perform general
accounting and reporting" (excluding fixed asset
accounting)
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106268 Personnel cost to perform the process group
"manage fixed-asset project accounting" per
process group FTE
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106269 Total cost to perform the process group "manage
fixed-asset project accounting" per process group
FTE
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106276 Personnel cost to perform the process group
"manage fixed-asset project accounting" per
$1,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106277 Outsourced cost to perform the process group
"manage fixed-asset project accounting" per
$1,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106278 Systems cost to perform the process group
"manage fixed-asset project accounting" per
$100,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106279 Overhead cost to perform the process group
"manage fixed-asset project accounting" per
$100,000 revenue
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 106280 Other cost to perform the process group "manage
fixed-asset project accounting" per $100,000
revenue
10731 9.4 Manage fixed-asset project accounting Supplemental 102039 Percentage of total finance function FTEs
Information allocated to the process group "manage fixed
asset project accounting"
10732 9.5 Process payroll Cost Effectiveness 106164 Systems cost to perform the process group
"process payroll" per $100,000 revenue
10732 9.5 Process payroll Cost Effectiveness 106163 Outsourced cost to perform the process group
"process payroll" per employee paid
10732 9.5 Process payroll Cost Effectiveness 103948 Total cost to perform the process group "process
payroll" per disbursement
10732 9.5 Process payroll Cost Effectiveness 103950 Total cost to perform the process group "process
payroll" per employee paid
10732 9.5 Process payroll Cost Effectiveness 103951 Total cost to perform the process group "process
payroll" per manual check/payment
10732 9.5 Process payroll Cost Effectiveness 103952 Total cost to perform the process group "process
payroll" per process group FTE
10732 9.5 Process payroll Cost Effectiveness 102720 Total cost the process group "process payroll" as
a percentage of cost of continuing operations
10732 9.5 Process payroll Cost Effectiveness 102848 Personnel cost to perform the process group
"process payroll" per $1,000 revenue
10732 9.5 Process payroll Cost Effectiveness 100464 Total cost to perform the process group "process
payroll" as a percentage of revenue
10732 9.5 Process payroll Cost Effectiveness 105617 Outsourced cost to perform the process group
"process payroll" per $1,000 revenue
10732 9.5 Process payroll Cycle Time 100152 Cycle time in business days to process the payroll
10732 9.5 Process payroll Process Efficiency 101106 Number of FTEs that perform the process group
"process payroll" per $1 billion revenue
10732 9.5 Process payroll Process Efficiency 101184 Number of FTEs that perform the process group
"process payroll" per 1,000 employees paid
10732 9.5 Process payroll Staff Productivity 101372 Number of payroll inquiries per FTE that
performs the process group "process payroll"
10732 9.5 Process payroll Staff Productivity 100920 Number of employees paid per FTE that performs
the process group "process payroll"
10732 9.5 Process payroll Supplemental 102057 Percentage of total finance function FTEs
Information allocated to the process group "process payroll"
10732 9.5 Process payroll Supplemental 105259 Percentage of paid employees that are exempt
Information employees
10732 9.5 Process payroll Supplemental 105260 Percentage of paid employees that are non-
Information exempt employees
10732 9.5 Process payroll Supplemental 105261 Percentage of paid employees that are retired
Information employees
10732 9.5 Process payroll Supplemental 105262 Percentage of paid employees that are paid
Information weekly
10733 9.6 Process accounts payable and expense Cost Effectiveness 104829 Personnel cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per process group FTE
10733 9.6 Process accounts payable and expense Cost Effectiveness 104830 Systems cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $100,000 revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 104834 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per $1 billion revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 104835 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per process FTE
10733 9.6 Process accounts payable and expense Cost Effectiveness 104825 Outsourced cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1,000 revenue
10733 9.6 Process accounts payable and expense Cost Effectiveness 103971 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per $1,000 revenue
10733 9.6 Process accounts payable and expense Process Efficiency 101095 Number of FTEs that perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1 billion revenue
10733 9.6 Process accounts payable and expense Supplemental 104831 Systems cost to perform the process group
reimbursements Information "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group
10733 9.6 Process accounts payable and expense Supplemental 104826 Overhead and other cost to perform the process
reimbursements Information group "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group
10733 9.6 Process accounts payable and expense Supplemental 102018 Percentage of total finance function FTEs
reimbursements Information allocated to the process group "perform accounts
payable and expense reimbursements"
10734 9.7 Manage treasury operations Cost Effectiveness 104893 Total cost to perform the process group "manage
treasury operations" per $1,000 revenue
10734 9.7 Manage treasury operations Cost Effectiveness 104816 Total cost of the process group "Manage treasury
operations" per global legal entity supported
10734 9.7 Manage treasury operations Cost Effectiveness 104806 Total cost to perform the process group "manage
treasury operations" per $1 billion revenue
10734 9.7 Manage treasury operations Process Efficiency 101167 Number of FTEs that perform the process group
"manage treasury operations" per $1 billion
revenue
10734 9.7 Manage treasury operations Process Efficiency 103152 Return on invested capital
10734 9.7 Manage treasury operations Staff Productivity 104812 Number of global legal entities supported per
FTE that performs the process group "Manage
treasury operations"
10734 9.7 Manage treasury operations Supplemental 102045 Percentage of total finance function FTEs
Information allocated to the process group "manage treasury
operations"
10734 9.7 Manage treasury operations Supplemental 104776 Return on working capital
Information
10735 9.8 Manage internal controls Cost Effectiveness 106281 Outsourced cost to perform the process group
"manage internal controls" per $1,000 revenue
10735 9.8 Manage internal controls Cost Effectiveness 106282 Overhead cost to perform the process group
"manage internal controls" per $100,000 revenue
10735 9.8 Manage internal controls Cost Effectiveness 106274 Personnel cost to perform the process group
"manage internal controls" per process group
FTE
10735 9.8 Manage internal controls Cost Effectiveness 104014 Total cost to perform the process group "manage
internal controls" as a percentage of revenue
10735 9.8 Manage internal controls Cost Effectiveness 104015 Total cost to perform the process group "manage
internal controls" per $1 billion revenue
10735 9.8 Manage internal controls Cost Effectiveness 104016 Total cost to perform the process group "manage
internal controls" per $1,000 revenue
10735 9.8 Manage internal controls Cost Effectiveness 103051 Personnel cost to perform the process group
"manage internal controls" per $1,000 revenue
10735 9.8 Manage internal controls Process Efficiency 101163 Number of FTEs that perform the process group
"manage internal controls" per $1 billion revenue
10735 9.8 Manage internal controls Supplemental 102041 Percentage of total finance function FTEs
Information allocated to the process group "manage internal
controls"
10736 9.9 Manage taxes Cost Effectiveness 104807 Total cost to perform the process group "manage
taxes" per $1 billion revenue
10736 9.9 Manage taxes Cost Effectiveness 104894 Total cost to perform the process group "manage
taxes" per $1,000 revenue
10736 9.9 Manage taxes Process Efficiency 101165 Number of FTEs that perform the process group
"manage taxes" per $1 billion revenue
10736 9.9 Manage taxes Supplemental 102043 Percentage of total finance function FTEs
Information allocated to the process group "manage taxes"
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 105149 Total internal cost to perform the process
"perform planning/budgeting/forecasting" per
process FTE
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 105139 Overhead and other costs to perform the process
"perform planning/budgeting/forecasting" per
$100,000 revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102988 Personnel cost to perform the process "perform
planning/budgeting/forecasting" per process FTE
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 101574 Outsourced cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103811 Total cost to perform the process "perform
planning/budgeting/forecasting" as a percentage
of revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103812 Total cost to perform the process "perform
planning/budgeting/forecasting" per process FTE
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103813 Total cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100160 Cycle time in days to complete the annual budget
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100604 Cycle time in days to prepare the financial
forecast
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100635 Cycle time in days to update/revise the rolling
forecast
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101098 Number of FTEs that perform the process
"perform planning/budgeting/forecasting" per $1
billion revenue
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101761 Percentage error for the personnel cost forecast
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101762 Percentage error for the total sales forecast
10738 9.1.1 Perform planning/budgeting/forecasting Staff Productivity 105134 Number of budget line items per FTE that
performs the process "perform
planning/budgeting/forecasting"
10738 9.1.1 Perform planning/budgeting/forecasting Supplemental 102027 Percentage of total finance function FTEs
Information allocated to the process "perform planning/
budgeting/ forecasting"
10739 9.1.2 Perform cost accounting and control Supplemental 102059 Percentage of total finance function FTEs
Information allocated to the processes "perform cost
accounting and control" and "perform cost
management"
10739 9.1.2 Perform cost accounting and control Supplemental 105140 Percentage of cost base accounted for by activity-
Information based costing
10740 9.1.3 Perform cost management Cost Effectiveness 106138 Average cost per click for an online retail ad
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103677 Total cost to perform the process "evaluate and
manage financial performance" per process FTE
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103679 Total cost to perform the process "evaluate and
manage financial performance" per $1,000
revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 102921 Personnel cost to perform the process "evaluate
and manage financial performance" per process
FTE
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 102923 Personnel cost to perform the process "evaluate
and manage financial performance" per $1,000
revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 105147 Total internal cost to perform the process
"evaluate and manage financial performance" per
process FTE
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 103282 Systems cost to perform the process "evaluate
and manage financial performance" per $100,000
revenue
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 104151 Total revenue per active customer
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100616 Cycle time in days to perform financial
evaluation of new customers
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100617 Cycle time in days to perform financial
evaluation of new markets
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100618 Cycle time in days to perform financial
evaluation of new products
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106140 Average gross profitability for brick-and-mortar
retail stores
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106141 Like for Like (LFL) brick-and-mortar retail sales
growth
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 106142 Average annual sales per square foot of brick-
and-mortar retail selling space
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 101019 Number of FTEs that perform the process
"evaluate and manage financial performance" per
$1 billion revenue
10741 9.1.4 Evaluate and manage financial performance Staff Productivity 106508 Business entity revenue per business entity FTE
10741 9.1.4 Evaluate and manage financial performance Supplemental 101973 Percentage of employees with compensations
Information affected by profit
10741 9.1.4 Evaluate and manage financial performance Supplemental 101976 Percentage of employees with compensations
Information affected by budget versus actual variances
10741 9.1.4 Evaluate and manage financial performance Supplemental 100405 Compounded annual growth rate in earnings
Information before interest, tax, depreciation and amortization
over the past three reporting periods
10741 9.1.4 Evaluate and manage financial performance Supplemental 100407 Compounded annual growth rate of revenue over
Information the past three reporting periods
10741 9.1.4 Evaluate and manage financial performance Supplemental 100684 EBITDA margin (current reporting period)
Information
10741 9.1.4 Evaluate and manage financial performance Supplemental 102009 Percentage of total finance function FTEs
Information allocated to the process "evaluate and manage
financial performance"
10741 9.1.4 Evaluate and manage financial performance Supplemental 102831 Revenue growth from three reporting periods
Information prior
10742 9.2.1 Process customer credit Cost Effectiveness 103343 Systems cost to perform the process "process
customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 105485 Personnel cost to perform the process "process
customer credit" per process FTE
10742 9.2.1 Process customer credit Cost Effectiveness 105480 Total cost to perform the process "process
customer credit" per active customer
10742 9.2.1 Process customer credit Cost Effectiveness 105481 Total cost to perform the process "process
customer credit" per customer account
10742 9.2.1 Process customer credit Cost Effectiveness 105960 Overhead cost to perform the process "process
customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 105940 Other cost to perform the process "process
customer credit" per $100,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103010 Personnel cost to perform the process "process
customer credit" per $1,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 101582 Outsourced cost to perform the process "process
customer credit" per $1,000 revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103855 Total cost to perform the process "process
customer credit" per process FTE
10742 9.2.1 Process customer credit Cost Effectiveness 103857 Total cost to perform the process "process
customer credit" per $1 billion revenue
10742 9.2.1 Process customer credit Cost Effectiveness 103859 Total cost to perform the process "process
customer credit" per $1,000 revenue
10742 9.2.1 Process customer credit Cycle Time 100561 Cycle time in days for credit approval
10742 9.2.1 Process customer credit Process Efficiency 101114 Number of FTEs that perform the process
"process customer credit" per $1 billion revenue
10742 9.2.1 Process customer credit Staff Productivity 100902 Number of credit reviews per FTE that performs
the process "process customer credit"
10742 9.2.1 Process customer credit Staff Productivity 100878 Number of active customers per FTE that
performs the process "process customer credit"
10742 9.2.1 Process customer credit Staff Productivity 105478 Number of customer accounts per FTE that
performs the process "process customer credit"
10742 9.2.1 Process customer credit Supplemental 102034 Percentage of total finance function FTEs
Information allocated to the process "process customer credit"
10742 9.2.1 Process customer credit Supplemental 105965 Personnel cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 105948 Overhead and other cost to perform the process
Information "process customer credit" as a percentage of total
process cost
10742 9.2.1 Process customer credit Supplemental 105944 Outsourced cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 105939 Other cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 105972 Systems cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10742 9.2.1 Process customer credit Supplemental 105959 Overhead cost to perform the process "process
Information customer credit" as a percentage of total process
cost
10743 9.2.2 Invoice customer Cost Effectiveness 103694 Total cost to perform the process "invoice
customer" as a percentage of revenue
10743 9.2.2 Invoice customer Cost Effectiveness 103697 Total cost to perform the process "invoice
customer" per process FTE
10743 9.2.2 Invoice customer Cost Effectiveness 103702 Total cost to perform the process "invoice
customer" per $1,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 103706 Total cost to perform the process "invoice
customer" per invoice line item processed
10743 9.2.2 Invoice customer Cost Effectiveness 103709 Total cost to perform the process "invoice
customer" per invoice processed
10743 9.2.2 Invoice customer Cost Effectiveness 103699 Total cost to perform the process "invoice
customer" per $1 billion revenue
10743 9.2.2 Invoice customer Cost Effectiveness 102933 Personnel cost to perform the process "invoice
customer" per $1,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 105932 Other cost to perform the process "invoice
customer" per $100,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 105952 Overhead cost to perform the process "invoice
customer" per $100,000 revenue
10743 9.2.2 Invoice customer Cost Effectiveness 105482 Total cost to perform the process "invoice
customer" per active customer
10743 9.2.2 Invoice customer Cost Effectiveness 105483 Total cost to perform the process "invoice
customer" per customer account
10743 9.2.2 Invoice customer Cost Effectiveness 105486 Personnel cost to perform the process "invoice
customer" per process FTE
10743 9.2.2 Invoice customer Cost Effectiveness 103289 Systems cost to perform the process "invoice
customer" per $100,000 revenue
10743 9.2.2 Invoice customer Cycle Time 100558 Cycle time in days between transmission of
invoice and shipment of goods or delivery of
services
10743 9.2.2 Invoice customer Cycle Time 100164 Cycle time in days to generate complete and
correct billing data
10743 9.2.2 Invoice customer Process Efficiency 101035 Number of FTEs that perform the process
"invoice customer" per $1 billion revenue
10743 9.2.2 Invoice customer Process Efficiency 102134 Percentage of invoice line items invoiced using
electronic or automatic methods
10743 9.2.2 Invoice customer Process Efficiency 102142 Percentage of invoice line items processed error
free the first time
10743 9.2.2 Invoice customer Process Efficiency 102161 Percentage of invoices automatically generated
based on event triggers
10743 9.2.2 Invoice customer Staff Productivity 105479 Number of customer accounts per FTE that
performs the process "invoice customer"
10743 9.2.2 Invoice customer Staff Productivity 101280 Number of invoice line items processed per FTE
that performs the process "invoice customer"
10743 9.2.2 Invoice customer Staff Productivity 101287 Number of invoices processed per FTE that
performs the process "invoice customer"
10743 9.2.2 Invoice customer Supplemental 102010 Percentage of total finance function FTEs
Information allocated to the process "invoice customer"
10743 9.2.2 Invoice customer Supplemental 100230 Average number of line items per invoice
Information
10743 9.2.2 Invoice customer Supplemental 100387 Average value per line item billed
Information
10743 9.2.2 Invoice customer Supplemental 102157 Percentage of invoice line items that are
Information denominated in a foreign currency
10743 9.2.2 Invoice customer Supplemental 101870 Percentage of billed/invoiced line items offering
Information a discount
10743 9.2.2 Invoice customer Supplemental 105969 Systems cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105943 Outsourced cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105951 Overhead cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105947 Overhead and other cost to perform the process
Information "invoice customer" as a percentage of total
process cost
10743 9.2.2 Invoice customer Supplemental 105983 Value per invoice line item that is paid in full the
Information first time
10743 9.2.2 Invoice customer Supplemental 105931 Other cost to perform the process "invoice
Information customer" as a percentage of total process cost
10743 9.2.2 Invoice customer Supplemental 105503 Percentage of billed/invoiced line items offering
Information a discount for which the discount is taken
10743 9.2.2 Invoice customer Supplemental 105489 Percentage of FTEs who perform the process
Information "invoice customer" who perform management
activities
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103341 Systems cost to perform the process "process
accounts receivable (AR)" per $100,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105598 Total cost to perform the process "process
accounts receivable (AR)" per active customer
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105567 Overhead and other costs to perform the process
"process accounts receivable (AR)" per $100,000
revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105958 Overhead cost to perform the process "process
accounts receivable (AR)" per $100,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103005 Personnel cost to perform the process "process
accounts receivable (AR)" per process FTE
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103007 Personnel cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 101581 Outsourced cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103843 Total cost to perform the process "process
accounts receivable (AR)" as a percentage of
revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103845 Total cost to perform the process "process
accounts receivable (AR)" per $1 billion revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103846 Total cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 103850 Total cost to perform the process "process
accounts receivable (AR)" per customer receipt
10744 9.2.3 Process accounts receivable (AR) Cycle Time 100178 Days sales outstanding
10744 9.2.3 Process accounts receivable (AR) Cycle Time 100581 Cycle time in days from transmission of invoice
to receipt of payment
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101109 Number of FTEs that perform the process
"process accounts receivable (AR)" per $1 billion
revenue
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 102264 Percentage of billed/invoiced line items paid on
time to the business entity
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 102286 Percentage of receipts received manually
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 102152 Percentage of invoice line items paid in full the
first time
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101656 Outstanding payment days as a proportion of
standard payment days
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 102463 Percentage of receipts automatically matched to
open items in the accounts receivable sub ledger
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 105532 Percentage of line items billed/invoiced that is
entered into the general ledger through an
automated method
10744 9.2.3 Process accounts receivable (AR) Staff Productivity 100797 Number of invoices processed per FTE that
performs the process "process accounts
receivable (AR)"
10744 9.2.3 Process accounts receivable (AR) Staff Productivity 101395 Number of receipts processed per FTE that
performs the process "process accounts
receivable (AR)"
10744 9.2.3 Process accounts receivable (AR) Staff Productivity 100904 Number of customer accounts per FTE that
performs the process "process accounts
receivable (AR)"
10744 9.2.3 Process accounts receivable (AR) Staff Productivity 105557 Number of active customers managed per FTE
that performs the process "process accounts
receivable (AR)"
10744 9.2.3 Process accounts receivable (AR) Supplemental 102011 Percentage of total finance function FTEs
Information allocated to the processes "process accounts
receivable (AR)," "manage and process
collections," and "manage and process
adjustments/deductions"
10744 9.2.3 Process accounts receivable (AR) Supplemental 103004 Personnel cost to perform the process "process
Information accounts receivable (AR)" as a percentage of the
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 103340 Systems cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 101278 Number of invoice line items per receipt
Information
10744 9.2.3 Process accounts receivable (AR) Supplemental 105433 Number of receipts processed per $1,000 of
Information revenue
10744 9.2.3 Process accounts receivable (AR) Supplemental 105585 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
management activities
10744 9.2.3 Process accounts receivable (AR) Supplemental 105586 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "apply cash remittances"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105588 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "post accounts receivable activity to
the general ledger"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105589 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "prepare accounts receivable reports"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105590 Percentage of FTEs that perform the process
Information "process accounts receivable (AR)" that perform
the activity "receive/deposit customer payments"
10744 9.2.3 Process accounts receivable (AR) Supplemental 105561 Outsourced cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 105566 Overhead and other costs to perform the process
Information "process accounts receivable (AR)" as a
percentage of total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 105937 Other cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 106077 Total cost to perform the process "process
Information accounts receivable (AR)" as a percentage of
total order-to-cash process cost
10744 9.2.3 Process accounts receivable (AR) Supplemental 106139 Average value of a retail e-commerce order
Information
10745 9.2.4 Manage and process collections Cost Effectiveness 103716 Total cost to perform the process "manage and
process collections" as a percentage of revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 103717 Total cost to perform the process "manage and
process collections" per $1 billion revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 103718 Total cost to perform the process "manage and
process collections" per $1,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 103724 Total cost to perform the process "manage and
process collections" per process FTE
10745 9.2.4 Manage and process collections Cost Effectiveness 101563 Outsourced cost to perform the process "manage
and process collections" per $1,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 102940 Personnel cost to perform the process "manage
and process collections" per $1,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 105936 Other cost to perform the process "manage and
process collections" per $100,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 105956 Overhead cost to perform the process "manage
and process collections" per $100,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 105565 Overhead and other costs to perform the process
"manage and process collections" per $1,000
revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 103293 Systems cost to perform the process "manage and
process collections" per $100,000 revenue
10745 9.2.4 Manage and process collections Cost Effectiveness 104467 Total cost to perform the process "manage and
process collections" per customer receipt
10745 9.2.4 Manage and process collections Process Efficiency 105436 Percentage of invoices billed to customers that
have credit terms
10745 9.2.4 Manage and process collections Process Efficiency 105568 Percentage of active customers that are
delinquent at any time during the year
10745 9.2.4 Manage and process collections Process Efficiency 104166 Total uncollectable balances as a percentage of
revenue
10745 9.2.4 Manage and process collections Process Efficiency 106504 Percentage of invoices that is adjusted by the
customer prior to payment
10745 9.2.4 Manage and process collections Process Efficiency 102155 Percentage of invoice line items that is adjusted
by the customer prior to payment
10745 9.2.4 Manage and process collections Process Efficiency 101048 Number of FTEs that perform the process
"manage and process collections" per $1 billion
revenue
10745 9.2.4 Manage and process collections Staff Productivity 104115 Number of active customers managed per FTE
that performs the process "manage and process
collections"
10745 9.2.4 Manage and process collections Supplemental 106078 Total cost to perform the process "manage and
Information process collections" as a percentage of total
order-to-cash process cost
10745 9.2.4 Manage and process collections Supplemental 105971 Systems cost to perform the process "manage and
Information process collections" as a percentage of total
process cost
10745 9.2.4 Manage and process collections Supplemental 105955 Overhead cost to perform the process "manage
Information and process collections" as a percentage of total
process cost
10745 9.2.4 Manage and process collections Supplemental 105593 Personnel cost to perform the process "manage
Information and process collections" as a percentage of total
process cost
10745 9.2.4 Manage and process collections Supplemental 105579 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
management activities
10745 9.2.4 Manage and process collections Supplemental 105580 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "analyze delinquent account
balances"
10745 9.2.4 Manage and process collections Supplemental 105581 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "correspond/negotiate with delinquent
accounts"
10745 9.2.4 Manage and process collections Supplemental 105582 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "discuss account resolution with
internal parties"
10745 9.2.4 Manage and process collections Supplemental 105583 Percentage of FTEs that perform the process
Information "manage and process collections" that perform
the activity "establish policies/procedures for
delinquent accounts"
10745 9.2.4 Manage and process collections Supplemental 105564 Overhead and other costs to perform the process
Information "manage and process collections" as a percentage
of total process cost
10745 9.2.4 Manage and process collections Supplemental 105935 Other cost to perform the process "manage and
Information process collections" as a percentage of total
process cost
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 103291 Systems cost to perform the process "manage and
process adjustments/deductions" per $100,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105595 Total cost to perform the process "manage and
process adjustments/deductions" per active
customer
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105596 Total cost to perform the process "manage and
process adjustments/deductions" per
adjustment/deduction
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105592 Personnel cost to perform the process "manage
and process adjustments/deductions" per process
FTE
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105563 Overhead and other costs to perform the process
"manage and process adjustments/deductions" per
$1,000 revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105954 Overhead cost to perform the process "manage
and process adjustments/deductions" per
$100,000 revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105934 Other cost to perform the process "manage and
process adjustments/deductions" per $100,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 102937 Personnel cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 103712 Total cost to perform the process "manage and
process adjustments/deductions" per $1,000
revenue
10746 9.2.5 Manage and process adjustments/deductions Cycle Time 100628 Cycle time in days to resolve adjustments
10746 9.2.5 Manage and process adjustments/deductions Process Efficiency 101043 Number of FTEs that perform the process
"manage and process adjustments/deductions" per
$1 billion revenue
10746 9.2.5 Manage and process adjustments/deductions Staff Productivity 100880 Number of adjustments/deductions per FTE that
performs the process "manage and process
adjustments/deductions"
10746 9.2.5 Manage and process adjustments/deductions Staff Productivity 105985 Value of customer adjustments/deductions per
FTE that performs the process "manage and
process adjustments/deductions"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 102012 Percentage of total finance function FTEs
Information allocated to the process "manage and process
adjustments/deductions"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105933 Other cost to perform the process "manage and
Information process adjustments/deductions" as a percentage
of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105562 Overhead and other costs to perform the process
Information "manage and process adjustments/deductions" as
a percentage of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105559 Outsourced cost to perform the process "manage
Information and process adjustments/deductions" as a
percentage of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105570 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform management activities
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105571 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "analyze adjustments"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105573 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "discuss resolution with
internal parties"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105574 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "establish
policies/procedures for adjustments"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105575 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "prepare chargeback
invoices"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105576 Percentage of FTEs that perform the process
Information "manage and process adjustments/deductions"
that perform the activity "process related entries"
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105953 Overhead cost to perform the process "manage
Information and process adjustments/deductions" as a
percentage of total process cost
10746 9.2.5 Manage and process adjustments/deductions Supplemental 105970 Systems cost to perform the process "manage and
Information process adjustments/deductions" as a percentage
of total process cost
10747 9.3.1 Manage policies and procedures Cost Effectiveness 106289 Overhead cost to perform the process "manage
financial policies and procedures" per $1,000
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 106290 Outsourced cost to perform the process "manage
financial policies and procedures" per $1,000
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 103973 Total cost to perform the process "Manage
financial policies and procedures" per $1,000
revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 101593 Outsourced cost to perform the process "manage
policies and procedures" per $1,000 revenue
10747 9.3.1 Manage policies and procedures Cost Effectiveness 104845 Personnel cost to perform the process "Manage
policies and procedures" per process FTE
10747 9.3.1 Manage policies and procedures Process Efficiency 101054 Number of FTEs that perform the process
"manage financial policies and procedures" per
$1 billion revenue
10747 9.3.1 Manage policies and procedures Supplemental 106291 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform management activities
10747 9.3.1 Manage policies and procedures Supplemental 102015 Percentage of total finance function FTEs
Information allocated to the process "manage policies and
procedures"
10748 9.3.2 Perform general accounting Cost Effectiveness 106297 Overhead cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 106298 Other cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103381 Systems cost to perform the process "perform
general accounting" per $100,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103056 Personnel cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103059 Personnel cost to perform the process "perform
general accounting" per process FTE
10748 9.3.2 Perform general accounting Cost Effectiveness 101596 Outsourced cost to perform the process "perform
general accounting" per $1,000 revenue
10748 9.3.2 Perform general accounting Cost Effectiveness 103980 Total cost to perform the process "perform
general accounting" per journal entry line item
10748 9.3.2 Perform general accounting Cost Effectiveness 103983 Total cost to perform the process "perform
general accounting" per process FTE
10748 9.3.2 Perform general accounting Cycle Time 100625 Cycle time in days to produce period-end
management reports
10748 9.3.2 Perform general accounting Cycle Time 104615 Cycle time in days for finance shared services
center to complete the monthly financial close
10748 9.3.2 Perform general accounting Process Efficiency 101096 Number of FTEs that perform the process
"perform general accounting" per $1 billion
revenue
10748 9.3.2 Perform general accounting Process Efficiency 101753 Percentage change in business entity's gross
margin over the past three years
10748 9.3.2 Perform general accounting Process Efficiency 101765 Percentage of journal entry line items processed
error free the first time
10748 9.3.2 Perform general accounting Process Efficiency 100848 Manual journal entry line item percentage
10748 9.3.2 Perform general accounting Staff Productivity 100875 Number of accounts per FTE that performs the
process "perform general accounting"
10748 9.3.2 Perform general accounting Staff Productivity 101330 Number of journal entry line items per FTE that
performs the process "perform general
accounting"
10748 9.3.2 Perform general accounting Supplemental 102025 Percentage of total finance function FTEs
Information allocated to the process "perform general
accounting"
10748 9.3.2 Perform general accounting Supplemental 100874 Number of accounts in the chart of accounts
Information
10748 9.3.2 Perform general accounting Supplemental 104847 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Perform
general accounting"
10748 9.3.2 Perform general accounting Supplemental 106299 Percentage of FTEs that perform the process
Information "perform general accounting" that perform
management activities
10748 9.3.2 Perform general accounting Supplemental 105992 Percentage of journal entry line items directly
Information linked from an internal/external system
10748 9.3.2 Perform general accounting Supplemental 105993 Percentage of journal entry line items that are
Information automated and recurring
10748 9.3.2 Perform general accounting Supplemental 105994 Percentage of journal entry line items sourced
Information through methods other than manual, direct link,
or automated entry
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103809 Total cost to perform the process "perform fixed-
asset accounting" per $1,000 revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103810 Total cost to perform the process "perform fixed-
asset accounting" per fixed asset transaction
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103518 Total cost of repair and maintenance per $1,000
gross value of fixed assets
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103535 Total cost of the depreciation expense per $1,000
revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103546 Total cost to perform the fixed assets cycle as
percentage of revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103547 Total cost to perform the fixed assets cycle per $1
billion revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 101573 Outsourced cost to perform the process "perform
fixed-asset accounting" per $1,000 revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 100456 Total cost to perform the fixed assets cycle per
$1,000 revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 102986 Personnel cost to perform the process "perform
fixed-asset accounting" per $1,000 revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 102987 Personnel cost to perform the process "perform
fixed-asset accounting" per fixed asset
transaction
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 103329 Systems cost to perform the process "perform
fixed-asset accounting" per $100,000 revenue
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 104848 Personnel cost to perform the process "Perform
fixed-asset accounting" per process FTE
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 100307 Return on fixed assets
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 100734 Fixed asset turnover
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 101902 Percentage of capital projects budgeted and
approved in the capital expenditure plan
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 101903 Percentage of capital projects completed on time
10749 9.3.3 Perform fixed-asset accounting Process Efficiency 101869 Percentage of approved capital projects
considered within or on budget for spending
10749 9.3.3 Perform fixed-asset accounting Staff Productivity 101329 Number of journal entry line items for fixed asset
transactions per fixed asset accounting FTE
10749 9.3.3 Perform fixed-asset accounting Supplemental 102022 Percentage of total finance function FTEs
Information allocated to the process "perform fixed asset
accounting"
10749 9.3.3 Perform fixed-asset accounting Supplemental 100733 Fixed asset transactions resulting from physical
Information inventories as a percentage of total fixed asset
transactions
10749 9.3.3 Perform fixed-asset accounting Supplemental 105125 Total value of Assets Under Management per
Information $1,000 revenue
10750 9.3.4 Perform financial reporting Cost Effectiveness 104851 Personnel cost to perform the process "Perform
financial reporting" per process FTE
10750 9.3.4 Perform financial reporting Cost Effectiveness 103383 Systems cost to perform the process "perform
financial reporting" per $100,000 revenue
10750 9.3.4 Perform financial reporting Cost Effectiveness 104469 Total cost to perform the process "perform
financial reporting" per process FTE
10750 9.3.4 Perform financial reporting Cost Effectiveness 103061 Personnel cost to perform the process "perform
financial reporting" per $1,000 revenue
10750 9.3.4 Perform financial reporting Cost Effectiveness 101599 Outsourced cost to perform the process "perform
financial reporting" per $1,000 revenue
10750 9.3.4 Perform financial reporting Cycle Time 100594 Cycle time in days from producing annual flash
reports to completing consolidated annual
financial statements
10750 9.3.4 Perform financial reporting Cycle Time 100597 Cycle time in calendar days from producing
monthly flash reports to completing the monthly
consolidated financial statements
10750 9.3.4 Perform financial reporting Cycle Time 100552 Cycle time in days between completion of annual
consolidated financial statements and the release
of earnings
10750 9.3.4 Perform financial reporting Cycle Time 100555 Cycle time in days between completion of
quarterly consolidated financial statements and
the release of earnings
10750 9.3.4 Perform financial reporting Cycle Time 100162 Cycle time in days to complete the monthly
consolidated financial statements
10750 9.3.4 Perform financial reporting Process Efficiency 101090 Number of FTEs that perform the process
"perform financial reporting" per $1 billion
revenue
10750 9.3.4 Perform financial reporting Supplemental 104852 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Perform
financial reporting"
10750 9.3.4 Perform financial reporting Supplemental 102021 Percentage of total finance function FTEs
Information allocated to the process "perform financial
reporting"
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103801 Total cost to perform the process "perform capital
planning and project approval" per $1,000
revenue
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 101603 Outsourced cost to perform the process "perform
capital planning and project approval" per $1,000
revenue
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100008 Actual capital expenditure as a percentage of
budgeted capital expenditures for one year prior
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100010 Actual capital expenditure as a percentage of
budgeted capital expenditures for two years prior
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103064 Personnel cost to perform the process "perform
capital planning and project approval" per $1,000
revenue
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 103325 Systems cost to perform the process "perform
capital planning and project approval" per
$100,000 revenue
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 105141 Personnel cost to perform the process "perform
capital planning and project approval" per
process FTE
10751 9.4.1 Perform capital planning and project approval Cycle Time 100586 Cycle time in days to approve a capital project
10751 9.4.1 Perform capital planning and project approval Supplemental 102019 Percentage of total finance function FTEs
Information allocated to the process "perform capital planning
and project approval"
10752 9.4.2 Perform capital project accounting Cost Effectiveness 106270 Personnel cost to perform the process "perform
capital project accounting" per process FTE
10752 9.4.2 Perform capital project accounting Cost Effectiveness 103332 Systems cost to perform the process "perform
capital project accounting" per $100,000 revenue
10752 9.4.2 Perform capital project accounting Cost Effectiveness 104470 Total cost to perform the process "perform capital
project accounting" per process FTE
10752 9.4.2 Perform capital project accounting Cost Effectiveness 102993 Personnel cost to perform the process "perform
capital project accounting" per $1,000 revenue
10752 9.4.2 Perform capital project accounting Cost Effectiveness 101577 Outsourced cost to perform the process "perform
capital project accounting" per $1,000 revenue
10752 9.4.2 Perform capital project accounting Cost Effectiveness 103818 Total cost of the process "perform capital project
accounting" per approved capital project
10752 9.4.2 Perform capital project accounting Process Efficiency 101088 Number of FTEs that perform the process
"perform capital project accounting" per $1
billion revenue
10752 9.4.2 Perform capital project accounting Process Efficiency 100896 Number of capital projects not budgeted as a
percentage of approved projects
10752 9.4.2 Perform capital project accounting Supplemental 102020 Percentage of total finance function FTEs
Information allocated to the process "perform capital project
accounting"
10753 9.5.1 Report time Cost Effectiveness 106166 Systems cost to perform the process "report time"
per $100,000 revenue
10753 9.5.1 Report time Cost Effectiveness 103887 Total cost to perform the process "report time"
per $1,000 revenue
10753 9.5.1 Report time Cost Effectiveness 103890 Total cost to perform the process "report time"
per employee paid
10753 9.5.1 Report time Cost Effectiveness 103892 Total cost to perform the process "report time"
per time record processed
10753 9.5.1 Report time Cost Effectiveness 101604 Outsourced cost to perform the process "report
time" per $1,000 revenue
10753 9.5.1 Report time Cost Effectiveness 103023 Personnel cost to perform the process "report
time" per employee paid
10753 9.5.1 Report time Cost Effectiveness 103351 Systems cost to perform the process "report time"
per employee paid
10753 9.5.1 Report time Cost Effectiveness 105252 Outsourced cost to perform the process "report
time" per employee paid
10753 9.5.1 Report time Cost Effectiveness 105253 Overhead and other costs to perform the process
"report time" per employee paid
10753 9.5.1 Report time Cycle Time 100540 Cycle time in business days to process time
record data and enter into payroll system
10753 9.5.1 Report time Process Efficiency 101130 Number of FTEs that perform the process "report
time" per $1 billion revenue
10753 9.5.1 Report time Process Efficiency 101134 Number of FTEs that perform the process "report
time" per 1,000 employees paid
10753 9.5.1 Report time Process Efficiency 102696 Percentage of time records that are processed first
time error free
10753 9.5.1 Report time Process Efficiency 102698 Percentage of time records that are returned to the
employee/field for validation and/or correction
10753 9.5.1 Report time Process Efficiency 104487 Percentage of time records that are submitted
electronically
10753 9.5.1 Report time Process Efficiency 104488 Percentage of time records that are entered
manually into the payroll system
10753 9.5.1 Report time Staff Productivity 101422 Number of time records processed per FTE that
performs the process "report time"
10753 9.5.1 Report time Supplemental 102037 Percentage of total finance function FTEs
Information allocated to the process "report time"
10754 9.5.2 Manage pay Cost Effectiveness 106167 Systems cost to perform the process "manage
pay" per $100,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 105255 Overhead and other costs to perform the process
"manage pay" per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 105256 Overhead and other costs to perform the process
"manage pay" per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 105257 Outsourced cost to perform the process "manage
pay" per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 102957 Personnel cost to perform the process "manage
pay" per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 102956 Personnel cost to perform the process "manage
pay" per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 101602 Outsourced cost to perform the process "manage
pay" per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 103736 Total cost to perform the process "manage pay"
per $1,000 revenue
10754 9.5.2 Manage pay Cost Effectiveness 103739 Total cost to perform the process "manage pay"
per employee paid
10754 9.5.2 Manage pay Cost Effectiveness 103741 Total cost to perform the process "manage pay"
per payroll disbursement
10754 9.5.2 Manage pay Cycle Time 100546 Cycle time in business days to remove a
terminated employee from the payroll system
10754 9.5.2 Manage pay Cycle Time 100549 Cycle time in business days to resolve a payroll
error
10754 9.5.2 Manage pay Cycle Time 100536 Cycle time in business days from the payroll
system cut-off date until payroll transmit date
10754 9.5.2 Manage pay Cycle Time 100529 Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date
10754 9.5.2 Manage pay Cycle Time 100532 Cycle time in business days from HR/benefits
system cut-off until payroll system cut-off date
10754 9.5.2 Manage pay Process Efficiency 101057 Number of FTEs that perform the process
"manage pay" per $1 billion revenue
10754 9.5.2 Manage pay Process Efficiency 101061 Number of FTEs that perform the process
"manage pay" per 1,000 employees paid
10754 9.5.2 Manage pay Process Efficiency 101739 Payment errors as a percentage of total payroll
disbursements
10754 9.5.2 Manage pay Process Efficiency 101373 Number of payroll-related inquiries as a
percentage of payroll disbursements
10754 9.5.2 Manage pay Process Efficiency 101429 Number of voided checks/payments as a
percentage of payroll disbursements
10754 9.5.2 Manage pay Process Efficiency 101958 Percentage of employees receiving payroll
disbursements via direct deposit
10754 9.5.2 Manage pay Process Efficiency 102380 Percentage of payroll disbursements that are
manual checks/payments
10754 9.5.2 Manage pay Staff Productivity 101334 Number of manual checks/payments per FTE that
performs the process group "process payroll"
10754 9.5.2 Manage pay Supplemental 100390 Business days the HR/Benefits system is open for
Information employee data changes, new hires and
termination during payroll period
10754 9.5.2 Manage pay Supplemental 102385 Percentage of total FTEs that perform the process
Information group "process payroll" that perform the process
"manage pay"
10754 9.5.2 Manage pay Supplemental 102014 Percentage of total finance function FTEs
Information allocated to the process "manage pay"
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 106168 Systems cost to perform the process "process
payroll taxes" per $100,000 revenue
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103885 Total cost to perform the process "process payroll
taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 101605 Outsourced cost to perform the process "process
payroll taxes" per $1,000 revenue
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103019 Personnel cost to perform the process "process
payroll taxes" per $1,000 revenue
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103020 Personnel cost to perform the process "process
payroll taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 103349 Systems cost to perform the process "process
payroll taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105271 Overhead and other costs to perform the process
"process payroll taxes" per employee paid
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 105272 Overhead and other costs to perform the process
"process payroll taxes" per $1,000 revenue
10755 9.5.3 Manage and process payroll taxes Cycle Time 100534 Cycle time in business days from notification of
required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101120 Number of FTEs that perform the process
"process payroll taxes" per $1 billion revenue
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101128 Number of FTEs that perform the process
"process payroll taxes" per 1,000 employees paid
10755 9.5.3 Manage and process payroll taxes Supplemental 102007 Percentage of total finance function FTEs
Information allocated to the process "process payroll taxes"
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105921 Overhead and other cost to perform the process
"process accounts payable (AP)" per invoice
processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105893 Total cost to perform the process "process
accounts payable" as percentage of selling,
general, and administrative (SGA) costs
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105909 Personnel cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105910 Systems cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105911 Overhead cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105912 Outsourced cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105913 Other cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 104204 Value of purchases (in millions) per FTE that
performs the process "process accounts payable
(AP)"
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105022 Total value of purchases per barrel throughput
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105043 Total cost to perform the process "process
accounts payable" per thousand barrel of oil
equivalent (BOE)
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105044 Total cost to perform the process "process
accounts payable" per gross operated producing
well
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105045 Total cost to perform the process "process
accounts payable" per mile of pipe
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105046 Total cost to perform the process "process
accounts payable" per thousand barrels
throughput
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103336 Systems cost to perform the process "process
accounts payable (AP)" per $100,000 purchases
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103338 Systems cost to perform the process "process
accounts payable (AP)" per $100,000 revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 102997 Personnel cost to perform the process "process
accounts payable" per process FTE
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103001 Personnel cost to perform the process "process
accounts payable (AP)" per $1,000 revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 101580 Outsourced cost to perform the process "process
accounts payable (AP)" per $1,000 revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 100451 Total cost to perform the process "process
accounts payable (AP)" per invoice processed
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103825 Total cost to perform the process "process
accounts payable (AP)" as a percentage of
revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103826 Total cost to perform the process "process
accounts payable (AP)" per process FTE
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103827 Total cost to perform the process "process
accounts payable (AP)" per $1 billion revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103828 Total cost to perform the process "process
accounts payable" per $1,000 purchases
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103831 Total cost to perform the process "process
accounts payable (AP)" per $1,000 revenue
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 103835 Total cost to perform the process "process
accounts payable (AP)" per
disbursement/payment
10756 9.6.1 Process accounts payable (AP) Cycle Time 100636 Cycle time in hours to enter invoice data into the
system
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101108 Number of FTEs that perform the process
"process accounts payable (AP)" per $1 billion
revenue
10756 9.6.1 Process accounts payable (AP) Process Efficiency 102146 Percentage of invoice line items received
electronically
10756 9.6.1 Process accounts payable (AP) Process Efficiency 102149 Percentage of invoice line items that are matched
the first time
10756 9.6.1 Process accounts payable (AP) Process Efficiency 102163 Percentage of invoices paid within the discount
period
10756 9.6.1 Process accounts payable (AP) Process Efficiency 102164 Percentage of invoice line items which are
manually keyed into the financial system
10756 9.6.1 Process accounts payable (AP) Process Efficiency 102136 Percentage of invoice line items matched with a
purchase order
10756 9.6.1 Process accounts payable (AP) Process Efficiency 102139 Percentage of invoice line items paid on time by
the business entity
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101738 Payables outstanding per $1,000 revenue
10756 9.6.1 Process accounts payable (AP) Process Efficiency 104301 Number of FTEs that perform the process
"process accounts payable (AP)" per $1 billion
purchases
10756 9.6.1 Process accounts payable (AP) Staff Productivity 101283 Number of invoice line items processed per FTE
that performs the process "process accounts
payable (AP)"
10756 9.6.1 Process accounts payable (AP) Staff Productivity 100917 Number of disbursements per FTE that performs
the process "process accounts payable (AP)"
10756 9.6.1 Process accounts payable (AP) Staff Productivity 101290 Number of invoices processed per FTE that
performs the process "process accounts payable
(AP)"
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105908 Total annual number of updates to the vendor
master file per FTE that performs the process
"process accounts payable"
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105039 Number of FTEs who perform the process
"process accounts payable" per million barrel of
oil equivalent (BOE) net production
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105040 Number of FTEs who perform the process
"process accounts payable" per thousand gross
operated producing wells
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105041 Number of FTEs who perform the process
"process accounts payable" per thousand miles of
pipe
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105042 Number of FTEs who perform the process
"process accounts payable" per thousand barrels
throughput
10756 9.6.1 Process accounts payable (AP) Supplemental 101285 Number of invoiced line items per $1,000
Information purchases
10756 9.6.1 Process accounts payable (AP) Supplemental 102996 Personnel cost to perform the process "Process
Information accounts payable" as a percentage of total process
cost
10756 9.6.1 Process accounts payable (AP) Supplemental 103335 Systems cost to perform the process "process
Information accounts payable" as a percentage of the total
cost of the process
10756 9.6.1 Process accounts payable (AP) Supplemental 104605 Overhead and other cost to perform the process
Information "Process accounts payable" as a percentage of the
total cost of the process
10756 9.6.1 Process accounts payable (AP) Supplemental 104612 Outsourced cost to perform the process "Process
Information accounts payable" as a percentage of the total
cost of the process
10756 9.6.1 Process accounts payable (AP) Supplemental 104922 Percentage of invoices paid on time
Information
10756 9.6.1 Process accounts payable (AP) Supplemental 105434 Number of invoices processed per $1,000 of
Information purchases
10756 9.6.1 Process accounts payable (AP) Supplemental 104924 Percentage of invoices processed through self-
Information invoicing
10756 9.6.1 Process accounts payable (AP) Supplemental 104925 Payments sent to vendors through electronic
Information funds transfer (EFT) as a percentage of the total
number of payments sent
10756 9.6.1 Process accounts payable (AP) Supplemental 104928 Payments sent to vendors through e-Payable as a
Information percentage of the total number of payments sent
10756 9.6.1 Process accounts payable (AP) Supplemental 104929 Payments sent to vendors through other methods
Information as a percentage of the total number of payments
sent
10756 9.6.1 Process accounts payable (AP) Supplemental 105880 Percentage of FTEs that perform the process
Information "process accounts payable" that perform
management activities
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103863 Total cost to perform the process "process
expense reimbursements" as a percentage of
revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103864 Total cost to perform the process "process
expense reimbursements" per process FTE
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103865 Total cost to perform the process "process
expense reimbursements" per $1 billion revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103866 Total cost to perform the process "Process
expense reimbursements" per $1,000 of T&E
expenditures
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103869 Total cost to perform the process "process
expense reimbursements" per $1,000 revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 101583 Outsourced cost to perform the process "process
expense reimbursements" per $1,000 revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103013 Personnel cost to perform the process "process
expense reimbursements" per $1,000 revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 102850 Personnel cost to perform the process "Process
expense reimbursements" per process FTE
10757 9.6.2 Process expense reimbursements Cost Effectiveness 104606 Personnel cost of the process "process expense
reimbursements" per $100,000 of T&E
expenditures
10757 9.6.2 Process expense reimbursements Cost Effectiveness 104607 Systems cost of the process "process expense
reimbursements" per $100,000 of T&E
expenditures
10757 9.6.2 Process expense reimbursements Cost Effectiveness 103345 Systems cost to perform the process "process
expense reimbursements" per $100,000 revenue
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105915 Personnel cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105916 Systems cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105917 Overhead cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105919 Other cost of the process "process expense
reimbursements" per T&E disbursement
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105894 Total cost to perform the process "process
expense reimbursements" as percentage of
selling, general, and administrative (SGA) costs
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105922 Overhead and other cost to perform the process
"process expense reimbursements" per T&E
disbursement
10757 9.6.2 Process expense reimbursements Cycle Time 100587 Cycle time in days to approve and schedule T&E
reimbursements
10757 9.6.2 Process expense reimbursements Process Efficiency 101119 Number of FTEs that perform the process
"process expense reimbursements" per $1 billion
revenue
10757 9.6.2 Process expense reimbursements Process Efficiency 101262 Number of FTEs that perform the process
"process expense reimbursements" per $1 million
T&E expenditures
10757 9.6.2 Process expense reimbursements Process Efficiency 101995 Percentage of expense report exception line items
10757 9.6.2 Process expense reimbursements Process Efficiency 102650 Percentage of total T&E expenditures made using
cash advances
10757 9.6.2 Process expense reimbursements Staff Productivity 100952 Number of expense report line items per FTE that
performs the process "process expense
reimbursements"
10757 9.6.2 Process expense reimbursements Supplemental 100955 Number of expense report line items per $1,000
Information T&E expenditure
10757 9.6.2 Process expense reimbursements Supplemental 102035 Percentage of total finance function FTEs
Information allocated to the process "process expense
reimbursements"
10757 9.6.2 Process expense reimbursements Supplemental 105874 Percentage of FTEs that perform the process
Information "process expense reimbursements" that perform
management activities
10757 9.6.2 Process expense reimbursements Supplemental 104608 Personnel cost of the process "Process expense
Information reimbursements" as a percentage of total cost for
the process
10757 9.6.2 Process expense reimbursements Supplemental 104609 Systems cost to perform the process "Process
Information expense reimbursements" as a percentage of the
total cost of the process
10757 9.6.2 Process expense reimbursements Supplemental 104610 Overhead and other cost to perform the process
Information "Process expense reimbursements" as a
percentage of the total cost of the process
10757 9.6.2 Process expense reimbursements Supplemental 104611 Outsourced cost to perform the process "Process
Information expense reimbursements" as a percentage of the
total cost of the process
10759 9.7.3 Manage cash Cost Effectiveness 104814 Total cost of the process group "Manage treasury
operations" per bank used in cash collection
network
10759 9.7.3 Manage cash Cost Effectiveness 104815 Total cost of the process group "Manage treasury
operations" per bank used in cash disbursement
network
10759 9.7.3 Manage cash Cycle Time 100171 Cycle time in hours to initiate, approve, and
dispatch a wire transfer
10759 9.7.3 Manage cash Cycle Time 100175 Cycle time in hours to reconcile a single bank
account
10759 9.7.3 Manage cash Cycle Time 104809 Cycle time in days to refresh the cash flow
forecast
10759 9.7.3 Manage cash Cycle Time 105533 Average cycle time in hours to develop a short-
term cash flow forecast
10759 9.7.3 Manage cash Cycle Time 105534 Average cycle time in hours for your organization
to concentrate/physically pool cash and establish
a daily cash position
10759 9.7.3 Manage cash Staff Productivity 104810 Number of banks used in cash collection network
per FTE that performs the process group
"Manage treasury operations"
10759 9.7.3 Manage cash Staff Productivity 104811 Number of banks used in cash disbursement
network per FTE that performs the process group
"Manage treasury operations"
10759 9.7.3 Manage cash Staff Productivity 104818 Number of banks used in cash collection network
per $1 billion revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 102918 Personnel cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 101554 Outsourced cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 103161 Risk assessment cost as a percentage of total cost
procedures to perform the process "establish internal
controls, policies, and procedures"
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 103280 Systems cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$100,000 revenue
10762 9.8.1 Establish internal controls, policies, and Cost Effectiveness 103673 Total cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue
10762 9.8.1 Establish internal controls, policies, and Process Efficiency 101018 Number of FTEs that perform the process
procedures "establish internal controls, policies, and
procedures" per $1 billion revenue
10762 9.8.1 Establish internal controls, policies, and Supplemental 102112 Percentage of independent members on the audit
procedures Information committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102114 Percentage of independent members on the
procedures Information governance committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102115 Percentage of independent, outside directors on
procedures Information the board
10762 9.8.1 Establish internal controls, policies, and Supplemental 102006 Percentage of total finance function FTEs
procedures Information allocated to the process "establish internal
controls, policies, and procedures"
10762 9.8.1 Establish internal controls, policies, and Supplemental 102372 Percentage of other non-independent members on
procedures Information the audit committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102373 Percentage of other non-independent members on
procedures Information the compensation committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102312 Percentage of officers/employees on the audit
procedures Information committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102313 Percentage of officers/employees on the
procedures Information compensation committee
10762 9.8.1 Establish internal controls, policies, and Supplemental 102314 Percentage of officers/employees on the
procedures Information governance committee
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103766 Total cost to perform the process "operate
internal controls policies and procedures controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100144 Cycle time in calendar days (including weekends)
internal controls policies and procedures from the identification of a control violation until
the violation is reported/communicated to the
control or process owner
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100148 Cycle time in days from reporting of a control
internal controls policies and procedures violation until investigation is completed and
remediation steps/control changes are developed
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100608 Cycle time in days to deploy change in enabling
internal controls policies and procedures technology
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101070 Number of FTEs that perform the process
internal controls policies and procedures "operate controls and monitor compliance with
internal controls policies and procedures" per $1
billion revenue
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 100899 Number of control violations per 1,000 business
internal controls policies and procedures entity employees
10763 9.8.2 Operate controls and monitor compliance with Supplemental 101912 Percentage of total control violations that are new
internal controls policies and procedures Information
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102398 Percentage of primary controls that are detective
internal controls policies and procedures Information in nature
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102401 Percentage of primary controls that are
internal controls policies and procedures Information preventive in nature
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102016 Percentage of total finance function FTEs
internal controls policies and procedures Information allocated to the process "operate controls and
monitor compliance with internal controls
policies and procedures"
10763 9.8.2 Operate controls and monitor compliance with Supplemental 103173 Self assessments as a percentage of risk
internal controls policies and procedures Information assessment cost
10764 9.8.4 Report on internal controls compliance Cost Effectiveness 103347 Systems cost to perform the process "report on
internal controls compliance" per $100,000
revenue
10764 9.8.4 Report on internal controls compliance Cost Effectiveness 101584 Outsourced cost to perform the process "report on
internal controls compliance" per $1,000 revenue
10764 9.8.4 Report on internal controls compliance Cost Effectiveness 103879 Total cost to perform the process "report on
internal controls compliance" per $1,000 revenue
10764 9.8.4 Report on internal controls compliance Process Efficiency 102391 Previously identified control violations as a
percentage of total control violations
10764 9.8.4 Report on internal controls compliance Process Efficiency 101125 Number of FTEs that perform the process "report
on internal controls compliance" per $1 billion
revenue
10764 9.8.4 Report on internal controls compliance Supplemental 100770 Independent internal resources as a percentage of
Information risk assessment cost
10764 9.8.4 Report on internal controls compliance Supplemental 102036 Percentage of total finance function FTEs
Information allocated to the process "report on internal
controls compliance"
10764 9.8.4 Report on internal controls compliance Supplemental 101533 Outside consultants as a percentage of risk
Information assessment cost
10764 9.8.4 Report on internal controls compliance Supplemental 101459 Other as a percentage of risk assessment cost
Information
10766 9.9.2 Process taxes Supplemental 105544 Ratio of tax strategy to tax filing staff at the
Information finance shared services center
10789 9.2.1.1 Establish credit policies Supplemental 105473 Percentage of FTEs who perform the process
Information "process customer credit" who establish credit
policies
10791 9.2.1.5 Review existing accounts Supplemental 105475 Percentage of FTEs who perform the process
Information "process customer credit" who review existing
accounts
10792 9.2.1.6 Produce credit/collection reports Supplemental 105476 Percentage of FTEs who perform the process
Information "process customer credit" who produce
credit/collection reports
10794 9.2.2.1 Maintain customer/product master files Staff Productivity 105496 Number of updates to the customer master file
per FTE that performs the process "invoice
customer" and maintains customer/product
master files
10794 9.2.2.1 Maintain customer/product master files Staff Productivity 105497 Number of active customers per FTE that
performs the process "invoice customer" and
maintains customer/product master files
10794 9.2.2.1 Maintain customer/product master files Supplemental 105490 Percentage of FTEs who perform the process
Information "invoice customer" who maintain
customer/product master files
10796 9.2.2.3 Transmit billing data to customers Supplemental 105492 Percentage of FTEs who perform the process
Information "invoice customer" who transmit billing data to
customers
10797 9.2.2.4 Post receivable entries Supplemental 105493 Percentage of FTEs who perform the process
Information "invoice customer" who post accounts receivable
entries
10798 9.2.2.5 Resolve customer billing inquiries Supplemental 105494 Percentage of FTEs who perform the process
Information "invoice customer" who resolve customer billing
inquiries
10808 9.2.4.5 Process adjustments/write off balances Supplemental 105555 Maximum value of uncollectable balance that can
Information be written off without approval
10815 9.3.1.1 Negotiate service-level agreements Supplemental 106292 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "negotiate service-level
agreements"
10816 9.3.1.2 Establish accounting policies Supplemental 106293 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "establish accounting
policies"
10818 9.3.1.5 Establish common financial systems Supplemental 106296 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "establish common financial
systems"
10819 9.3.2.1 Maintain chart of accounts Supplemental 106300 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "maintain chart of accounts"
10820 9.3.2.2 Process journal entries Supplemental 106301 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "process journal entries"
10820 9.3.2.2 Process journal entries Supplemental 106324 Percentage of journal entry line items that are
Information intercompany
10820 9.3.2.2 Process journal entries Supplemental 106325 Percentage of journal entry line items that are
Information corrective/adjusting
10820 9.3.2.2 Process journal entries Supplemental 106326 Percentage of journal entry line items that are
Information first time/originating
10820 9.3.2.2 Process journal entries Supplemental 106327 Percentage of journal entry line items of types
Information other than intercompany, corrective/adjusting, or
first time/originating
10821 9.3.2.3 Process allocations Supplemental 106302 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "process allocations"
10822 9.3.2.4 Process period end adjustments Supplemental 106332 Percentage of total accruals generated using a
Information fully automated method
10822 9.3.2.4 Process period end adjustments Supplemental 106333 Percentage of total accruals generated using a
Information fully manual method
10822 9.3.2.4 Process period end adjustments Supplemental 106334 Percentage of total accruals generated using both
Information automation and manual methods
10823 9.3.2.5 Post and reconcile intercompany transactions Supplemental 106304 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "post and reconcile intercompany
transactions"
10823 9.3.2.5 Post and reconcile intercompany transactions Supplemental 106328 Number of intercompany transactions per
Information business unit supported
10823 9.3.2.5 Post and reconcile intercompany transactions Supplemental 106329 Percentage of intercompany transactions
Information processed using a fully automated method
10823 9.3.2.5 Post and reconcile intercompany transactions Supplemental 106330 Percentage of intercompany transactions
Information processed using a fully manual method
10823 9.3.2.5 Post and reconcile intercompany transactions Supplemental 106331 Percentage of intercompany transactions
Information processed using both automation and manual
methods
10824 9.3.2.6 Reconcile general ledger accounts Supplemental 106305 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "reconcile general ledger accounts"
10826 9.3.2.8 Prepare trial balance Supplemental 106307 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "prepare trial balance"
10827 9.3.2.9 Prepare and post management adjustments Supplemental 106308 Percentage of FTEs that perform the process
Information "perform general accounting" that perform the
activity "prepare and post management
adjustments"
10837 9.3.4.1 Prepare business unit financial statements Supplemental 106310 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "prepare business unit financial
statements"
10838 9.3.4.2 Prepare consolidated financial statements Supplemental 106311 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "prepare consolidated financial
statements"
10839 9.3.4.3 Perform business unit reporting/review Supplemental 106312 Percentage of FTEs that perform the process
management reports Information "perform financial reporting" that perform the
activity "perform business unit reporting/review
management reports"
10841 9.3.4.5 Prepare statements for board review Supplemental 106314 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "prepare statements for board review"
10842 9.3.4.6 Produce quarterly/annual filings and shareholder Supplemental 106315 Percentage of FTEs that perform the process
reports Information "perform financial reporting" that perform the
activity "produce quarterly/annual filings and
shareholder reports"
10843 9.3.4.7 Produce regulatory reports Supplemental 106316 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "produce regulatory reports"
10869 9.6.1.1 Verify AP pay file with purchase order vendor Supplemental 105881 Percentage of FTEs that perform the process
master file Information "process accounts payable" that perform the
activity "verify AP pay file with purchase order
vendor master file"
10870 9.6.1.2 Maintain/Manage electronic commerce Supplemental 105882 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "maintain/manage electronic commerce"
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105895 Percentage of invoice line items which are
Information entered into the financial system via Electronic
Data Interchange (EDI)
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105896 Percentage of invoice line items which are
Information scanned into the financial system
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105897 Percentage of invoice line items which are
Information entered into the financial system via some other
method than manual entry, scanning, or EDI
10872 9.6.1.4 Approve payments Supplemental 105898 Percentage of invoice line items approved by
Information two-way matching
10872 9.6.1.4 Approve payments Supplemental 105899 Percentage of invoice line items approved by
Information three-way matching
10872 9.6.1.4 Approve payments Supplemental 105900 Percentage of invoice line items approved by pre-
Information approved procurement card
10872 9.6.1.4 Approve payments Supplemental 105901 Percentage of invoice line items approved by pre-
Information approved blanket codes
10872 9.6.1.4 Approve payments Supplemental 105902 Percentage of invoice line items approved by
Information evaluated (automatic) receipt settlement
10872 9.6.1.4 Approve payments Supplemental 105903 Percentage of invoice line items approved by
Information replenishment/vendor managed inventory
10872 9.6.1.4 Approve payments Supplemental 105904 Percentage of invoice line items approved by a
Information method other than matching, procurement card,
blanket codes, auto receipt settlement, or VMI
10873 9.6.1.5 Process financial accruals and reversals Supplemental 105885 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "process financial accruals and reversals"
10874 9.6.1.6 Process payables taxes Supplemental 105886 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "process payroll taxes"
10875 9.6.1.7 Research/Resolve payable exceptions Cycle Time 105906 Average elapsed time in calendar days (including
weekends) from the time when a disbursement
error is identified to the time it is fully resolved
10875 9.6.1.7 Research/Resolve payable exceptions Supplemental 105887 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "research/resolve payroll exceptions"
10876 9.6.1.8 Process payments Process Efficiency 104604 Percentage of disbursements submitted
electronically
10876 9.6.1.8 Process payments Process Efficiency 105905 Percentage of total annual number of
disbursements processed which are duplicate or
erroneous payments
10876 9.6.1.8 Process payments Supplemental 105888 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "process payments"
10877 9.6.1.9 Respond to AP inquiries Supplemental 105889 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "respond to AP inquiries"
10878 9.6.1.10 Retain records Supplemental 105890 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "retain records"
10879 9.6.1.11 Adjust accounting records Supplemental 105891 Percentage of FTEs that perform the process
Information "process accounts payable" that perform the
activity "adjust accounting records"
10880 9.6.2.1 Establish and communicate expense Supplemental 105875 Percentage of FTEs that perform the process
reimbursement policies and approval limits Information "process expense reimbursments" that perform
the activity "establish and communicate expense
reimbursement policies and approval limits"
10881 9.6.2.2 Capture and report relevant tax data Supplemental 105876 Percentage of FTEs that perform the process
Information "process expense reimbursments" that perform
the activity "capture and report relevant tax data"
10883 9.6.2.4 Process reimbursements and advances Supplemental 105878 Percentage of FTEs that perform the process
Information "process expense reimbursments" that perform
the activity "process reimbursements and
advances"
10884 9.6.2.5 Manage personnel accounts Supplemental 105879 Percentage of FTEs that perform the process
Information "process expense reimbursments" that perform
the activity "manage personnel accounts"
10940 10.4 Dispose of assets Supplemental 106154 Total square feet of all retail store space disposed
Information as a percentage of retail store space available
10943 10.1.2 Plan facility Cost Effectiveness 106155 Average annual build cost per square feet for new
retail stores and warehouses
10955 10.1.1.1 Confirm alignment of property requirements with Cost Effectiveness 106152 Total annual retail real estate cost as a percentage
business strategy of direct retail sales revenue, excluding
franchisee commission
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106104 Total cost, excluding overhead cost, for the
management (KM) capability business entity's knowledge management
program per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106106 Personnel (staff) costs directly associated with
management (KM) capability leading, managing, and supporting the KM
program, initiative, or service per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106108 External/outsourcing costs directly associated
management (KM) capability with leading, managing, and supporting the KM
program, initiative, or service per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106109 Systems costs for KM applications, platforms,
management (KM) capability and related technology per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106110 Costs for KM meetings, events, marketing, and
management (KM) capability training per $1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106111 KM costs other than personnel for staff and
management (KM) capability contractor personnel, outsourcing, systems,
meetings, events, marketing, and training per
$1,000 revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106112 Funding for KM program, initiative, or service
management (KM) capability from central/enterprise funding source per $1,000
revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106113 Funding for KM program, initiative, or service
management (KM) capability from allocations from business units, functions,
or groups leveraging KM services per $1,000
revenue
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106337 Total cost, excluding overhead cost, for the
management (KM) capability business entity's knowledge management
program per business entity employee
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106092 Total cost, excluding overhead cost, for the
management (KM) capability business entity's knowledge management
program per FTE that directly supports it
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106105 Number of FTEs that directly support business
management (KM) capability entity's knowledge management program per $1
billion revenue
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106086 Percentage of KM applications, platforms, or
management (KM) capability technologies hosted in the cloud
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106087 Percentage of KM applications, platforms, or
management (KM) capability technologies hosted on-premises
11073 13.5 Develop and manage enterprise-wide knowledge Staff Productivity 106117 Percentage of business entity FTEs that directly
management (KM) capability support business entity's knowledge management
program
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106088 Percentage of funding for KM applications,
management (KM) capability Information platforms, or technologies from the KM program,
initiative, or service
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106089 Percentage of funding for KM applications,
management (KM) capability Information platforms, or technologies from the IT
group/function
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106096 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to personnel (staff) costs directly
associated with KM
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106097 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to personnel (contractor) costs directly
associated with KM
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106098 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to external/outsourcing costs directly
associated with KM
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106100 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to KM meetings, events, marketing, and
training
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106101 Percentage of total cost for knowledge
management (KM) capability Information management program, initiative, or service
allocated to other KM costs
11096 13.5.2 Assess KM capabilities Process Efficiency 106115 Number of business entity employees that
participate in approaches and activities included
in KM program, initiative, or service per $1
billion revenue
11096 13.5.2 Assess KM capabilities Process Efficiency 106116 Estimated business value generated by KM
program, initiative, or service per $1,000 revenue
11096 13.5.2 Assess KM capabilities Process Efficiency 106102 Percentage of business entity employees that
participate in approaches and activities included
in KM program, initiative, or service
11096 13.5.2 Assess KM capabilities Process Efficiency 106103 Ratio of estimated business value generated by
KM program, initiative, or service to cost for
knowledge management program, initiative, or
service
11208 9.7.6 Monitor and execute risk and hedging Staff Productivity 104821 Number of foreign currencies involved in foreign
transactions exchange hedging program per $1 billion revenue
11208 9.7.6 Monitor and execute risk and hedging Staff Productivity 104813 Number of foreign currencies involved in foreign
transactions exchange hedging program per FTE that
performs the process group "Manage treasury
operations"
11216 11.4 Manage business resiliency Cost Effectiveness 103295 Systems cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 103725 Total cost to perform the process "manage
business resiliency and risk", including
depreciation/amortization, per $1,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 101622 Outsourced cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 102943 Personnel cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $1,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 101697 Overhead cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
11216 11.4 Manage business resiliency Cost Effectiveness 106427 Total cost to perform the process group "manage
business resiliency and risk", including
depreciation/amortization, per process FTE
11216 11.4 Manage business resiliency Cycle Time 103439 Time in weeks to complete projects that address
an identified business exposure or opportunity
(less than 20 percent of total annual revenue)
11216 11.4 Manage business resiliency Cycle Time 103443 Time in weeks to complete projects that address
an identified business exposure or opportunity
(between 20 and 40 percent of total annual
revenue)
11216 11.4 Manage business resiliency Cycle Time 103447 Time in weeks to complete projects that address
an identified business exposure or opportunity
(between 40 and 60 percent of total annual
revenue)
11216 11.4 Manage business resiliency Process Efficiency 100831 Level of FTE experience in years for the process
group "manage business resiliency and risk"
11216 11.4 Manage business resiliency Process Efficiency 101318 Number of IT FTEs that perform the process
group "manage business resiliency and risk" per
$1 billion revenue
11216 11.4 Manage business resiliency Supplemental 102192 Percentage of IT budget, including
Information depreciation/amortization, allocated to the
process group "manage business resiliency and
risk"
11216 11.4 Manage business resiliency Supplemental 104558 Percentage of business entity IT FTEs who
Information perform the process group "manage business
resiliency"
11740 2.1.4 Manage product and service master data Supplemental 105244 Percentage of primary products that are made
Information from recycled materials (by weight)
11740 2.1.4 Manage product and service master data Supplemental 105245 Percentage of primary products that are
Information potentially able to be recovered and recycled (by
weight)
12658 6.3 Service products after sales Cycle Time 104855 Average cycle time in days from detection-to-
correction of warranty issues
12658 6.3 Service products after sales Process Efficiency 104856 Warranty accrual rate
12658 6.3 Service products after sales Process Efficiency 104857 Warranty claims rate
12658 6.3 Service products after sales Process Efficiency 104858 Warranty cost forecast accuracy
12658 6.3 Service products after sales Process Efficiency 104859 Average annual product return rate
12658 6.3 Service products after sales Process Efficiency 104860 Average annual recall rate per product family
12669 6.3.2 Process warranty claims Cost Effectiveness 104861 Total cost to perform the process "process
warranty claims" per $1,000 revenue
12669 6.3.2 Process warranty claims Cost Effectiveness 104863 Personnel cost to perform the process "process
warranty claims" per $1,000 revenue
12669 6.3.2 Process warranty claims Cost Effectiveness 104865 Systems cost to perform the process "process
warranty claims" per $1,000 revenue
12669 6.3.2 Process warranty claims Cost Effectiveness 104867 Total cost to perform the process "process
warranty claims" per warranty claim processed
12669 6.3.2 Process warranty claims Cost Effectiveness 104869 Goodwill cost as a percentage of revenue
12669 6.3.2 Process warranty claims Cost Effectiveness 105610 Goodwill cost per approved goodwill claim
12669 6.3.2 Process warranty claims Cost Effectiveness 105613 Personnel cost to perform the process "process
warranty claims" per process FTE
12669 6.3.2 Process warranty claims Cost Effectiveness 105612 Total cost to perform the process "process
warranty claims" per process FTE
12669 6.3.2 Process warranty claims Cycle Time 104870 Average cycle time in days to process a warranty
claim
12669 6.3.2 Process warranty claims Process Efficiency 104873 Number of claims processed per FTE that
performs the process "process warranty claims"
12669 6.3.2 Process warranty claims Process Efficiency 104874 Percentage of total rejected claims rejected for
being fraudulent
12669 6.3.2 Process warranty claims Process Efficiency 104875 Percentage of total rejected claims rejected for
policy reasons
12669 6.3.2 Process warranty claims Process Efficiency 104877 Percentage of total claims approved that is
invalid or fraudulent
12669 6.3.2 Process warranty claims Process Efficiency 104878 Percentage of total claims processed from
approved goodwill claims
12669 6.3.2 Process warranty claims Process Efficiency 104879 Percentage of total claims processed that is from
approved recall claims
12669 6.3.2 Process warranty claims Process Efficiency 104880 Percentage of total claims processed that is from
approved repeat repair claims
12669 6.3.2 Process warranty claims Process Efficiency 104881 Percentage of total claims processed that is
approved
12669 6.3.2 Process warranty claims Process Efficiency 104882 Percentage of total claims processed that is
rejected
12669 6.3.2 Process warranty claims Process Efficiency 104883 Percentage of total claims processed that is
processed automatically
12669 6.3.2 Process warranty claims Process Efficiency 105453 Number of repeat repair/replace claims approved
as a percentage of total claims processed
12669 6.3.2 Process warranty claims Process Efficiency 105455 Number of recall claims approved as a percentage
of total claims processed
12669 6.3.2 Process warranty claims Staff Productivity 105614 Number of invalid or fraudulent claims that are
approved per FTE that performs the process
"process warranty claims"
14074 9.3.4.8 Perform legal and management consolidation Supplemental 106317 Percentage of FTEs that perform the process
Information "perform financial reporting" that perform the
activity "perform legal and management
consolidation"
16573 3.2.5.1 Establish channel-specific metrics and targets Process Efficiency 105873 Retail store average number of days of supply
16573 3.2.5.1 Establish channel-specific metrics and targets Staff Productivity 105872 Average retail sales revenue per customer-facing
associate
16573 3.2.5.1 Establish channel-specific metrics and targets Staff Productivity 106144 Average annual retail sales revenue per customer-
facing sales associate
16613 3.3.8 Analyze and respond to customer insight Process Efficiency 105805 Percentage of perfect scores on
telecommunications call center customer
satisfaction
17043 7.1 Develop and manage human resources planning, Process Efficiency 105601 Strategic workforce planning FTEs per revenue
policies, and strategies
17043 7.1 Develop and manage human resources planning, Process Efficiency 105602 Strategic workforce planning FTEs per employee
policies, and strategies
17043 7.1 Develop and manage human resources planning, Process Efficiency 105603 Revenue per employee (entire organization)
policies, and strategies
17052 7.4 Manage employee relations Cost Effectiveness 106372 Total cost to perform the process group "manage
employee relations" per $1,000 revenue
17052 7.4 Manage employee relations Cost Effectiveness 106373 Total cost to perform the process group "manage
employee relations" per business entity employee
17052 7.4 Manage employee relations Cost Effectiveness 106375 Personnel cost to perform the process group
"manage employee relations" per business entity
employee
17052 7.4 Manage employee relations Cost Effectiveness 106354 Total cost to perform the HR function per FTE
that performs the process group "manage
employee relations"
17052 7.4 Manage employee relations Process Efficiency 106355 Number of FTEs that perform the process group
"manage employee relations" per $1 billion
revenue
17052 7.4 Manage employee relations Process Efficiency 106358 Number of FTEs that perform the process groups
"manage employee communications" and
"deliver employee communications" per $1
billion revenue
17052 7.4 Manage employee relations Process Efficiency 106151 Employee engagement score
17052 7.4 Manage employee relations Staff Productivity 106359 Number of business entity employees per FTE
that performs the process groups "manage
employee communications" and "deliver
employee communications"
17052 7.4 Manage employee relations Staff Productivity 106356 Number of business entity employees per FTE
that performs the process group "manage
employee relations"
17052 7.4 Manage employee relations Supplemental 106376 Personnel cost to perform the process group
Information "manage employee relations" as a percentage of
total process group cost
17052 7.4 Manage employee relations Supplemental 106378 Overhead and other cost to perform the process
Information group "manage employee relations" as a
percentage of total process group cost
17052 7.4 Manage employee relations Supplemental 106379 Outsourced cost to perform the process group
Information "manage employee relations" as a percentage of
total process group cost
17057 7.8 Manage employee communication Cost Effectiveness 106357 Total cost to perform the HR function per FTE
that performs the process groups "manage
employee communications" and "deliver
employee communications"
17058 9.0 Manage Financial Resources Supplemental 105126 Total annual non-interest expense per $1,000
Information revenue
17058 9.0 Manage Financial Resources Supplemental 105127 Total annual fee income per $1,000 revenue
Information
17058 9.0 Manage Financial Resources Supplemental 105128 Total annual operating expense per $1,000
Information revenue
17058 9.0 Manage Financial Resources Supplemental 105083 Non-interest expense as a percentage of total
Information assets
17058 9.0 Manage Financial Resources Supplemental 105084 Net income plus interest as a percentage of total
Information assets
17058 9.0 Manage Financial Resources Supplemental 105085 New transaction account income as a percentage
Information of fee income
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity Process Efficiency 105866 Retail in-store cross-sell / up-sell rate
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity Process Efficiency 105793 Success rate of attempts to convert qualified pre-
paid telecommunications customers to post-paid
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity Process Efficiency 105809 Telecommunications inbound contact center
cross-sell/up-sell rate
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity Process Efficiency 105810 Percentage of total sales initiated on the website
that presented the telecommunications customer
with a cross-sell or up-sell offer
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity Staff Productivity 106135 E-commerce cross-sell/up-sell revenue as a
percentage of revenue
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity Staff Productivity 105822 Percentage of total annual net sales revenue
resulting from cross-selling or up-selling
17682 3.4.4.1 Calculate product market share Process Efficiency 105763 Most-recent year-over-year change in
telecommunications market share
19696 2.1 Govern and manage product/service development Cost Effectiveness 105521 Total cost to perform the process group "govern
program and manage product/service development
program" per FTE (including external)
19696 2.1 Govern and manage product/service development Process Efficiency 105213 Number of FTEs (including external) that
program perform the process group "govern and manage
product/service development program" per $1
billion revenue
19696 2.1 Govern and manage product/service development Supplemental 105224 Total cost to perform the process group "govern
program Information and manage product/service development
program" as a percentage of total function cost
19696 2.1 Govern and manage product/service development Supplemental 105217 Number of FTEs (including external) that
program Information perform the process group "govern and manage
product/service development program" as a
percentage of total function FTEs
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105468 Total cost to perform the process group "generate
and define new product/service ideas" per $1,000
revenue
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105469 Total cost to perform the process group "generate
and define new product/service ideas" per
concept (pre-design phase)
19698 2.2 Generate and define new product/service ideas Process Efficiency 105463 Number of FTEs (including external) that
perform the process group "generate and define
new product/service ideas" per $1 billion revenue
19698 2.2 Generate and define new product/service ideas Staff Productivity 105506 Number of concepts (pre-design phase) per FTE
(including external) that performs the process
group "generate and define new product/service
ideas"
19698 2.2 Generate and define new product/service ideas Supplemental 105220 Number of FTEs (including external) that
Information perform the process group "generate and define
new product/service ideas" as a percentage of
total function FTEs
19698 2.2 Generate and define new product/service ideas Supplemental 105225 Total cost to perform the process group "generate
Information and define new product/service ideas" as a
percentage of total function cost
19993 2.3.1 Design and prototype products and services Cost Effectiveness 105467 Total cost to perform the process "design and
prototype products and services" per $1,000
revenue
19993 2.3.1 Design and prototype products and services Process Efficiency 105462 Number of FTEs (including external) that
perform the process "design and prototype
products and services" per $1 billion revenue
19993 2.3.1 Design and prototype products and services Supplemental 105226 Total cost to perform the process "design and
Information prototype products and services" as a percentage
of total function cost
19993 2.3.1 Design and prototype products and services Supplemental 105221 Number of FTEs (including external) that
Information perform the process "design and prototype
products and services" as a percentage of total
function FTEs
20000 3.2.4 Define and manage channel strategy Supplemental 105767 Percentage of total sales of core
Information telecommunications products made via digital
channels
20006 3.2.5 Analyze and manage channel performance Process Efficiency 105816 Average sales conversion rate for face to face
contact
20006 3.2.5 Analyze and manage channel performance Process Efficiency 105817 Average sales conversion rate for mobile
applications
20006 3.2.5 Analyze and manage channel performance Process Efficiency 105818 Average sales conversion rate for telemarketing
20006 3.2.5 Analyze and manage channel performance Process Efficiency 105819 Average sales conversion rate for website (your
company name.com)
20006 3.2.5 Analyze and manage channel performance Process Efficiency 105798 Order self-service completion rate across all
channels for telecommunications
20006 3.2.5 Analyze and manage channel performance Process Efficiency 105799 Percentage of telecommunications customers able
to complete the entire enrollment to activation
process through self service
20006 3.2.5 Analyze and manage channel performance Supplemental 105775 Percentage of sales of telecommunications core
Information products influenced by social media
20006 3.2.5 Analyze and manage channel performance Supplemental 105771 Digital content sales revenue as a percentage of
Information overall revenue
20006 3.2.5 Analyze and manage channel performance Supplemental 105812 Percentage of telecommunications customers that
Information have downloaded and registered on the mobile
app
20006 3.2.5 Analyze and manage channel performance Supplemental 105813 Percentage of telecommunications mobile app
Information users that are active
20011 3.5.1.6 Manage opportunity pipeline Supplemental 105802 Percentage of telecommunications customers that
Information have called the call center in the past 12 months
20011 3.5.1.6 Manage opportunity pipeline Supplemental 105803 Percentage of telecommunications customers that
Information have called the call center more than 10 times in
the past 12 months
20022 4.0 Deliver Products Staff Productivity 105990 Average number of orders picked per hour
20025 5.0 Deliver Services Cost Effectiveness 105401 Number of FTEs who perform retail banking
activities per $1 billion operating expense
20025 5.0 Deliver Services Cost Effectiveness 105415 Annual operating expense per retail banking
customer
20025 5.0 Deliver Services Cost Effectiveness 105418 Annual retail bank revenue (interest income plus
fee income) per retail banking customer
20025 5.0 Deliver Services Process Efficiency 105402 Number of FTEs who perform retail banking
activities per $1 billion non-interest expense
20025 5.0 Deliver Services Staff Productivity 105403 Number of FTEs who perform retail banking
activities per $1 billion fee income
20025 5.0 Deliver Services Staff Productivity 105404 Number of FTEs who perform retail banking
activities per $1 billion retail bank revenue
(interest income plus fee income)
20025 5.0 Deliver Services Staff Productivity 105408 Number of retail banking customers per back
office activities FTE
20025 5.0 Deliver Services Supplemental 105429 Number of customers with retail banking
Information customer relationship of less than one year per $1
million retail bank revenue
20025 5.0 Deliver Services Supplemental 105430 Number of customers with retail banking
Information customer relationship of one to three years per $1
million retail bank revenue
20025 5.0 Deliver Services Supplemental 105431 Number of customers with retail banking
Information customer relationship of three to five years per $1
million retail bank revenue
20025 5.0 Deliver Services Supplemental 105432 Number of customers with retail banking
Information customer relationship of more than five years per
$1 million retail bank revenue
20025 5.0 Deliver Services Supplemental 105416 Annual operating expense as a percentage of
Information retail bank revenue (interest income plus fee
income)
20025 5.0 Deliver Services Supplemental 105417 Annual fee income as a percentage of retail bank
Information revenue (interest income plus fee income)
20025 5.0 Deliver Services Supplemental 105410 Number of retail banking customers per branch
Information (including staffed kiosks)
20085 6.0 Manage Customer Service Process Efficiency 104302 Customer retention rate for all customers over the
past three reporting periods
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106361 Total cost to perform the HR function per FTE
and training that performs the process group "manage
employee on-boarding, development, and
training"
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106212 Personnel cost to perform the process group
and training "manage employee on-boarding, development,
and training" per process group FTE
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106172 Total cost to perform the process group "manage
and training employee on-boarding, development, and
training" per $1,000 revenue
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106173 Total cost to perform the process group "manage
and training employee on-boarding, development, and
training" per business entity employee
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106178 Personnel cost to perform the process group
and training "manage employee on-boarding, development,
and training" per $1,000 revenue
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106179 Personnel cost to perform the process group
and training "manage employee on-boarding, development,
and training" per business entity employee
20599 7.3 Manage employee on-boarding, development, Cost Effectiveness 106185 Total cost to perform the process group "manage
and training employee on-boarding, development, and
training" as a percentage of selling, general, and
administrative (SGA) costs
20599 7.3 Manage employee on-boarding, development, Process Efficiency 106171 Number of FTEs that perform the process group
and training "manage employee on-boarding, development,
and training" per $1 billion revenue
20599 7.3 Manage employee on-boarding, development, Staff Productivity 106201 Number of remote business entity employees per
and training FTE that performs the process group "manage
employee on-boarding, development, and
training"
20599 7.3 Manage employee on-boarding, development, Staff Productivity 106170 Number of business entity employees per FTE
and training that performs the process group "manage
employee on-boarding, development, and
training"
20599 7.3 Manage employee on-boarding, development, Supplemental 106188 Percentage of FTEs that perform the process
and training Information group "manage employee on-boarding,
development, and training" that are senior
management / executive level
20599 7.3 Manage employee on-boarding, development, Supplemental 106190 Percentage of FTEs that perform the process
and training Information group "manage employee on-boarding,
development, and training" that are Operational
workers/office staff
20599 7.3 Manage employee on-boarding, development, Supplemental 106368 Personnel cost to perform the process group
and training Information "manage employee on-boarding, development,
and training" as a percentage of total process
group cost
20599 7.3 Manage employee on-boarding, development, Supplemental 106369 Systems cost to perform the process group
and training Information "manage employee on-boarding, development,
and training" as a percentage of total process
group cost
20599 7.3 Manage employee on-boarding, development, Supplemental 106370 Overhead and other costs to perform the process
and training Information group "manage employee on-boarding,
development, and training" as a percentage of
total process group cost
20599 7.3 Manage employee on-boarding, development, Supplemental 106371 Outsourced cost of the process group "manage
and training Information employee on-boarding, development, and
training" as a percentage of total process group
cost
20599 7.3 Manage employee on-boarding, development, Supplemental 106181 Systems cost to perform the process group
and training Information "manage employee on-boarding, development,
and training" as a percentage of the total cost to
perform the process group
20599 7.3 Manage employee on-boarding, development, Supplemental 106182 Overhead and other costs to perform the process
and training Information group "manage employee on-boarding,
development, and training" as a percentage of the
total cost to perform the process group
20599 7.3 Manage employee on-boarding, development, Supplemental 106183 Outsourced cost of the process group "manage
and training Information employee on-boarding, development, and
training" as a percentage of the total cost to
perform the process group
20599 7.3 Manage employee on-boarding, development, Supplemental 106462 Overhead and other costs of the process group
and training Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group
20604 9.3.1.3 Publish accounting policies Supplemental 106294 Percentage of FTEs that perform the process
Information "manage financial policies and procedures" that
perform the activity "publish accounting policies"
20607 8.0 Manage Information Technology (IT) Supplemental 106450 Percentage of IT operating costs dedicated to IT
Information project management
20652 8.2 Develop and manage IT business strategy Supplemental 106449 Percentage of IT operating costs dedicated to
Information develop and manage IT business strategy
20706 8.3 Develop and manage IT resilience and risk Supplemental 106452 Percentage of IT operating costs dedicated to
Information manage IT resilience and risk
20765 8.4 Manage information Supplemental 106453 Percentage of IT operating costs dedicated to
Information Manage enterprise information
20784 8.5 Develop and manage services/solutions Supplemental 106454 Percentage of IT operating costs dedicated to
Information develop and integrate services/solutions
20824 8.6 Deploy services/solutions Supplemental 106455 Percentage of IT operating costs dedicated to
Information deploy services/solutions
20866 8.7 Create and manage support services/solutions Supplemental 106456 Percentage of IT operating costs dedicated to
Information support services/solutions
S25320470QN0001 percent
S25320472QN0001 percent
Like For Like (LFL) sales growth for retail stores percent
FTEs
FTEs